Displaying 81-100 of 154 results for

COVID-19 revealed the dire straits of public health; now, with renewed funding, public health leaders discuss how to use COVID funding to build and maintain sustainable infrastructure.

State issued documents, such as birth certificates, are often required to navigate daily life. Vital records policy is a complex and evolving issue with many of the processes and procedures left to jurisdictional policy-makers.

ASTHO Partners with Veritas Data Research and HealthVerity to Launch the First-of-its-Kind Public Health Data Consortium ARLINGTON, VA — The Association of State and Territorial Health Officials (ASTHO) announced today a partnership with Veritas Data Research and HealthVerity that establishes a first-of-its-kind public health data consortium. This novel consortium brings together ASTHO, jurisdictional health departments and private partners united in a shared mission to improve public health outcomes through enhanced data access and quality, and to address long-standing challenges that hinder our nation’s public health data infrastructure. “There is tremendous opportunity when we connect the strengths of private industry with the mission of public health,” said Joseph Kanter, MD, MPH, ASTHO CEO. “By working together in a structured way, we can close long-standing data gaps and build a stronger, more responsive system for the future.” The consortium’s central mission is to improve the quality of and access to real-world data and public health data relied upon by a broad range of stakeholders to drive public and population health decisions and understand longitudinal outcomes. State health agencies, providers, payers, researchers, and others rely on this data, which is often difficult to obtain. Through this public-private partnership, members aim to expand access in ways that strengthen communities and support health care and public health systems. “Our nation and communities need a robust, sustainable model that leverages the capabilities and expertise across both private industry and public health. For too long, there have been challenges in bringing private and public entities together to address the gaps that plague our nation’s public health data and technology infrastructure,” said Jen Layden, MD, PhD, ASTHO senior vice president of population and innovation, and former CDC and state public health leader. “This consortium, by uniting on a common mission and placing governance in the hands of public health, is primed to be a game changer.” Jurisdictional health departments will gain access to real-world data and technical capabilities and will play a key role in strengthening the quality and availability of critical data. The consortium will initially focus on mortality data, a foundational asset for a variety of use cases. "This consortium represents an excellent example of public-private partnerships in healthcare," said Jason LaBonte, CEO at Veritas Data Research. "Under the governance of ASTHO, all state and territorial health agencies can securely pool their data to improve clinical practice and innovation. In return, the agencies can combine their data with national real-world data to power better public health. Veritas is pleased to facilitate these data exchanges using our robust ingestion and delivery platform, and to make appropriate data available to a wider group of stakeholders with use cases pre-approved by the state and territorial health agencies.” “We are proud to serve as a founding operating partner, applying our expertise in identity resolution and data privacy to solve the 'linkage' problem that has long plagued public health,” said Andrew Kress, CEO of HealthVerity. “Through this consortium, we are enabling a standard of data exchange that respects patient privacy while providing a level of clinical truth that will accelerate research and improve the speed of public health interventions.” To support the consortium, ASTHO is creating an advisory network to provide organizations with opportunities to stay informed and offer guidance as the initiative evolves. To learn more about the consortium or advisory network, please contact phdc@astho.org. ASTHO Press Release Boilerplate   Veritas Boilerplate   HealthVerity Boilerplate website yes

Description (ideally 120-160 characters)

In the United States, three main types of fungi—coccidioidomycosis, histoplasmosis, and blastomycosis—can cause lung infections like pneumonia when people breathe in fungal spores from the air. In honor of Fungal Disease Awareness Week, this episode is focused on the risks of endemic fungal diseases.

ASTHO informatics and innovation leaders gathered for an introduction to AI and its potential applications in state and territorial public health.

This session focuses on increasing awareness on how PRAMS weights are constructed, how to properly subset data for weighted analyses, and when health department staff should be worried about over/under estimation. The presenters provide thoughts and methods for checking assumptions of subgroup estimations, potential bias risks, and how re-weighting is sometimes used for smaller subpopulation assessments. Featured Speakers: - Jared Parrish, PhD, ASTHO Contractor - Phil Hastings, PhD, Founder and Principal, Far Harbor. - Joe Pirozzolo, PhD, Research Statistician, Far Harbor.

In this webinar, participants obtain an overview of the impact data equity has on improving maternal and infant health outcomes as well as the role providers play in advancing maternal health through data equity practices. Featured Speakers: - Jennifer Tang, MD, MSCR, Associate Professor, UNC Department of OB-GYN, UNC Project-Malawi - Ndidiamaka Amutah-Onukagha, PhD, MPH, CHES, Associate Professor, Public Health and Community Medicine, Assistant Dean of Diversity, Equity, and Inclusion, Director and Founder, Center for Black Maternal Health and Reproductive Justice, Director and Founder, MOTHER Lab

CDC-funded program will accelerate data exchange between healthcare and public health to drive timely, data-informed public health action

ASTHO profile data indicates the public health workforce has more temporary and vacant positions than ever before

New platform will provide forum for data exchange, analysis, and visualization to support public health work

On May 16, 2023, ASTHO announced that the annual Public Health TechXpo and Futures Forum in-person registration is sold out. However, virtual participation is still open and encouraged.

