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Learn how boundary spanning leadership can help develop more robust and productive public health workplaces.

Explore key actions, indicators, and supports to enhance workforce recruitment and hiring in governmental public health.

Leveraging Medicaid to Support Community Health Workers astho, association of state and territorial health officials, community health workers, health equity, medicaid coverage, chw workforce, social service, public health, health care system, improve health, individual and community, mental health, achieving health equity, social determinants of health, underserved communities, united states, health disparities, medicaid program, state Medicaid, advance health equity, highest level of health, people of color, community they serve, improve access, people living, increased health Vanessa Finisse, Madison Hluchan How to leverage Medicaid to support community health workers. Community health workers (CHWs) are pivotal in advancing health equity and improving population health, especially for marginalized communities. Today, there is increasing federal investment to better integrate CHWs into the health care system, spurred by post-COVID-19 federal legislation. While the benefits of CHW integration are well-documented, sustainable funding remains a challenge. This brief, developed in partnership with the Center for Health Care Strategies (CHCS), explores Medicaid coverage for CHW-led services and highlights opportunities for state and territorial health agencies (S/THAs) to collaborate with Medicaid to support CHWs. Key Considerations Medicaid-Funded CHW-Led Services Medicaid authorities can finance CHW-led services, such as state plan amendments (SPAs), section 1115 demonstrations (1115 waivers), and managed care flexibilities. States can pick a pathway depending on their goals, timeline, and administrative capacity. As compared to SPAs, 1115 waivers provide states with more flexibility to waive federal Medicaid rules to test innovative approaches (see Table 1). website yes

Centralizing Administrative Functions, with Lessons Learned from Guam Megan Drake-Pereyra Centralizing administrative functions, such as procurement or grants management, is a strategy many organizations utilize. Having administrative functions concentrated with a specific team rather than dispersed or managed within separate teams can work well. There is potential for standardized processes and procedures, increased efficiency and quality, more control and accountability, and consistent data collection and monitoring. This brief details how health departments can utilize existing, evidence-based frameworks to centralize administrative functions and build off lessons learned from others, such as the Guam Department of Public Health and Social Services (Guam DPHSS). Getting Started Considerations When transitioning from a decentralized structure to a centralized structure, it is important to clearly outline the what, why, how, and benefits. Consider the following components to kickstart success: Leadership vision: Start with the leader’s visionary perspective. When the leader allocates sufficient time and consistently reinforces the vision, it allows for the necessary decisions, trust, and support to be established during the transition. Data-driven design: Use data and existing information, such as current standard operating procedures or process diagrams, to understand the decentralized process differences/similarities, and guide effective centralized processes and procedures. Role clarity: Clearly outline and define the new centralized infrastructure, purpose, roles, responsibilities, expectations, and procedures. This helps everyone understand and follow the new processes more consistently, with better results. Performance measures: Establish and use performance measures from the outset (e.g., team knowledge, skills, competency, process time and quality, outcomes, impact, etc.), for insight into the value, or return on investment, of the centralized model. This will help indicate the quantity, quality, and impact of programs/processes. Documentation: Capture and share decisions, vision, goals, structure, standard operating procedures, and relevant details in writing for new team members and users of the centralized functions. Communication: Transparently share plans, timelines, and additional knowledge to maximize utilization and value. Additionally, anticipate and proactively address resistance to change to help everyone embrace and adhere to the new, centralized approach. The Plan-Do-Study-Act Method Change management, quality planning, and process improvement models can also support organizational and process change. For example, the quality improvement methodology, Plan-Do-Study-Act (PDSA), offers an effective framework for centralizing administrative functions and complements many of the aforementioned considerations: Step one, plan, relies on leaders to decide the vision, scope, structure, roles/responsibilities, goals, and purpose of the centralized team. Here leaders establish and reinforce the leadership vision, using existing data to guide the design of the new centralized team. Step two, do, is dedicated to onboarding centralized team members, defining their work processes and procedures, and ensuring effective communication with all stakeholders. This requires thorough documentation and strong communications plans. Step three, study—an often overlooked but crucial building step—is for testing the processes, procedures, roles, and responsibilities, to confirm and build confidence that this centralized structure will yield the desired results. Performance measures provide clarity into what is working well and what is not. Step four, act, is for launching and rolling out the structure, ongoing monitoring of performance, and continuing to educate and coach for successful, sustainable improvements. Lessons Learned from Guam Guam DPHSS, a joint health and social services agency, is working to centralize its administrative functions to reduce inefficiencies and redundancies as well as improve quality and consistency. This has been a big change for Guam DPHSS, but leadership vision, documentation, role clarity, and communication have proven to be key throughout the process. In 2021, Guam DPHSS established a centralized Office of Grants Management (OGM). In its early stages, programmatic teams saw OGM as a regulatory body that would audit and direct their work, while OGM’s true objective was to provide support and ease administrative burden, allowing program staff to focus on accomplishing their goals and deliverables. By clarifying and documenting the vision, roles, and responsibilities as well as focusing on communication, the OGM built trust, addressed specific concerns, and established a shared vision of their role as supportive and helpful. In 2023, Guam DPHSS began the process of establishing a centralized Procurement Management Office (PMO). While Guam DPHSS reorganized and co-located staff into the new, centralized PMO, Guam was undergoing a governmentwide business process improvement (BPI) project focused on procurement—presenting an opportunity for Guam DPHSS to involve new PMO staff and other key DPHSS team members in improving its functions and centralizing the procurement process. Through the BPI project, which utilized PDSA, DPHSS clarified roles and responsibilities, defined work processes and procedures, and developed training and communications plans that supported process improvement and centralization of procurement functions. Guam DPHSS has learned many lessons throughout their journey to create a centralized OGM and PMO, including that change of this magnitude is hard—more specifically, balancing change management while ensuring maintenance of key operations. Ultimately, they found that the aforementioned considerations and methods for getting started were critical in supporting the change to centralized administrative functions. Establishing the Ideal Structure for Administrative Functions Determining if and how centralized administrative functions will work for an organization is multifaceted. An organization’s culture, size, infrastructure (including technology and systems), and workforce and skills all play crucial roles in shaping the ideal structure. The methods and considerations noted previously can help health departments determine and support the best path forward for each unique organization. ASTHO has several additional resources and tools that can support administrative change and improvement. Visit the ASTHO STAR Center to learn more. website yes

