The EDIC Method: An Engaging and Comprehensive Approach for Creating Health Department Workforce Development Plans

2016 ◽  
Vol 18 (5) ◽  
pp. 688-695 ◽  
Author(s):  
Brandon L. Grimm ◽  
Kathleen Brandert ◽  
David Palm ◽  
Colleen Svoboda
Keyword(s):  
Public Health ◽  
Workforce Development ◽  
Medical Center ◽  
Local Level ◽  
Health Department ◽  
Training Needs ◽  
Workforce Training ◽  
Comprehensive Approach ◽  
Department Of Health ◽  
Development Plans

In 2013, the Nebraska Department of Health & Human Services, Division of Public Health (Nebraska’s State Health Department); and the University of Nebraska Medical Center, College of Public Health developed a comprehensive approach to assess workforce training needs. This article outlines the method used to assess the education and training needs of Division staff, and develop comprehensive workforce development plans to address those needs. The EDIC method (Engage, Develop, Identify, and Create) includes the following four phases: (1) Engage Stakeholders, (2) Develop Assessment, (3) Identify Training Needs, and (4) Create Development Plans. The EDIC method provided a process grounded in science and practice, allowed input, and produced buy-in from staff at all levels throughout the Division of Public Health. This type of process provides greater assurance that the most important gaps in skills and competencies will be identified. Although it is a comprehensive approach, it can be replicated at the state or local level across the country.

scholarly journals Creating Customized Workforce Development Plans for Medium-to-Large Public Health Departments

2019 ◽  
Vol 134 (4) ◽  
pp. 395-403
Author(s):  
Brandon Grimm ◽  
Christine Arcari ◽  
Athena Ramos ◽  
Tricia LeVan ◽  
Kathleen Brandert ◽  
...  
Keyword(s):  
Public Health ◽  
Workforce Development ◽  
Health Department ◽  
Training Needs ◽  
Public Health Workforce ◽  
Health Departments ◽  
Public Health Departments ◽  
Percentage Points ◽  
Development Plans ◽  
County Health Department

Objectives: The objectives of our study were to (1) illustrate a public health workforce assessment process in a medium-sized city or county health department and (2) demonstrate the insights gained by moving from the use of aggregate department-level and competency domain-level training needs results to more granular division-level and skills-level results when creating a workforce development plan. Methods: We used a 130-question needs assessment to guide the creation of a workforce development plan for the Lincoln Lancaster County Health Department (LLCHD) in Nebraska and its 7 divisions. Using SurveyMonkey, we administered the survey to 128 (of the 129) LLCHD public health staff members in June 2015. Using a Likert scale, respondents indicated (1) the importance of the skill to their work and (2) their capacity to carry out 57 skills in 8 domains of the core competencies for public health professionals. We identified training needs as those for which the percentage of respondents who perceived moderate-to-high importance was at least 15 percentage points higher than the percentage of respondents who perceived moderate-to-high capacity. Results: LLCHD as a department had training needs in only 2 competency domains: financial planning and management (importance-capacity difference, 15 percentage points) and policy development and program planning (importance-capacity difference, 19 percentage points). The Health Promotion and Outreach division had training needs in all 8 domains (importance-capacity difference range, 15-45 percentage points). Of the 57 skills, 41 were identified by at least 1 of the LLCHD divisions as having training needs. In 24 instances, a division did not qualify as having training needs in the overall domain yet did have training needs for specific skills within a domain. Conclusions: When performing public health workforce assessments, medium-to-large public health departments can obtain detailed workforce training needs results that pertain to individual skills and that are tailored to each of their divisions. These results may help customize and improve workforce development plans, ensuring that the workforce has the necessary skills to do its job.

Case Study: Nontraditional Partners in the Case of Kansas City

2019 ◽  
pp. 445-450
Author(s):  
Scott Hall ◽  
Rex Archer
Keyword(s):  
Public Health ◽  
Policy Change ◽  
Kansas City ◽  
Local Level ◽  
Health Department ◽  
Chamber Of Commerce ◽  
Working Together ◽  
Multiple Jurisdictions

This chapter demonstrates the power of non-traditional partnerships to achieve policy change at the local level. The chapter's review of the work of the Kansas City Chamber of Commerce and the KCMO Health Department to motivate adoption of Tobacco 21 initiatives in multiple jurisdictions highlights the importance of business and public health working together.