Likely Public Health Legislative Trends for 2025 Prospective Public Health Legislative Trends for 2025 Maggie Davis Get an inside look at prospective public health legislative trends for 2025, based on ASTHO's legislative tracking efforts and member feedback. Drawing from member feedback and ASTHO’s legislative tracking efforts, ASTHO identified five key issues state and island legislatures are likely to work on for the upcoming legislative sessions for the annual 2025 Legislative Prospectus Series. Each brief provides public health leaders and policymakers with a synopsis of the topics, recent legislative trends, and anticipated legislation in upcoming sessions. Public Health and Health Care Workforce States are continuing to address workforce shortages within public health and the health care systems. ASTHO’s prospectus outlines strategies that legislatures are considering, from bolstering state public health funding to legislative efforts addressing nationwide workforce shortages through recruitment incentives, workforce commissions, and pipeline programs. Containing Spread of Infectious Disease State and territorial public health agencies are responsible for protecting the health and safety of their residents and have legal authorities to fulfill those responsibilities. In recent years, many legislatures have revisited the scope of these legal authorities, with states like Washington (SB 6095) expanding the health official’s authority to issue standing orders for a range of disease interventions. Similarly, legislatures may continue considering vaccine-related legislation. While many bills in recent years aim to weaken vaccine policy, state leaders have listened to medical leaders within their state who advocate for strong vaccine policies. In 2024, West Virginia’s governor vetoed HB 5105 that would have weakened school enrollment requirements, informed by strong opposition from the state’s medical community and evidence that the existing vaccine policy had prevented disease outbreaks. Data Modernization and Privacy Modernizing public health and health care data systems have taken big steps forward, including federal initiatives like the Trusted Exchange Framework and Common Agreement (TEFCA), which establishes guiding interoperability principles and standards for health data exchange. Nevada enacted AB 7 in 2023 requiring new regulations governing health information exchanges (HIEs) and granting certain liability protections to providers using them. In the proposed rules published in August 2024, the Nevada Department of Health and Human Services intends to require that participating HIEs are TEFCA members. ASTHO anticipates more jurisdictions will allow public health agencies access to a wider range of privacy-protected health data through secure platforms like HIEs. Maternal and Child Health Public health supports mothers and children throughout their development. There are three emerging issues that legislatures are likely to work on in the next year: maternal morbidity and mortality, fetal and infant mortality, and youth mental health. One strategy to address youth mental health is using laws to regulate social media companies, requiring them to implement safeguards for minors who use their services. For example, California enacted SB 976 in 2024, which requires “addictive internet-based” services to gain parental consent before minors could use the service and limit the hours in which minors could use an application. Technology industry groups are challenging these efforts in court, with one suit asserting that California’s measure is unlawful governmental interference with First Amendment rights of minors. Substance Misuse and Overdose Prevention Although there was a significant decrease in overdose deaths in 2023, there are still legislative actions to help reduce substance misuse and prevent overdose likely to be considered in 2025. During the 2024 sessions at least 24 state legislatures considered bills to regulate products like kratom and hemp derived products (e.g., Delta-8). Additionally, at least 18 legislatures considered bills to decriminalize drug checking equipment like fentanyl and xylazine testing streps. ASTHO anticipates states legislators will continue implementing harm reduction efforts, policies to connect people with substance use disorders to care, and efforts to regulate products with potential for abuse or misuse in the next session. What We Know So Far The majority of states will convene their legislative sessions in January 2025, with at least 15 states scheduled to conclude their session by the end of April; there will likely be a flurry of legislative activity in the first quarter of the year. Already the Texas legislature has prefiled more than 1,200 bills for their 2025 session, covering topics including a health commissioner’s authority to establish routine childhood immunization requirements (HB 468) and making changes to the state’s maternal mortality and morbidity review committee reporting requirements (HB 713). Additionally, Virginia’s General Assembly convened its two year session in January 2024 and has a number of bills carrying forward into 2025 including bills related to suicide prevention (HB 80) and improving maternal health data quality (HB 286). ASTHO will monitor legislation related to these topics and more during the 2025 sessions and will provide relevant updates. OE22-2203 PHIG article yes

