Development and implementation of a public health workforce training needs assessment survey in North Carolina

Assessing the training needs of local public health workers is an important step toward providing appropriate training programs in emergency preparedness and core public health competencies. The North Carolina Public Health Workforce Training Needs Assessment survey was implemented through the collaboration of several organizations, including the North Carolina Center for Public Health Preparedness at the North Carolina Institute for Public Health, the outreach and service unit of the University of North Carolina School of Public Health, the Office of Public Health Preparedness and Response in the North Carolina Division of Public Health Epidemiology Section, and local health departments across the state.     

Team Epi-Aid: graduate student assistance with urgent public health response

Team Epi-Aid provides graduate students with practical public health experience through participation in outbreak investigations and other applied projects with state and local health departments in North Carolina. It is an initiative of the North Carolina Center for Public Health Preparedness in the North Carolina Institute for Public Health at the University of North Carolina School of Public Health. The program allows state and local health departments access to volunteers and technical expertise from the university when they need assistance. It requires close collaboration with state and county health departments. Team Epi-Aid provides the opportunity for integrated learning with students and faculty within the departments of the School of Public Health, and through recent expansion, within the schools of Medicine and Pharmacy. Orientations are conducted each semester and formal training is provided as needed. Team Epi-Aid has been popular, with 58 active student participants contributing 1,465 hours of service during the initiative's first 21 months.     

Peer Reviewed: Assessing Local Health Department Performance in Diabetes Prevention and Control — North Carolina, 2005

Introduction

To improve the public health system''s ability to prevent and control chronic diseases, we must first understand current practice and develop appropriate strategies for measuring performance. The objectives of this study were to measure capacity and performance of local health departments in diabetes prevention and control and to investigate characteristics associated with performance.

Methods

In 2005, we conducted a cross-sectional mailed survey of all 85 North Carolina local health departments to assess capacity and performance in diabetes prevention and control based on the 10 Essential Public Health Services and adapted from the Local Public Health System Performance Assessment Instrument. We linked survey responses to county-level data, including data from a national survey of local health departments.

Results

Local health departments reported a median of 0.05 full-time equivalent employees in diabetes prevention and 0.1 in control. Performance varied across the 10 Essential Services; activities most commonly reported included providing information to the public and to policy makers (76%), providing diabetes education (58%), and screening (74%). The mean score on a 10-point performance index was 3.5. Characteristics associated with performance were population size, health department size and accreditation status, and diabetes-specific external funding. Performance was not better in localities where the prevalence of diabetes was high or availability of primary care was low.

Conclusion

Most North Carolina local health departments had limited capacity to conduct diabetes prevention or control programs in their communities. Diabetes is a major cause of illness and death, yet it is neglected in public health practice. These findings suggest opportunities to enhance local public health practice, particularly through targeted funding and technical assistance.     

Peer Reviewed: The Role of State Health Departments in Supporting Community-based Obesity Prevention

Background

Recent national attention to obesity prevention has highlighted the importance of community-based initiatives. State health departments are in a unique position to offer resources and support for local obesity prevention efforts.

Community Context

In North Carolina, one-third of children are overweight or obese. North Carolina''s Division of Public Health supports community-based obesity prevention by awarding annual grants to local health departments, providing ongoing training and technical assistance, and engaging state-level partners and resources to support local efforts.

Methods

The North Carolina Division of Public Health administered grants to 5 counties to implement the Childhood Obesity Prevention Demonstration Project; counties simultaneously carried out interventions in the community, health care organizations, worksites, schools, child care centers, and faith communities.

Outcome

The North Carolina Division of Public Health worked with 5 local health departments to implement community-wide policy and environmental changes that support healthful eating and physical activity. The state health department supported this effort by working with state partners to provide technical assistance, additional funding, and evaluation.

Interpretation

State health departments are well positioned to coordinate technical assistance and leverage additional support to increase the strength of community-based obesity prevention efforts.     