Distance Education And Learning: An Innovative Approach to Extending Workforce Training Capacity

2017 ◽  
Vol 3 (1_suppl) ◽  
pp. 40S-46S ◽  
Author(s):  
Melissa Alperin ◽  
Laura M. Lloyd ◽  
Lisa C. McCormick ◽  
Brita Bergland ◽  
Michelle Carvalho ◽  
...  
Keyword(s):  
Public Health ◽  
Distance Education ◽  
Workforce Training ◽  
Department Of Health ◽  
Public Health Professionals ◽  
Training Point ◽  
Public Health Training ◽  
Emory University ◽  
Training Capacity ◽  
Personnel Turnover

The mission of the Region IV (R-IV) Public Health Training Center (PHTC), headquartered at the Rollins School of Public Health at Emory University in Atlanta, Georgia, is to develop and implement programming to train public health professionals in the U.S. Department of Health and Human Services Region IV. The emphasis on public health accreditation, as well as the reality of high personnel turnover and a workforce with little formal training, point to the need for PHTCs that provide workforce training. PHTCs use distance-based education to reach those in need of training by minimizing or eliminating cost and travel barriers. However, many experienced public health trainers who are able to provide effective and engaging trainings in person lack the knowledge and skills necessary to adapt existing curricula to a distance format. Distance Education And Learning (DEAL) is an online course designed by the R-IV PHTC to increase the capacity of public health trainers to teach in the distance learning environment. The course includes four 3-hour synchronous online sessions with additional asynchronous presession and intersession activity requirements. This article describes the development and implementation of the DEAL course, including how it is used by the R-IV PHTC to increase the number of public health trainers with the skills needed to develop and implement distance-based training, which thereby builds the training capacity within the region and addresses issues of sustainability.

scholarly journals Multiple interventions to strengthen immunization services in an Angolan district

2019 ◽  
Vol 29 (Supplement_4) ◽  
Author(s):  
M Fattorini ◽  
G Raguzzoni ◽  
C Cuccaro ◽  
N Nante ◽  
C Quercioli ◽  
...  
Keyword(s):  
Public Health ◽  
Local Community ◽  
Health Workers ◽  
Local Level ◽  
Health Department ◽  
Health Staff ◽  
Continuous Training ◽  
District Health ◽  
Immunization Services ◽  
Multiple Interventions

Abstract Background Immunization represents one of the most effective intervention in public health. In the Sustainable Development Goals era, adequate vaccination services are still crucial for the prevention of infectious diseases and the reduction of under-5 mortality. However, in 2017 WHO estimated that children <1 year who did not receive the third dose of Diphtheria-Tetanus-Pertussis (DTP3) vaccine were 19.2 million globally, and 600000 of these were located in Angola, a Sub-Saharan country with an estimated DTP3 coverage of 52%. Since 2000, Italian Non-Governmental Organization (NGO) Doctors with Africa CUAMM supports the activity of the hospital of Chiulo in the commune of Mucope (district of Ombadja, south of Angola). Aim of the study is to describe the interventions implemented to strengthen the immunization services performed by the hospital Public Health Staff (PHS). Methods In May 2018 the NGO started to implement multiple interventions to enhance the number of vaccine doses administered. Firstly, outreach immunization sessions were reorganized and reinforced, for example involving local Community Health Workers in the identification of villages with a high burden of unvaccinated children. Other actions were the continuous training of the PHS in data collection and the increased collaboration with the Ombadja District Health Department in order to develop a more efficient vaccine supply chain at local level. Results In 2018, among children <1 year the PHS administered 19746 doses, with a 22.3% growth compared to 2017 (15349 doses). Doses administered during outreach sessions increased by 35.4% (6597 versus 4259 doses). Estimated DTP3 coverage in Mucope commune was 71% (2017, 59%). Conclusions The WHO “Reaching Every Community” strategy emphasizes the importance of high quality immunization services in hard-to-reach areas. The organisation of well-functioning immunization services requires a multifaceted approach by the involved stakeholders. Key messages In 2017, globally 19.2 million of children <1 year did not receive the recommended three DTP doses. Six-hundred thousand were located in Angola. To obtain and sustain an adequate vaccination coverage, especially in hard-to-reach areas, multiple and well-coordinated actions should be implemented by all the involved stakeholders.