Illinois Strengthens Public Health Infrastructure with New Data Modernization Director Alicia Camuy Learn how Illinois is using Public Health Infrastructure Grant funding to promote data modernization. As COVID-19 demonstrated, robust data infrastructure is critical to an effective public health emergency response. The pandemic highlighted the urgent need for health departments and other public health entities to improve how health data is collected, stored, and shared. The CDC-led Data Modernization Initiative (DMI) is working across all levels of public health to meet this urgent need. Part of this initiative is the Public Health Infrastructure Grant (PHIG), a groundbreaking investment supporting 107 recipients working to bolster the public health workforce, enhance foundational capabilities, and advance data modernization and informatics. PHIG national partners and specialized Implementation Centers support these efforts through technical assistance and capacity building. Some PHIG recipients have utilized this funding to staff dedicated DMI positions and convene advisory committees. The Illinois Department of Public Health (IDPH) recently hired Gayatri Raol as its Data Modernization Director to oversee the state’s efforts in this area. What are your highlights from your data modernization work around PHIG so far? Gathering Data Modernization Stakeholders To build some structure around DMI implementation, IDPH recently kicked off a data governance board, data modernization advisory committee, and DMI strategic planning workgroup, which all bring in key stakeholders to have focused conversations on data initiatives. The board defined data governance for IDPH and is working on approving and adopting a department-wide data suppression policy, which will be a major success for the department. Adopting a Data Sharing Agreement IDPH has finalized a Master Data User Agreement to streamline data sharing practices, which will allow local health departments to access data for birth and death records, hospital discharge, cancer registries, syndromic surveillance, prescription monitoring programs, and more. Bolstering the Data Modernization Workforce We are working with the CDC Foundation Workforce Acceleration Initiative, a program that places data and technology experts in public health agencies to accelerate data systems improvement. Through that collaboration, we have been awarded two technical and two project management support positions. Training a Data Literate Health Department IDPH has also started exploring a data literacy program to support IDPH staff and local health departments in understanding the data we have, what it means, and how to manage it. This program will be the initial step towards change management to build a data-driven organization and a data literate workforce. Building a Streamlined Data Request Management System IDPH is streamlining and centralizing data request processes across the department. The department is collaborating with IT to develop a data request tracking and management system. If we can reduce the time of the process by even 25%, then it will be a success. This project will increase the transparency around data requests processing and keep our data governance board, internal review board, and data owners informed about data sharing practices. What challenges do you expect to encounter and how do you plan to meet them? Our challenges are not unique compared to those faced by other public health departments, but they are significant in the context of other data modernization initiatives. Some of our main challenges are: Slow, cumbersome, and complicated hiring and procurement processes. Stringent policies. Understanding diverse workforce and population needs. Acquiring sustainable funding and buy-in. For those challenges beyond our control, our team focuses on communication and collaboration to move toward improvement. However, for those challenges we can directly impact, we follow several key strategies: Reviewing and updating existing policies to make them more flexible and adaptable, allowing us to respond more quickly and effectively to new opportunities and challenges. Investing in data literacy programs to enhance our workforce’s skills, enabling them to better interpret and use data in decision-making processes. Incorporating a health equity and justice lens into data-related projects and processes to better meet the needs of the communities we serve. Investing in foundational data management practices and processes. How is IDPH’s data modernization work impacting IDPH itself and, ultimately, Illinois residents? It is difficult to measure the direct impact of state-level data modernization efforts on the lives of Illinois citizens. However, enhanced data management practices will equip our public health leaders to make more informed decisions. Better quality and more integrated data will help keep decision-makers informed on how to allocate resources, identify public health trends and outbreaks, and respond efficiently to public health crisis. OE22-2203 PHIG article yes

Advanced Grant Payments: Creating a More Equitable Public Health System Advanced Grant Payments Promote Equity in Public Health Jignasa Jani, Ryan Rivera Learn how advanced grant payments can ensure smaller community-based organizations have necessary resources, creating greater equity in public health. Community-based organizations are critical partners to state health agencies in implementing public health programming, often reaching underserved populations and those at greater risk of experiencing health disparities. However, smaller or less-established organizations frequently face significant barriers when receiving grant funding (e.g., not having the necessary upfront capital to cover initial project costs). The Colorado Department of Public Health and Environment (CDPHE) recognizes these challenges and is taking bold steps to improve administrative processes for grant funded programs. These steps will go a long way towards ensuring that smaller community-based organizations have the resources they need to succeed, creating greater equity in the public health system. Redesigning Payment Structures for Greater Access To improve its administrative process, CDPHE is redesigning its payment structure for grant-funded programs. Historically, many grants have operated on a cost-reimbursement basis, where organizations must first cover the costs of services or goods before being reimbursed by the state department. This approach can exclude or unfairly burden smaller or less-established organizations that lack the upfront capital to participate fully in grant-funded initiatives, many of which serve disadvantaged and under-resourced populations. As such, CDPHE identified advanced payments as a priority, reflecting the department’s commitment to inclusion, diversity, equity, and accessibility. Following the enactment of Colorado House Bill 21-1247, CDPHE worked with policymakers to allow the department to provide advance payments to certain grantees and were granted the authority to provide certain grant recipients up to 25% of the total award value immediately on execution or renewal of the contract. By doing this, CDPHE may provide funding opportunities for eligible organizations to have the financial support they need from the start to support their communities. Jignasa Jani 1 - Advanced Grant Payments Promote Equity in Public Health The Prevention Services Division (PSD) within CDPHE led implementation of House Bill 21-1247 and administers a wide range of programs, including those focused on chronic disease prevention, tobacco cessation, injury prevention, suicide prevention, sexual health, and women’s health. By offering advanced payments, PSD empowers smaller organizations to carry out these important public health programs, which are essential to improving the health and well-being of Colorado’s most vulnerable populations. Ryan Rivera - Advanced Grant Payments Promote Equity in Public Health Overcoming Challenges in Implementation While the benefits of advanced payments are clear, implementing this new process has come with its fair share of challenges. The complexity of state and federal rules often places smaller organizations at a disadvantage, making it difficult for them to navigate the administrative requirements of grant funding. PSD staff dedicated significant time and effort to developing the necessary guidelines, policies, and procedures to support the advance payment process. These safeguards were crucial in gaining the support of department fiscal staff, ensuring that taxpayer funds are used appropriately and effectively. PSD staff had to go above and beyond their regular duties to create a robust process that would mitigate risks while providing necessary support to grantees. Their dedication to this initiative reflects a deep commitment to equity and inclusion, and to ensuring that all organizations, regardless of size, have equitable access to grant funds for public health work. Jignasa Jani 2 - Advanced Grant Payments Promote Equity in Public Health Supporting Grantees Through Ongoing Assistance To ensure the success of the advance payment process, PSD staff work closely with grantees to help them understand and comply with the new requirements. This includes providing technical assistance on financial management, invoicing, and compliance with state and federal regulations. By offering this support, CDPHE helps organizations build the capacity they need to manage grant funds effectively and reduce the likelihood of being classified as high-risk in the future. PSD’s efforts extend beyond the initial implementation of the advance payment process. The division is committed to continuous improvement, regularly gathering feedback from grantees and internal staff to refine and enhance the process. This approach ensures that the system remains responsive to the needs of community-based organizations and continues to support their success. Looking Ahead This initiative has the potential to increase the number of applications and funding awards to community-based organizations serving under-resourced populations, further enhancing the diversity and reach of public health programs in Colorado. As more organizations successfully navigate the grant funding process, the overall capacity of Colorado’s public health system will grow stronger, leading to better outcomes for all communities. article yes