Improved Outcomes Found After Implementing a Systematic Evaluation and Program Improvement Process for Tuberculosis

California''s state and local tuberculosis (TB) programs collaborated to develop the Tuberculosis Indicators Project (TIP), a program evaluation and improvement process. In TIP, local and state staff review data, identify program gaps, implement plans to improve local TB program performance, and evaluate outcomes. After 10 years of project implementation, indicator performance changes and patient outcomes were measured. Eighty-seven percent of participating programs showed a performance increase in targeted indicators after three years compared with 57% of comparison groups. Statistically significant performance change was more common in the intervention local health departments (LHDs) than in comparison groups. The most notable performance changes were in the contact investigation and case management indicators. These results indicate that this systematic evaluation and program improvement project was associated with improved LHD TB control performance and may be useful to inform improvement projects in other public health programs.In 1998, the California Department of Public Health, Tuberculosis Control Branch (TBCB) sought to enhance its program evaluation and improvement efforts. The evaluation process had two aims: (1) to measure the effectiveness of California tuberculosis (TB) control programs in implementing well-established TB control guidelines and ensuring positive patient and public health outcomes and (2) to focus interventions where gaps were identified. From 1998 to 2000, the TBCB worked closely with local health departments (LHDs) to design TB program performance indicators and a collaborative process for the state and local TB programs to use the indicators. The resulting evaluation and program improvement initiative, called the Tuberculosis Indicators Project (TIP), was launched in 2000.In this article, we describe the implementation of an evaluation framework in multiple high-morbidity local TB control programs in California. We also quantify the program performance changes associated with TIP and examine why these changes might have occurred.     

Primary care and local health departments: The initiation of a state-sponsored grant program

This study examines factors that differentiate health service organizations that were successful applicants for a grant program to initiate primary-care services from a matched sample of organizations that did not apply for the program. Factors that were different between the two sets of organizations include the attitudes and behaviors of physicians in the local community, previous success of the organization in obtaining grant support, and employee perceptions of selected organizational and grant program characteristics. These findings suggest that factors both internal and external to the organization are influential in decisions to initiate activities sponsored through grant programs. Implications of these findings for the design of state block grant programs are discussed.Dr. Hernandez is with the School of Community and Allied Health, University of Alabama in Birmingham, Birmingham, Alabama 35294.Dr. Kaluzny is with the School of Public Health, University of North Carolina, Chapel Hill, North Carolina 27514.This project was supported in part by Grant No. HS 01971 to the Health Services Research Center at the University of North Carolina at Chapel Hill from the National Center for Health Services Research, Department of Health and Human Services, and funds from the Division of Health Services, North Carolina Department of Human Services.     

Environmental health services in primary care centers

Primary Health care centers supported by the Public Health Service through the Community Health Center and Migrant Health Centers programs are now required to provide environmental hazards directly related to clinical findings, but correcting community and occupational environmental problems may be pursued through appropriate agencies. State and local health departments will play key roles in the program in providing professional expertise in environmental health, assisting patients in taking corrective action, and assisting in the coordination with state, local, federal and voluntary agencies. Some primary care centers in areas of great need and limited resources will have their own environmental health professionals, but most will depend on local health departments for this specialty.     

The Management Academy for Public Health: program design and critical success factors.

The Management Academy for Public Health is a team-based training program jointly offered by the School of Public Health and the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill. This 9-month program teaches public health managers how to better manage people, information, and finances. Participants learn how to work in teams with community partners, and how to think and behave as social entrepreneurs. To practice and blend their new skills, teams develop a business plan that addresses a local public health issue. This article describes the program and explains the findings of the process evaluation, which has examined how best to structure and deploy a team-based method to create more effective, more entrepreneurial public health managers. Findings indicate that recruitment and retention are strong, program elements are relevant to learners' needs, and learners are satisfied with and value the program. Several specific benefits of the program model are identified, as well as several elements that support business plan success and skills' application on the job. On the basis of these findings, four success factors critical for developing similar programs are identified.     

UNC certificate program in core public health concepts: lessons learned.

OBJECTIVES: Public health workers need to be trained in the core public health sciences. The University of North Carolina at Chapel Hill School of Public Health created a Certificate in Core Public Health Concepts to meet the training needs of public health workers, primarily those working in state or local public health agencies. METHODS: This article examines the demographic, educational, job classification, and workplace characteristics of certificate program applicants from the first 3 years of the program. In addition, this article assesses student performance and graduate satisfaction with the program. RESULTS: Among the 273 applications reviewed, the majority were from females. They worked in a variety of job classifications: 19% were public health agency workers, 64% were public health system workers, and 17% worked in other occupations. Nearly all students received High Pass or Pass grades on courses. Initial data on graduate satisfaction with the program are positive. CONCLUSIONS: Implications of the findings for training the public health workforce are discussed.     