This brief examines the ways states can support certification for community health workers.

An ASTHO brief on the importance of understanding moral injury and burnout, with recommendations on areas of organizational focus.

Board-certified forensic pathologists play a critical role in public health by investigating death so as to better serve the living. Despite forensic pathology’s contribution to public health surveillance, prevention, and response, the discipline remains largely under-resourced and over strained. These briefs spotlight the critical role that international medical graduates play in minimizing forensic pathology workforce shortages and spotlights a local effort to address financial disincentives for medical graduates entering the field and highlights federal funding opportunities and resources for state partners looking to minimize forensic pathology workforce shortages.

The opioid epidemic has exacerbated the shortage of board-certified forensic pathologists, presenting a major workforce challenge for public health systems.

This brief discusses the difficulty of maintaining compassion and empathy during public health crises, which ultimately leads to a phenomenon called compassion fatigue. 

Developing Executives Leading in Public Health (DELPH) is a leadership development program that increases and strengthens participants’ visibility and exposure in public health systems, access to key networks, and leadership development opportunities.

The ASTHO Profile is the only comprehensive source of information on state and territorial public health agency activities, structures, and financial and workforce resources.

Explore this report to learn about radiation readiness capacity in the public health workforce.

Developing Internal Quality Improvement and Performance Management Training Modules Training modules can enhance staff capabilities in quality improvement and performance management methodologies, improving organizational efficiency and effectiveness. Training modules can enhance staff capabilities in quality improvement (QI) and performance management (PM) methodologies, helping to improve organizational efficiency and effectiveness. Developed in partnership with the New Mexico Department of Health (NMDOH) and the Public Health Foundation, this guidance document outlines a structured approach to developing QI and PM training modules, based on NMDOH's experiences and lessons learned. By following the adaptable processes within, agencies can effectively plan and implement training initiatives tailored to their workforce's unique requirements. Get the full Policy Guide in English (PDF) » Descarga la versión completa de la guía en español (PDF) » website yes

Implementing Health in All Policies in the Climate Space ASTHO, Association of State and Territorial Health Officials, HiAP lens, Health in all policies, climate change, climate space, flooding and rain, extreme weather, extreme heat, wildfire damage, seven strategies, Texas workgroup, national disaster operational workgroup, Washington state department of health, emergency preparedness and response, hiap implementation, Wisconsin department of health services, new mexico taskforce, interagency climate change taskforce, climate action teams, Climate and Health Capacity Survey, HiAP Task Force; Climate Change Commission, Resilience Initiative Kerry Wyss, Ali Aslam ASTHO | A Health in All Policies approach can help public health agencies better address the impact of climate change on population health and well-being. Each year, we face hurricanes, floods, extreme heat events, destructive wildfires, as well as other natural disasters and homeland security threats that test the resiliency of state, territorial, and freely associated state agencies and the communities they serve. To address the health threats posed by natural disasters and by climate change, more health agencies are integrating a Health in All Policies (HiAP) approach. This cross-sector approach can make these climate efforts more effective and impactful, and help promote health equity and optimal health. This report outlines strategies for health agencies to apply the HiAP lens and utilize cross-sector collaboration to optimize their climate and health responses. Get the Report (PDF) website yes

Investing in Indiana’s Public Health Infrastructure Through Community-Driven Policy Change public health infrastructure, community driven policy, indiana state health commissioner, public health system, indiana department of health, outpatient facilities, technical assistance, data and information integration, emergency preparedness, child and adolescent health, legislative action, state and local elected officials, health problems, health care, health system, health departments, federal agencies, essential public health services, centers for disease control, state and local levels, health outcomes, health organization, covid-19 pandemic, health infrastructure, promoting health, public health organizations, states public health, federal funding, astho, association of state and territorial health officials Maggie Davis, Keith Coleman Indiana enacts historic public health funding through community engagement and legislative support. In April 2023, Indiana passed bill SB 4, which was a historic investment in the state's public health funding and restructuring its public health system. This case study shares how the Governor's Public Health Commission and the Indiana Department of Health approached community listening sessions, formulated recommendations, and successfully built legislative support to reform the public health system in the state. Get the Report (PDF) website yes

Initial estimates from 2020 suggest that annual drug overdose deaths in the United States reached a record high of 93,000. Fortunately EMS strategies are being put in place to combat this nation-wide issue.

This worksheet provides actionable steps for public health agencies improve their recruiting and hiring practices, and to bolster the public health workforce.

This worksheet provides strategies and focus areas for public health agencies to utilize to improve the well-being of their workforce and agency operation.

This organizational strategic planning guide, which details seven phases, can help health agencies create or refine strategic plans that are responsive to evolving needs.

Get insight into the successes and challenges of integrating race/ethnicity data in public health and future directions in this field.