How Washington State Leverages Data to Improve Emergency Preparedness Erin Laird Learn how Washington State has created a robust system for distributing public health and medical supplies during emergencies. When an emergency strikes, supplies like personal protective equipment (PPE) need to be deployed rapidly and strategically. Local, state, and federal partners must work together to identify and meet community needs—a process that requires timely access to actionable data about medical countermeasures and other vital public health supplies. State health agencies need to know how many public health supplies are on hand so they can make informed decisions and react to developing situations. In March 2024, ASTHO, with support from the Administration for Strategic Preparedness and Response (ASPR) and HHS Coordination Operations and Response Element, selected three state health agencies—Ohio, Massachusetts, and Washington—to identify and pilot scalable solutions to improve data and information sharing for public health response. ASTHO conducted a site visit to the Washington State Department of Health (WA DOH) in June 2024 to learn about their medical logistics center and observe the first in a series of regional tabletop exercises—Highly Efficient Local Logistics Operations Tabletop Exercise (HELLO TTX)—they conducted to better understand logistical considerations of requesting, receiving, and distributing PPE and medical countermeasures and tracking last mile distribution. Medical Logistics in Washington State: Moving Faster to Save Lives Key Term - Blog - How WA Leverages Data to Improve Preparedness The Washington State Medical Logistics Center plays a pivotal role in emergency response, supporting WA DOH’s ability to quickly distribute vital supplies and medical countermeasures before and during major incidents. Through the COVID-19 response, the WA DOH medical logistics effort expanded to include vehicles, systems, and a 198,000 sq. ft., temperature-controlled warehouse. This effort ultimately supported WA DOH’s ability to distribute over 150 million gloves, 66 million surgical masks, 30 million N95 respirators, and other vital supplies throughout the COVID-19 emergency response. This increased logistical capacity has allowed WA DOH to respond to many other events. In 2023, in response to wildfire smoke, WA DOH distributed 850 air cleaners across the state in just two days to support points of dispensing (PODs) in tribal communities. The Yakima Fire Department experienced an opioid overdose outbreak in September 2023 and WA DOH coordinated statewide to identify supply of naloxone and support mutual aid. Finally, in May 2024, WA DOH distributed 96 portable air cleaners and pallets of N95 respirators to the Benton Franklin Health District to support POD operations for communities with air quality impacted by the Lineage Cold-Storage Fire. Receiving, storing, and distributing medical countermeasures and other supplies requires strong data management systems and practices. WA DOH strives for a collaborative approach to enhance data management for logistics. By facilitating bidirectional data sharing among health care, emergency management, public health, and tribal partners, WA DOH aims to enhance its ability to track assets and “last mile” logistics. To this end, WA DOH conducted a series of in-person tabletop exercises (TTXs) with each region of the state. These TTX discussions focused on the logistical considerations of requesting, receiving, and distributing PPE and medical countermeasures using a scenario of a novel influenza outbreak. Leveraging TTX Discussions to Understand Local Logistics Washington Department of Health staff gathered for a tabletop exercise with ASTHO staff. The tabletop discussions were organized into two modules: Medical Logistics Requesting, and Medical Countermeasures Planning and Last-Mile Distribution. The tabletop discussions focused on understanding how local jurisdictions source, receive, and distribute supplies. Cory Portner, director of WA DOH’s Office of Emergency Medical Logistics, praised the discussions: “The HELLO-TTX series highlighted the power of collaboration and gave us actionable insights into refining our response strategies and logistics operations. Effective communication across agencies is key. As always, at the end of the day it comes down to relationships and knowing who to call.” Many jurisdictions indicated they do not have the space or staff to manage more than a small stockpile of supplies. Once requested from the state, local jurisdictions coordinate with local partners—such as libraries, foodbanks, fire departments, and immigrant assistance centers—to get materials distributed to the community, often using either PODs or using trusted partners to distribute to the population they serve. Space came up as an issue repeatedly, with some jurisdictions utilizing creative solutions such as leveraging storage available at fairgrounds, a county-owned airport, and even an old jail (a solution that raised some unique challenges for receiving). Last mile tracking depended on the type of asset. For example, tracking for PPE typically ended at the community partner level (the agency or site that received the supplies), while tracking for vaccines could show more data on number of vaccines administered by a provider. The focus of last mile tracking for local jurisdictions centered around using last mile information to ensure that the requestors received what was needed. Looking ahead, additional last mile tracking could shed light on equity and a better sense of whether community needs were met, rather than just whether orders were filled. Portner reflected, “HELLO TTX showcased that local partnerships vary widely: larger urban areas typically focus on health care and emergency management organizations, while smaller rural areas engage a broader range of local sectors like fire departments and veterinary services. Medical logistics operations also differ, with urban areas having greater storage capacity and more advanced data tracking, while rural areas face limitations in both. Additionally, local prioritization of PPE and medical countermeasures affects how each area tracks logistics and manages storage.” Looking Ahead This 198,000 sq. ft., temperature-controlled warehouse serves as the Medical Logistics Center for WADOH, housing PPE, medical countermeasures, and other supplies. Effective public health response requires an understanding of what supplies are needed, where they are needed, and to track whether those needs were met. To achieve this, coordination and communication across multiple levels of public health is critical. "Next up, we’re focusing on asset tagging and improving supply chain visibility through enhanced data readiness. Our goal is to create a more transparent and responsive logistics system, to make sure that we’re fully prepared for any future emergencies in support of communities in Washington state and beyond,” explained Portner. The strategies explored by these data readiness pilot sites can improve critical processes and demonstrate sustainable methods to meet the demand of bidirectional information sharing for public health agencies and their partners. article yes