Developing practitioner leaders in a distance education doctoral program: challenges and opportunities

The nation's first executive doctoral program in health leadership was launched at the University of North Carolina School of Public Health in August 2005. The program confers a DrPH in health administration. This paper describes the program goals, admissions criteria, program structure and content, use of technology and results of initial program evaluations. Lessons learned during the planning and first three years of operation may assist others as they evaluate the feasibility and desirability of creating similar doctoral-level distance education programs. A critical need exists for additional programs able to attract and prepare top health leaders. This distance DrPH leadership program is one model for what may be the beginning of a promising new era in health leadership education.     

A profile of public health educators in North Carolina's local health departments.

The purpose of this study was to provide a profile of the public health education workforce in North Carolina. A survey was administered to all practicing health educators at local health departments (LHDs) in North Carolina. The study specifically attempted to answer four questions: (1) Who functions as health educators in LHDs in North Carolina? (2) What is the educational background and professional training of North Carolina LHD health educators? (3) What are the characteristics of health educators' positions in North Carolina? and (4) How do these characteristics of health educators (demographics and education) as well as their titles, job responsibilities, and supervisory relationships differ according to the size of the LHD? The study showed that most public health educators in North Carolina are white females; most do not have Certified Health Education Specialist certification; that younger health educators are more likely to have health education degrees; and that almost two thirds of public health educators have administrative responsibilities.     

Accreditation/Performance assessment on-site reviews in Michigan, Missouri, North Carolina, and Washington: implications for States and an evolving national model.

In 1988, the Committee for the Study of the Future of Public Health identified the core functions of assessment, policy development, and assurance as key roles of the public health governmental sector. Some states have developed accreditation or performance assessment programs to measure how state and/or local government carry out these functions. Several of these programs share a common "on-site review" component defined as a site-specific visit to assess, observe, interview, review, evaluate, and/or survey a local/state agency or program regarding its ability to meet a set of public health standards. This article describes the experience of four states-Michigan, Missouri, North Carolina, and Washington-in developing and conducting on-site reviews for accreditation or performance assessment.     

The Management Academy for Public Health: the South Carolina experience.

In the late 1990s, the South Carolina Department of Health and Environmental Control (SCDHEC) was faced with the challenges of a workforce that was not prepared in public health; the impending loss of significant agency expertise, leadership, and institutional knowledge through retirement; the lack of available and accessible training; and continuing state budget cuts. Preparedness for bioterrorism and other public health emergencies was also of concern, a need made more urgent after 2001. To respond to current and emerging public health challenges, the SCDHEC had to have a workforce with the knowledge and skills necessary for the delivery of essential public health services. To address these challenges, the department partnered with the University of North Carolina in the pilot of the Management Academy for Public Health. The Management Academy is now integrated into the South Carolina workforce development strategy, and 199 staff members and 22 community partners have graduated from the program. Along with increased knowledge, skills, and abilities of individual staff and increased organizational and community capacity, a significant result of South Carolina's experience with the Management Academy for Public Health is the development of a training program for emergency preparedness modeled on the Management Academy. This highly successful program illustrates the replicability of the Management Academy model.     

Challenges in Evaluating Rural Health Programs

Complex community-based prevention programs are being held to scientific evidence of their effectiveness and rural public health departments that implement such programs often are not equipped to evaluate them. Rural public health departments are fettered by small budgets, small staffs, and less access to evaluation experts and similar resources. Community-based health promotion programs can include complex designs that may work differently in rural areas and evaluation of rural programs can be hampered by lack of control groups and the instability of results from small populations. The University of Kentucky has entered into a contract with the state Department for Public Health to implement an internal, participatory model of evaluation. In this model, the university evaluation expert trains local public health department staff in technical skills for program evaluation and acts as mentor and technical consultant to local public health departments on an ongoing basis. Through training and site visits, this model is one approach to addressing the challenges of evaluating rural health promotion programs.     

The impact of the economic downturn on environmental health services and professionals in North Carolina

The objective of the authors' study was to examine the impact of the economic recession on the environmental health profession between budget year (BY) 2006-2007 and BY 2010-2011 in the following areas: (1) environmental health department fees for services; (2) changes in staffing levels, benefits, or pay; (3) changes in staff responsibilities; and (4) the impact to the private environmental sector compared to public environmental health professionals. Data were summarized from the following surveys: North Carolina Environmental Health Supervisors Association Fee and Economic Surveys; University of North Carolina Chapel Hill School of Government Current Salary Index; and a created online survey of private-sector environmental professionals. Total fees in the public sector for services have risen for most environmental health departments, but not enough to offset budget reductions. All of the counties that participated in the survey either have reduced staff, pay, or benefits due to budget cuts, and some counties utilized staff in other areas through cross-training. The private environmental sector also reduced staff in response to a reduced workload. Public sector employers may have difficulties retaining existing employees and recruiting new employees over the long-term in the current economic climate.     