Building Public Health Law Capacity at the Local Level

2008 ◽  
Vol 36 (S3) ◽  
pp. 6-28
Author(s):  
Diane E. Hoffmann ◽  
Virginia Rowthorn
Keyword(s):  
Public Health ◽  
Local Level ◽  
Health Department ◽  
Local Health Department ◽  
Local Health ◽  
Health Law ◽  
Hiv Status ◽  
Health Officer ◽  
Hiv Awareness ◽  
Do So

In the early days of HIV awareness, prior to universal precautions, as a local health officer, I was supervising an openly gay employee. The county executive (in his formal capacity) asked me the HIV status of the employee and threatened my employment if I did not reveal it. I was reluctant to do so, believing it would be an invasion of the employee’s privacy. I contacted the county attorney who advised me that I could reveal the employee’s HIV status to the county executive but he was not willing to put his guidance in writing. Ultimately, I spoke with the employee’s attorney and was given permission to reveal the employee’s HIV status. The experience, however, left a bad taste in my mouth. I felt the county attorney was acting politically in support of the county executive rather than doing what was legally appropriate. He certainly did not act as an advocate for the local health department!

scholarly journals Development and Implementation of a Public Health Workforce Training Needs Assessment Survey in North Carolina

2005 ◽  
Vol 120 (1_suppl) ◽  
pp. 28-34 ◽  
Author(s):  
Lisa Macon Harrison ◽  
Mary V. Davis ◽  
Pia D.M. MacDonald ◽  
Lorraine K. Alexander ◽  
J. Steven Cline ◽  
...  
Keyword(s):  
Public Health ◽  
North Carolina ◽  
Needs Assessment ◽  
Health Workforce ◽  
Training Needs ◽  
Workforce Training ◽  
Public Health Workforce ◽  
Training Needs Assessment ◽  
Assessment Survey ◽  
Needs Assessment Survey

scholarly journals Promoting evidence-based practice in population health at the local level: a case study in workforce capacity development

2007 ◽  
Vol 31 (3) ◽  
pp. 422 ◽  
Author(s):  
Michelle L Maxwell ◽  
Armita Adily ◽  
Jeanette E Ward
Keyword(s):  
Population Health ◽  
Workforce Development ◽  
Evidence Based Practice ◽  
Local Level ◽  
Evidence Based ◽  
Innovative Strategies ◽  
Department Of Health ◽  
South Wales ◽  
Development Resource ◽  
Evidence Of Impact

This paper describes a service-based initiative to enhance capacity for evidence-based practice (EBP) in the South Western Sydney Area Health Service Division of Population Health. A working group planned an organisational response to a customised EBP needs assessment using the New South Wales Department of Health?s framework for capacity building focussing on five key action areas; organisational development, workforce development, resource allocation, leadership and partnerships. Innovative strategies to promote EBP were developed and implemented and on-site training programs that targeted specific groups of staff were conducted. Because there was commitment and leadership from senior staff for the initiative, a comprehensive approach to building capacity for EBP in population health was possible. Evidence of impact needs to be collected in the future.

The Role of the Public Health Training Centers in Advancing Public Health Department Accreditation

2017 ◽  
Vol 3 (1_suppl) ◽  
pp. 64S-66S ◽  
Author(s):  
Laurie Walkner ◽  
Tanya M. Uden-Holman ◽  
Jeneane Moody ◽  
Joy Harris
Keyword(s):  
Public Health ◽  
Capacity Building ◽  
Workforce Development ◽  
Critical Role ◽  
Health Department ◽  
Public Health Department ◽  
Health Departments ◽  
Health Training ◽  
The Public ◽  
Public Health Training

In the past few years, the drive for public health department accreditation has continued to build momentum. As the Centers for Disease Control and Prevention notes, “Engaging in accreditation catalyzes quality and performance improvement within all public health programs and can help health departments be better prepared to proactively respond to emerging and reemerging health challenges”. Many organizations support accreditation efforts, including the Public Health Training Centers (PHTCs), which have been providing workforce development support since 1999. This article describes how one PHTC, the Midwestern Public Health Training Center, has supported capacity building for accreditation in partnership with other state-based organizations through the development of three major accreditation readiness activities: accreditation workshops, informational videos on Public Health Accreditation Board standards and measures, and competency-based workforce development assessments. Given the current and emerging public health challenges, the need for a well-prepared workforce is more important than ever to strengthen the public health system, and by engaging in activities to meet the accreditation standards, public health departments will be better positioned to respond to these challenges. PHTCs will continue to have a critical role in capacity building for accreditation.

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