Ohio Department of Health Using Partnerships to Improve Public Health Data and Emergency Preparedness Margaux Haviland Learn how Ohio leverages partnerships to promote data modernization and improve public health emergency preparedness. In a public health emergency, it’s crucial to quickly and strategically deploy supplies such as personal protective equipment and medical countermeasures (MCM). This requires coordinated efforts among local, state, and federal partners to assess and address community needs. Timely access to actionable data about MCMs and other essential public health supplies is vital for this process. State health agencies need up-to-date information on available public health supplies to make informed decisions and respond effectively to evolving situations. In order to explore opportunities to improve data sharing for public health response, in March 2024 ASTHO, with support from the Administration for Strategic Preparedness and Response (ASPR) and HHS Coordination Operations and Response Element, selected three state health agencies—Ohio, Massachusetts, and Washington—to identify and pilot scalable solutions for enabling bidirectional information sharing regarding ASPR-deployed assets across all levels of public health. The Ohio Department of Health (ODH) proposed a highly collaborative approach to their data readiness proposal that encompassed ongoing strategic planning, which included MCM plan revisions, broadening coalitions, data modernization through standardizing systems, and last-mile delivery using equity-based allocations. Incorporating Local Perspectives As a home rule state, where public health authority is decentralized, the ODH team worked to ensure that local health department perspectives were included in the ODH data readiness project work. The ODH project team collaborated with the Association of Ohio Health Commissioners (AOHC) as well as Ohio’s seven regional health care coordinators to solicit feedback on barriers to sharing MCM inventory data, challenges with data reporting, and operational changes that could improve bidirectional MCM data sharing. ODH engaged directly with long-standing partner AOHC, a nonprofit organization representing Ohio’s local health districts, to capture the local health department perspectives by establishing a diverse focus group, facilitating surveys, and gathering feedback. With AOHC support, ODH was able to successfully field its first survey with responses from 111 public health leaders and emergency response coordinators. Survey results indicated consistent responses when considering challenges experienced or expected with reporting MCM data, with three clear themes emerging: A lack of continuity between systems and compatibility (i.e., the duplication of efforts due to having both local and centralized data solutions). Staffing constraints, including time, money, and personnel. Issues with data accuracy and efficiency, having no standard nomenclature for reporting resources and allocation. The survey also captured proposed solutions for enhancing bidirectional MCM data sharing, with a centralized system being the top-ranked theme as the most relevant to respondents. A state-wide system would allow for state and local health agencies' visibility and real-time documentation that could be easily reported for state and federal requests. Another recurring theme was the importance of collaboration and diversifying partnerships, which will only aid in furthering MCM efforts within Ohio. MCM Summit To further collaborate with local public health and health care stakeholders, ODH held a one-day summit—Medical Countermeasures for a More Prepared Ohio—focused on enhancing MCM preparedness and response through improved integration with public health partners. The summit offered an opportunity for participants to develop local and regional relationships, initiate discussions, and increase awareness and collaboration through operational data sharing. The presentations and workshop included speakers from Ohio State University, Columbus Public Health, Cardinal Health, MMCAP Infuse, the Department of Health and Human Services, and the Ohio Department of Health. The sessions centered around developing a unified operational view, the equitable and timely distribution of MCMs, better integration of the health care supply chain into public health preparedness, and medical surge response during public health emergencies. The workshop then allowed attendees to work through a developing medical surge scenario, including steady-state situational awareness and the transition into initial response decisions and subsequent MCM distribution and logistics. Feedback from the event has been extremely positive, with participants sharing takeaways that could be leveraged in their jurisdictional planning: “How we may be able to better plan for shortages by leveraging private sector opportunities.” “We have a strong working relationship with our partners that needs to be protected and promoted.” “Showing the importance of MCM and keeping better inventory along with learning more about MCM supply chain process, how my organization uses it, and who they order from.” “Overall, I enjoyed the event. I felt the morning speakers were strong and informative. I really took away a lot regarding supply chain dynamics.” Opportunities to Improve Data Readiness and Response During the data readiness project, ODH identified critical opportunities for local, state, and federal partners to bolster data modernization efforts and improve efficiencies, mainly through standardization and interoperability. Currently, MCM distribution and reporting are largely directed by two federal agencies, CDC and ASPR, which use different processes as well as reporting and tracking systems. Improving the alignment of requesting and reporting processes for local agencies would reduce administrative burden during an emergency response. The standardization of data elements across agencies, as well as the reporting requirements, would reduce duplication of effort and improve jurisdictional capacity to respond to public health emergencies where MCMs are deployed. The next phase for Ohio includes leveraging the relationships developed during the project to continue to improve state responsiveness and effective through planning, exercising, and determining a feasible data solution that supports the goals of the state’s evolving MCM strategy. article yes

