ASTHO placed 14 disability and preparedness specialists in health agencies to support inclusivity of people living with disabilities during the COVID-19 pandemic and beyond. In this brief, three of these specialists share their experiences with ensuring COVID-19 vaccination sites are accessible to people living with disabilities. They share their perspectives and recommendations for expanding vaccine site accessibility.
Learn effective strategies for addressing workforce challenges in the islands, including geographic isolation and underdeveloped academic pathways.
This playbook, originally designed for local health departments, provides resources for states and territories who would like to increase community health worker engagement.
Leading from the Inside: Advancing DEI at the State Level astho, association of state and territorial health officials, workplace cultures, financial performance, creates a positive, diversity equity and inclusion dei, united states, work life balance, hiring process, human resources, organizational culture, top talent, team members, employee engagement, recruiting process, long term, public health worker, socioeconomic status, races ethnicities, retain employees, company s culture, diversity equity inclusion, public service, recruitment retention development, public health workforce, work culture, organizational values, diversity matters James Bell III Three steps on how to implement DEI strategies at the organizational level. Campaigns for racial justice have grown throughout our country, and parallel conversations focusing on diversity, equity, and inclusion (DEI) have increased, especially in public service. We experience this effect through the lens of facilitating more equitable and responsive service delivery. Our programming, policies, and data must be culturally informed and relevant. But DEI must also be valued internally in how we contribute to employee recruitment, retention, and development. Today’s workplace is complex, and DEI is vital for improving outcomes for all the populations we serve. Most modern organizations have come to terms with the critical need for DEI initiatives. The evidence highlighting how these efforts can improve an organization’s productivity, creativity, retention, and financial success has been clear for some time. But, honestly, is that enough? And why haven’t we made the earth-shattering changes we all know are possible? Perhaps it could be traced back to the changes we hope to seek being assigned outside of our organization when it should be us who are leading and implementing change. Breaking down siloes for diversity requires new ways of working with fewer barriers among and across teams and their unique people. To remove these perceived barriers, I propose that a few key steps must take place. 1. Put the people first. I have been in too many meetings where employees are considered “resources” or “FTEs,” and it’s so unfortunate. As advantageous as it may be for some, the lure of DEI as a return on investment cannot be the sole purpose for pursuing such initiatives. We lose the essence of humanity and unique individuality that makes diversity so special when we limit people to a box on an organizational chart. If governments want to attract and retain the best possible talent, the actual business case to make is talent itself. Building a diverse and inclusive culture cannot only be a human resources function or a top-down effort. All people across departments should see themselves reflected in this work and be able to identify a path to make it their own. As leaders, we should work relentlessly toward understanding the needs of others while building a safe environment for the type of collaboration needed to solve complex problems better. This means constantly learning and embracing new concepts, ideas, and ways of doing things. Each of us has the power to create a more substantial, fairer workplace where everyone can contribute their strengths, talents, and ideas while being treated with dignity and respect. 2. Back your program with a budget. Organizations have shouted their pledges and promises to foster more diverse, equitable, and inclusive environments from any rooftop they could find for at least three years. Although determining which groups are walking the walk is challenging, a strong indication of one’s commitment is to look at budget line items. A lack of or limited budget is an immediate red flag that conveys that DEI is not a priority. Just like anything else, if something is important to you, you will spend the money required to implement it properly. One of the best ways to demonstrate your commitment to DEI is through sustainable, tangible financial investment. This allows our DEI initiatives to be continuous and to evolve over time based on the immediate need. We are not in a position to check the box or allow one implicit bias course to cover all the broad gaps we are experiencing. There is also the benefit of a broad supply of qualified DEI practitioners and consultants who are experienced in guiding organizations through complex DEI issues. Should we continue to face complicated and longstanding DEI issues, it isn’t up to our staff to try to resolve them. We must assign monthly, quarterly, or annual monies to address these problems. 3. Hold yourself and your organization accountable. Regardless of agency or size, DEI efforts within organizations often lack strategic follow-through and accountability. These endeavors are often reactive, episodic, or only prioritized after a public relations crisis. We can’t only respond when we are required to respond. The communities we serve—and our employees—expect that we will carry out our responsibilities and fulfill our promises. We have not consistently been diligent in creating mechanisms for feedback, and if we have, we fail to implement them. To truly embed DEI into our culture, we need meaningful metrics and the willingness and courage to use the data to hold ourselves accountable. How will we ever know if we are going in the right direction or making desired changes if we never discuss the data? And that isn’t to say results must be perfect because we know changes take time. But it communicates clear goals and allows for solid focus and discussion for alignment. This disclosure is necessary to drive change and inspire others by demonstrating that progress is possible. The future of state government must fully embrace diversity, equity, and inclusion both as an aspiration and as a responsibility. We must create a sense of belonging and environment for organizational justice, even if this means resisting the status quo that we have nurtured and become far too comfortable letting stand. We should be celebrating rather than marginalizing employees because of their individuality. We should be challenging business practices that undermine our organizational values and fail to treat employees equitably. Author card spacing 1 Related Content-Blog - DELPH Magazine 2 website yes
ASTHO’s Leadership Trailblazers series shares outstanding public health leaders’ inspirations, motivations, and accomplishments. This post features Jay C. Butler (alumni–AK), Deputy Director for Infectious Disease at CDC.