The quality of respirator programs: an analysis from OSHA compliance data

The quality of respirator programs in typical workplaces was investigated by analyzing the history of compliance with OSHA Standard 29 CFR 1910.134 (respiratory protection). Analysis was focused on the approximately 47 000 health inspections conducted in the manufacturing industries [Standard Industrial Classification (SIC) Codes 2000-3999] in the period of October 1, 1976 to September 30, 1982. During this period, approximately 27% of inspections in which respirator programs were reviewed resulted in a citation for a specific program deficiency. Of inspected worksites in which respirators were in use to provide protection from concentrations of air contaminants in excess of OSHA Permissible Exposure Limits, 56% had deficiencies in at least one program area. Since the violations were of the type that have been shown to lower the level of protection provided by respirators, many workers may have been exposed to inhalation hazards as the result of ineffective respirator programs.     

Activities of the Centers for Disease Control in AIDS Education

The aim of the Centers for Disease Control (CDC) is to educate individuals about protecting themselves from becoming infected with HIV because there is no vaccine or therapy; this approach can be effective in controlling the epidemic. An estimated 1-1.5 million Americans are infected with HIV; the people are largely asymptomatic. The educational programs are designed to modify behaviors that affect the spread of HIV; namely, sexual intercourse with an infected person, using needles an infected person has used, or having a baby while infected with the virus. Within the Public Health Service, CDC has an AIDS prevention program that includes information and education programs directed toward the general public, school and college-age youth, persons at increased risk for infection, and health workers. 1 group at risk is teenagers because of their behaviors in sexual activity and drug use. Since 1987, the CDC school health program has been carried out by the Office of School Health and Special Projects, Division of Health Education. The program includes working with 15 state and 12 local departments of education in areas with a high cumulative incidence of AIDS. Additionally, national AIDS education training centers have been established to help personnel plan and implement programs; 15 national private section organizations help schools provide effective AIDS education. Educational resources also are developed and disseminated by CDC, such as a computerized bibliography and guidelines for education. National working meetings about AIDS education have been held by CDC for private, local, state, and national departments and organizations.     

Applying educational gaming to public health workforce emergency preparedness

From natural disasters to terrorism, the demands of public health emergency response require innovative public health workforce readiness training. This training should be competency-based yet flexible, and able to foster a culture of professional and personal readiness more traditionally seen in non-public health first-response agencies. Building on the successful applications of game-based models in other organizational development settings, the Johns Hopkins Center for Public Health Preparedness piloted the Road Map to Preparedness curriculum in 2003. Over 1500 employees at six health departments in Maryland have received training via this program through November 2004. Designed to assist public health departments in creating and implementing a readiness training plan for their workforce, the Road Map to Preparedness uses the core competencies of the Centers for Disease Control and Prevention for all public health workers as its basic framework.     

Analyzing organizational practices in local health departments.

Few researchers have examined the problem of comparing the performances of local health departments. A contributing factor is the lack of a uniform method for describing the range of public health activities. The Centers for Disease Control and Prevention''s Public Health Practice Program Office has identified 10 organizational practices that may be used to assure that the core functions of public health are being carried out at a local health department. The researchers determined the percentage of time devoted to each of the 10 practices by individual employees at a local public health unit in Tampa, FL. They identified the manpower expenditures and hours allocated to each of the 10 practices within the major program divisions of the unit. They found that the largest portion of manpower resources was allocated to implementing programs. A much smaller fraction of agency resources was devoted to analysis of the health needs of the community and to the development of plans and policies. Together, primary care and communicable disease programs accounted for fully three-quarters of the resources, environmental health for 11 percent, and administrative support services for 13 percent. With continuing refinement and modification, the methodology could provide a highly effective basis for describing and analyzing the activities and performances of local health departments.     

Training readiness of public health agencies: a framework for assessment.

The Healthy People 2010 Objectives and the Taskforce on Public Health Workforce Development both have recognized the important roles of state and local agencies in the education and training of their employees. This article describes an initial step in the development of a tool to assess agencies' training readiness using five factors derived from learning organization theory. These factors (resources, policies, learning culture, programs, and leadership) offer a useful framework for further development of a tool to assess training program readiness.