Leading Health Security Efforts Through Strategic Collaboration and Innovation Margaret Nilz This blog post illustrates how health agencies' strategic plans can improve health security and emergency preparedness. Strategic planning is a cornerstone of effective public health systems, guiding organizations in preparing for and responding to health threats. Three pivotal documents—the CDC Office of Readiness and Response (ORR) Strategic Plan, the ASTHO Strategic Plan, and the ASTHO Environmental Scan—are part of the foundation of ASTHO’s work. Each plays a critical role in shaping public health policies and practices. Understanding their synergies and differences is beneficial and crucial for enhancing our collective efforts in safeguarding public health. ASTHO’s Environmental Scan tracks U.S. public health concerns and trends. Through qualitative analyses of select health agency materials and health official feedback, this blog identifies state, territorial, and freely associated state health agencies’ (S/THAs) top current and emerging priorities across public health programs, infrastructure, and health equity and agency strategies to address them. Across 2023 and 2024, S/THAs consistently identified emergency preparedness and response as a critical priority. Callout 1-Blog - Leading Health Security Efforts through Strategic Collaboration and Innovation It is essential to align strategic plans and address emerging public health priorities in order to effectively respond to new health challenges. The ORR and ASTHO Strategic Plans share several common goals, such as implementing equitable, evidence-based practices, partnering for sustainable infrastructure improvements, and focusing on operational excellence while providing technical assistance. However, each plan also has unique missions. Callout 2-Blog - Leading Health Security Efforts through Strategic Collaboration and Innovation ASTHO’s Health Security team has a unit mission and vision that align with ORR goals and focus on supporting the needs of ASTHO members, as identified in the Environmental Scan. Callout 3-Blog - Leading Health Security Efforts through Strategic Collaboration and Innovation Aligning these strategic goals with current public health priorities is crucial in addressing existing and emerging health threats. Values The ORR and ASTHO plans express shared values like collaboration and innovation. These values guide strategic decisions and foster a cohesive public health community. Table-Blog - Leading Health Security Efforts through Strategic Collaboration and Innovation Competencies and Priorities Both organizations focus on developing competencies like leadership and technical expertise. ORR concentrates heavily on competencies specific to preparedness, including planning, response, and research for public health emergencies. ASTHO emphasizes competencies to support S/THAs, such as technical assistance, communication, capacity building, and advocacy. Building and aligning these competencies is essential for improving public health outcomes and ensuring workforce preparedness. With that in mind, ASTHO’s competencies are specifically aimed at aiding and supporting its members, and consequently the nation, in achieving the ORR competencies. Environmental Scan Observations The ASTHO Environmental Scan thoroughly evaluates current public health trends, challenges, and opportunities. Key highlights from the 2023 and 2024 Environmental Scans include: Focus on emerging threats such as infectious diseases and the impact of climate change. Changes in public health funding and resource availability. Technological advancements and their implications for public health practice. Common trends identified include a heightened focus on health equity, the importance of data-driven decision-making, and the need for increased interagency collaboration. Organizational competencies, including performance management and quality improvement, were listed as current priority areas for public health infrastructure and capacity-building. Focus issues include financial infrastructure, business processes, including procurement, recruitment, and grants management, policy development, and public health governance structures. Workforce development was listed as a priority for public health infrastructure and capacity building. Focus issues include recruitment and retention, local academic pipelines and training opportunities, staff compensation, and staff salary gaps. Data modernization and informatics are priority areas in states with state health improvement and strategic plans and were listed as current public health infrastructure and capacity-building priorities. Accountability, performance management, and quality improvement are priority areas in states with state health improvement and strategic plans and were listed as current public health infrastructure and capacity-building priorities. Implementation While ORR and ASTHO aim to achieve similar overarching goals of supporting health agencies, their implementation strategies vary. The ORR Strategic Plan focuses on four primary strategies that directly address the emerging threats and challenges highlighted by S/THAs, including: Modernizing and integrating data and systems across multidisciplinary public health entities to support data readiness and interoperability. Advancing readiness and response science to improve public health practice, including maturing and implementing evidence-based research in preparedness. Building and enhancing the response capability of CDC and state, tribal, local, and territorial health departments and driving collaboration among partners to enable rapid and effective response to public health emergencies through improved capabilities, partnerships, and funding mechanisms. Conducting rapid and ongoing readiness and response evaluation to inform continuous improvements across the detection of public health threats, readiness science, and emergency operations. While ASTHO’s Strategic Plan is less explicitly focused on preparedness, its guiding mission in supporting, equipping, and advocating for S/THOs and their agencies with a focus on leadership development highlights several strategic priorities critical to improving public health preparedness and addressing emerging priorities. Health and Racial Equity: A state and territorial public health system that prioritizes implementing policies and programs advancing health and racial equity to achieve optimal health for all. Workforce Development: A diverse state and territorial public health workforce that is engaged, well-resourced, well-trained, and connected to the communities it serves. Data Modernization and Interoperability: A state and territorial public health system supported by an enterprise-level data infrastructure in which public health data systems are interoperable, secure, and supported by a well-trained workforce. Collaborative Opportunities Maximizing the impact of these strategic plans involves leveraging the strengths of each organization through collaboration and innovation. There are numerous areas where ORR and ASTHO can collaborate to enhance public health outcomes: Joint programs leveraging CDC’s national scope and ASTHO’s state-level connections. Shared research initiatives pooling resources and expertise from both organizations. Coordinated emergency response efforts that create a unified front addressing public health emergencies. By continuing to communicate, these organizations can effectively address complex public health challenges and enhance overall public health resilience. Future Outlook Looking ahead, the strategic efforts of ORR and ASTHO will play a crucial role in shaping the future of public health infrastructure and preparedness. Engaging with and supporting these initiatives is essential for all stakeholders. To adapt to the changing health security threats, future iterations of all documents must be routinely updated to meet the needs of the nation and ASTHO’s members. A collective effort is required to improve public health resilience and response capabilities, ensuring we are well-prepared for future challenges. Ultimately, the synergy between ORR and ASTHO’s strategic plans presents a powerful opportunity to enhance public health outcomes. We can create a more resilient and effective public health system by fostering collaboration, building competencies, and addressing emerging trends and challenges. website yes