At ASTHO, we feel that it is incumbent upon us to build diversity, equity, and inclusion into all that we do at. That goal has involved a collaborative effort with executive leadership, human resources, and the Health Equity and Diversity Initiatives team.
The youth mental health crisis has created the need for a comprehensive workforce response, which requires educators and school administrative staff, school-based mental health professionals, and communities to work collaboratively to strengthen prevention systems.
Laura Parajón, MD, MPH, deputy cabinet secretary for the New Mexico Department of Health details the process of building a pilot internship program with the University of New Mexico.
The Louisiana Department of Health launched an employee mentorship program in 2021. Two members of LDH discuss the program, which has been a huge success despite launching during the COVID-19 pandemic.
ASTHO convened a Workforce Think Tank for public health leaders in 2021 during which Trista Harris—a philanthropic futurist—identified the seven trends most likely to impact the future public health workforce: sector shifts, pivot to the future, just-in-time learning, remote work, accelerated data collection and sharing, public health burnout, and reimagining systems.
The ASTHO State Health Policy team provides brief updates on 5 of the ten state health policy issues to watch in 2022: public health authority, immunization, data privacy and modernization, public health workforce, and health equity.
What better way to start the new year than with a new strategic plan! ASTHO’s Board of Directors approved the 2022-2024 Strategic Plan and launched it on Jan. 3, 2022, with a new set of priorities that reflect our ever-changing world and factors that influence the future of public health.
ASTHO has identified health equity and rural health as issues that policymakers across the country will consider in 2022.
ASTHO's mission is to support, equip, and advocate for state and territorial health officials in their work of advancing the public's health and well-being. To that end, here are the 12 most popular resources our members, partners, and email subscribers accessed in 2021.
In recognition of Rural Health Day, which falls on Nov. 18, we spoke with Ayne Amjad (SHO-WV) and Maggie Cook-Shimanek (SHO-MT) about the importance of public health in rural areas.
November 18 is National Rural Health Day, a commemoration started by State Offices of Rural Health to recognize the power and resilience of rural communities. Twenty percent of the U.S. population lives in rural communities. Recognizing the needs of rural areas, states are introducing and enacting legislation that leads to focused investment in rural communities and expanded access to care.
The impact of the COVID-19 response on the public health workforce has been profoundly felt by employees and the agencies they serve. Across the country, unplanned leadership transitions, early retirements, and personnel scale-ups have all impacted who the workforce is and what they do day-to-day. Many of those who have remained are feeling depleted and battered. In order to support and build the public health system the country needs, we need data specific to governmental public health.
The executive leaders of the Association of State and Territorial Health Officials and the National Council for Mental Wellbeing take a moment to collectively acknowledge the incredible efforts that public health workers have taken to address the continuing COVID-19 pandemic.
Throughout the COVID-19 pandemic, the de Beaumont Foundation has worked closely with organizations like ASTHO to support and strengthen public health. The foundation has produced several publications and guides to support public health leaders in their efforts to inform the public about COVID-19 and help build confidence in vaccines. Mark Miller, vice president of communications with the de Beaumont Foundation, shares insights into the foundation’s response efforts to COVID-19, and its partnership with key stakeholders.
An ASTHO report describing the mental health impacts of COVID-19 on the workforce.