Dialogue About the Workforce for Population Health Improvement Proceedings of a Workshop (2021) / Chapter Skim
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2 Building a Health Workforce for the Future: Lessons from a Multi-Stakeholder Statewide Initiative
2 Building a Health Workforce for the Future: Lessons from a Multi-Stakeholder Statewide Initiative
Pages 7-16
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From page 7... ...
The five foundation funders included the Blue Shield of California Foundation, The California 1 This section summarizes information presented by Kevin Barnett from the Public Health Institute and the California Health Workforce Alliance. The statements made are not endorsed or verified by the National Academies of Sciences, Engineering, and Medicine.
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. Barnett pointed out it was important for the commission to think both in the short term about providing access to clinical health care services, and in the long term about addressing the real drivers of poor health.
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Barnett also provided similar statistics regarding the public health workforce. He explained that more than 60 percent of senior leadership of public health agencies is eligible for retirement.
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The high cost of medical education and the higher prestige of specialties versus primary care also drive many students toward specialties. Barnett noted that California has one of the most extensive teaching health center graduate medical education training programs in the country, with six federally qualified health centers (FQHCs)
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He noted that the commission co-chairs played a particularly pivotal role in establishing the final priorities near the end of the process. The commission's final recommendations included three main strategies and reflected the need for a comprehensive approach: • Strategy 1, "increase opportunities for all Californians to pursue health careers," was focused on how to create opportunities early 2 The Commission's full report, recommendations, and impact statements are available at https://futurehealthworkforce.org (accessed May 10, 2021)
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on in careers and build the health career pathways that provide opportunities to pursue higher education. • Strategy 2, "align and expand education and training to meet Californians' needs," referred to necessary changes in the higher education process.
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2.2 Expand the number of primary care physician and psychiatry residency positions. 2.3 Recruit and train students from underserved communities to practice in com munity health centers in home regions.
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The funding could be used to engage someone with epidemiological expertise, preferably social epidemiological expertise, to connect the "parallel play" of each health care provider's community benefit programs and activities, work toward focusing and aligning these efforts in communities with inequities, and provide accountability for making progress on addressing the priority issues. Barnett explained that the recommendations reflect the overall commitment of the commission to address changes to not only the health care system but other sectors, including the community development sector, and to establish relationships between health care and other sectors.
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From page 15... ...
• It was important for the California Future Health Workforce Commission to con sider both short-term needs regarding access to clinical health care services and long-term needs regarding the real drivers of poor health. • Public health and health care provider shortfalls, unaddressed social determi nants of health, and an aging population all present challenges for the public health and health care workforce in California, and likely elsewhere.
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