Integrating Health Equity into State and Local Data Sharing Practices Morgan Zialcita, Lana McKinney, Christina Severin, Reema Mistry, Melissa Lewis It is crucial that health agencies incorporate health equity principles into policies and relationships that advance state and local data sharing. Timely and efficient public health data sharing improves public health response and decision-making. It enables local public health agencies (PHAs) to enhance community-level interventions and state PHAs to provide equitable response and allocation of resources within the jurisdiction. However, data sharing between state and local PHAs can be challenging due to resource capacity constraints, factors that limit technical solutions, and sensitivities and complexities associated with public health data collection and dissemination. Adopting policies to advance state and local data sharing and incorporating health equity principles into these relationships can help PHAs better identify and address data disparities, utilize resources effectively, and create an equity-centered public health data infrastructure. Equity Impact Assessment for Policy Changes Adopting data sharing policies using a health equity-focused framework can mitigate unintentional harm to specific populations. An equity assessment requires the systematic examination of available data and expert input to understand how a policy, program, or process will affect various groups, especially those who are either at risk of or experiencing health disparities. The Health Equity Impact Assessment (HEIA), designed to address racial disparities and root causes of inequities that could arise from policy changes, can help agencies explore potential inequities that may result from a policy initiative. Health Equity Considerations for Key State and Local Data Sharing Priorities Informatics Workforce Developing a diverse workforce that is representative of the communities it serves is important for advancing an equitable, inclusive approach to data modernization. However, recruiting and retaining diverse informatics staff—with strong technical, relationship-building, and change management skills—can be challenging for PHAs, especially in resource-limited locations. Health agencies can incorporate health equity principles into their workforce strategies in several ways: Consider soft skills, such as communication and collaboration, alongside technical expertise. These skills are important in establishing and maintaining state and local data sharing relationships. Include data sharing tasks in job descriptions to promote accountability and transparency amongst staff. This approach helps identify the role(s) responsible for data sharing activities and can also support sustainability by minimizing staff turnover. Prioritize inclusive practices and invest in ongoing development of agency staff. For example, provide training on cultural humility and data sovereignty to better equip staff working with tribal nations on data-sharing initiatives, and provide on-the-job training to help employees grow and build capacity. Reassess location, remote work, salary, and tenure policies to attract a diverse and skilled informatics workforce. Agency Alignment and Governance The type of public health governance model in a given state (e.g., centralized, decentralized, shared, or mixed) can influence how state and local PHAs work together both overall and on data-focused initiatives. The following health equity-focused recommendations are applicable across governance types: Establish strong communication channels and processes across partners to ensure all parties explore and understand the health equity considerations associated with data sharing initiatives. Consider options for shared resources to leverage expertise and promote collaboration on data-sharing initiatives (e.g., shared training programs, IT systems, and liaison roles that could perform epidemiology or informatics functions). This shared approach can bridge resource and knowledge gaps between state and local PHAs, especially for communities with limited resources. Consider ways to include local PHA input and ongoing feedback (e.g., through advisory boards) to encourage shared decision-making. Establish processes and policies to identify appropriate levels of data access across both local and state PHAs, so that shared data can inform population health analysis and reporting purposes at community, state, territory, tribal, and federal levels. Data Sharing Agreements and Organizational Policies When pursuing a new or amended data sharing relationship, engaging with legal experts is essential to safeguard sensitive public health data and ensure compliance with all relevant laws. Failure to successfully navigate these relationships and the inherent complexities associated with certain types of data can limit access to valuable information for important public health initiatives that improve equitable outcomes. Health agencies can take the following actions to promote effective collaboration between program, technical, and legal staff: Share the scope of the data relationship, the details of the proposed data exchange, and the overall programmatic purpose of the arrangement with the legal team. This is necessary for effective discussions with legal counsel and will help inform the agency’s approach to documenting the data relationship (e.g., in the form of a data-sharing agreement or DSA). Use decision-support tools, such as the HEIA, alongside the legal team to consider how the new proposed data sharing policy may impact equity across populations. Use clear and accessible language in DSAs and related protocols and policies, with support from legal counsel. Documents written in plain language support transparency, help build trust, and facilitate understanding among interested parties. Foster a culture of knowledge sharing between program, technical, and legal staff. For example, consider inviting legal staff to join advisory committees, listening sessions, or town halls about data sharing considerations to enhance program staffs’ understanding of legal considerations, address perceived barriers, and promote relationships and knowledge exchange between program teams. Conclusion In addition to adopting policies that make data accessible across government levels, it is important to develop mechanisms for communicating with communities about how their data is being used. For example, developing public-facing data dashboards (such as Alaska Department of Health’s Public Health Data Hub) that are easily accessible and understandable can be an effective way to increase transparency and build trust with the public. By committing to these strategies, PHAs can support a more collaborative, coordinated, and equitable approach to state and local data sharing, and strengthen PHAs’ capacity to address public health challenges. website yes

