Dialogue About the Workforce for Population Health Improvement Proceedings of a Workshop (2021) / Chapter Skim
Currently Skimming:
3 Perspectives from Professional and Accrediting Organizations
3 Perspectives from Professional and Accrediting Organizations
Pages 17-32
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PUBLIC HEALTH WORKFORCE INTEREST AND NEEDS SURVEY2 Brian Castrucci opened by providing a brief background on the de Beaumont Foundation, explaining that it focuses on "the people, the policies, and the partnerships that [are necessary] for communities to achieve their optimal health." His presentation addressed the governmen 1 This chapter summarizes information presented by panel session speakers.
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A pilot conducted among local public health agencies added approximately 10,000 more responses. In 2017, the Foundation conducted the survey with 47 state health agencies and a nationally representative sample of local health departments, and had more than 47,000 respondents.
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As Castrucci mentioned earlier, nearly half the public health workforce (47 percent) is considering leaving an organization, an increase of 41 percent between 2014 and 2017.
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Providing specialized life-saving care, such as trauma care, burn care, and neonatal intensive care unit services, with essential hospitals operating about one-third of the level one trauma centers and 40 percent of the burn care beds in large cities; and 4. Focusing on advancing public health (the organization was previously called the National Association of Public Hospitals, and many of its member hospitals still operate or function as part of public health departments)
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. Social determinants of health are major issues in essential hospitals.
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, to explain what essential hospitals do in population health. Level 1.0 is episodic nonintegrated care: the patient arrives, is treated, and leaves the hospital.
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Ramiah next described work funded by The Kresge Foundation examining job descriptions of population health executives in AEH member hospitals, such as directors and vice presidents. AEH conducted interviews and focus groups with them.
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also varied among hospitals. Ramiah noted that as a result of the survey findings, AEH recently released a Toolkit for Hiring and Evaluating Population Health Executives,7 which describes who population health executives are, outlines what skill 7 For more information about the Toolkit for Hiring and Evaluating Population Health Executives, see the webinar hosted by the Collaborative on Bridging Public Health, Health Care & Community at http://nationalacademies.org/hmd/Activities/ PublicHealth/PopulationHealthImprovementRT/Action-Collaborative-Public-HealthHealth-Care-Community (accessed May 10, 2021)
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First, her organization identified core components of a bachelor's degree in public health, and students' interest in these programs is growing. She noted that the focus on baccalaureate public health programs was in response to concerns that some entities -- particularly local public health departments in underserved areas -- were unable to recruit enough master's-trained individuals.
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LOCAL PUBLIC HEALTH WORKFORCE CONSIDERATIONS10 Kaye Bender from PHAB served as the second discussant and provided remarks regarding local public health workforce considerations. PHAB accredits governmental public health departments across the country.
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Bender noted that most health departments do this, as long as there are schools or programs that teach public health content in their immediate geographic area. The second standard is ensuring a competent workforce through assessing staff competencies, providing individual training and professional development, and creating a supportive work environment, which includes producing a workforce development plan.
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Howley acknowledged that reducing health disparities requires that medical schools and teaching hospitals "invest in building bidirectional trust, developing meaningful relationships, and understanding the historical perspectives of the community members that they serve." AAMC is actively engaged in population and public health research, clinical practice, and innovations. However, Howley's focus is medical education, so she provided additional examples within that area.
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Within its Scientific Affairs Division, AAMC has an initiative titled Accelerating Health Equity: Advancing Through Discovery, the mission of which is to identify, evaluate, and disseminate effective and replicable AAMC member institution practices that are improving community health and reducing health inequities.15 In closing, Howley emphasized that she believes that improving population health is an important part of a physician's responsibilities and "requires an educational program that is competency based and designed to mutually benefit the local needs of the academic health system and the communities within which they serve." DISCUSSION As session moderator, Meadows opened the audience discussion by highlighting some key takeaways and asking the speakers two questions: whether the right people are being targeted for additional training in public health and what is being done to create a supportive work environment in local government that embraces population health and health equity. Bender responded by providing anecdotes from her 40 years of experience in public health.
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In response to the question as to whether training is happening at the right level, Castrucci answered based on his experience in government public health, pointing out that training is often only offered to people with certain titles or at a certain level. He noted that state public health commissioners may not have prior experience within government or public health and questioned how this may impact the governmental public health workforce they are tasked with leading.
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Meadows clarified that given the topic of the workshop, the focus should be on addressing needs and gaps specifically to support population health. Bender responded by explaining that PHAB asks health departments to consider how to align their workforce development plan and implementation with their overall strategic plan, which they have been asked to align with their community health improvement plan.
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program graduates go into governmental pub lic health. Therefore, most of the governmental public health workforce is not formally trained in public health.
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