County Health Department: Prenatal Program: A Marketing Case Study and Analysis

Objectives: The aim of study is to study Case study of COVID 19 in Babylon Province in Iraq. Method: In January 2021 we started searching for the official source for the numbers of people infected with COVID19 within the borders of Babylon Governorate, where the Babylon Health Department was reviewed, and after that we were directed with official authorization to the Public Health Department in Babylon Governorate / Department of Communicable Diseases / Respiratory Diseases Unit (weekly periodic visit). Where the official numbers were obtained for the number of infected people and the number of deaths that occur due to complication with this infection, as well as the number of recovery cases from the date of 01/08/2020 to 01/01/2021. Results: related to the number of infected cases we see decrease the no. of infected with corona virus in Babylon Governorate from beginning the study to become lest at the end of 2020 with the significant decrease (P < 0.05) (The highest infected cases were notices in first month (1/8 – 31/8) while the lowest cases were seen in last month (1/12 – 31/12)) that may be due to: The main cause may be the most people may have gained herd immunity or population immunity, is the indirect protection from an infectious disease that happens when a population is have immunity developed through previous infection, that may refer to the end of first wave of this pandemic which start from the June. Conclusion: Knowing the pathogenesis of the virus and risk factors, increasing the experience of doctors and working cadres, increasing clinical capacity, providing specialized treatments, increasing the number of ICU beds, in addition to increasing the number of respiratory ventilators and increasing the number of tests.

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Case Study: Nontraditional Partners in the Case of Kansas City

The Practical Playbook II ◽

10.1093/med/9780190936013.003.0043 ◽

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.

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1653. Strong Partnership and Effective Communication Between a Tertiary Hospital and a County Health Department Were Critical in Controlling a 2019 Measles Outbreak in Southeast Michigan (SEM)

Open Forum Infectious Diseases ◽

10.1093/ofid/ofz360.1517 ◽

2019 ◽

Vol 6 (Supplement_2) ◽

pp. S604-S605

Author(s):

Trini Mathew ◽

Paul Johnson ◽

Diane Kamerer ◽

Amber Jones ◽

Jeffrey Ditkoff ◽

...

Keyword(s):

Index Case ◽

Beaumont Hospital ◽

Health Department ◽

Healthcare Personnel ◽

Infectious Period ◽

Local Health ◽

Initial Report ◽

Oakland County ◽

County Health Department ◽

Airborne Disease

Abstract Background Measles, declared eliminated in the US 2000, is a reemerging vaccine-preventable airborne disease. The 2019 case count (704 as of April 30, 2019) has surpassed the number of 2014 cases (667), the highest since 1994. Many healthcare personnel (HCP) have not seen a case of measles, and this lack of clinical experience may contribute to missed or delayed diagnoses leading to its spread. We describe the processes and measures implemented at Beaumont Hospital, Royal Oak (B-RO) Michigan in collaboration with the Oakland County Health Department (OCHD) to prevent secondary spread during an outbreak. Methods Soon after the initial report of the index case in Oakland County in March, the B-RO epidemiology team connected with OCHD. As both exposed and suspected cases were expected to seek care at B-RO, a one-page informational document was sent to B-RO providers. This document detailed isolation precautions and testing methods, post-exposure prophylaxis (PEP), and contact information. During subsequent days, as measles cases increased, frequent calls between B-RO and OCHD addressed numerous issues, including: media notifications, contact of exposed persons, vaccine and immunoglobulin supply for PEP, safe referral of cases to the EC, and the process of measles specimen submission for testing. As needed, these communications occurred after business hours and during weekends. Serologic testing to confirm measles immunity was ramped up. Results As of April 30, 41 cases have been confirmed in MI associated with the index case. OCHD facilitated the exposure control for 40 patients, of which 6 came to B-RO during their infectious period (Figure 1). To date, there have been no secondary cases developing in B-RO patients, HCPs or visitors, which may be related to successful engineering controls, appropriate protective equipment, mandatory measles immunity confirmation as condition of Beaumont employment since the late 1980s, institution of furlough procedures, PEP for hospitalized patients, and widespread communications with patients, visitors and HCPs (Figure 2). Conclusion During an outbreak, close healthcare facility and local health department collaboration is essential in rapidly limiting an airborne disease outbreak. Disclosures All authors: No reported disclosures.

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THE CONTROL OF MALARIA AS A PART OF FULL-TIME COUNTY HEALTH DEPARTMENT PROGRAM

Southern Medical Journal ◽

10.1097/00007611-192904000-00011 ◽

1929 ◽

Vol 22 (4) ◽

pp. 357-358 ◽

Cited By ~ 2

Author(s):

FELIX J. UNDERWOOD

Keyword(s):

Health Department ◽

Full Time ◽

County Health Department

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The Florida Department of Health and the Florida Association of County Health Department Business Administrators

Journal of Public Health Management and Practice ◽

10.1097/00124784-200409000-00007 ◽

2004 ◽

Vol 10 (5) ◽

pp. 413-420 ◽

Cited By ~ 3

Author(s):

Michael J. Napier ◽

Phillip Street ◽

Robin Wright ◽

James Michael Kouba ◽

Christina Ciereck ◽

...

Keyword(s):

Health Department ◽

Department Of Health ◽

Florida Department ◽

Business Administrators ◽

County Health Department

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

Public Health Reports ◽

10.1177/0033354919853255 ◽

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.

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