Partner Spotlight: Q&A with Lilly Kan, Project Director, The Pew Charitable Trusts Q&A: Importance of Data Sharing Between Healthcare & Public Health ASTHO Staff Lilly Kan, project director at The Pew Charitable Trusts, discusses the importance of data sharing between the healthcare system and public health. State and territorial health agencies need access to timely, standardized, and high-quality health information, which healthcare providers can report seamlessly through automated data sharing using modern scalable response-ready systems. As ASTHO’s Public Health Data Modernization Policy Statement notes, this core capacity requires not only technological and workforce investments but also strong policies that facilitate the exchange and governance of public health data. We speak with Lilly Kan, project director of Public Health Data Improvement at The Pew Charitable Trusts, who asserts that data sharing between the healthcare system and public health forms the basis for timely public health action. She explains how staff in state health departments have informed Pew’s efforts, including an upcoming 50-state report, and can support the drive to modernize public health data exchange. Tell us about Pew’s work to improve public health data sharing. The public health data improvement project follows our previous work around the interoperability and usability of electronic health record systems and focuses on leveraging those technologies to improve data sharing with public health departments. Our aim is to identify strategies that facilitate more seamless sharing of timely and complete data from those who collect it (e.g., doctors, labs, and other providers or care settings) with those who need it in our public health agencies, reducing provider burden and helping to protect their communities. Some of our work is at the federal level, as we are engaging with agencies like CMS, CDC, and the Office of the National Coordinator for Health Information Technology on rules governing topics such as incentives for data sharing. In addition, we’re developing a 50-state report that reviews data sharing policies throughout the country, discusses how data between healthcare and public health gets shared in practice, and includes interviews with public health officials that provide deeper context on their needs and challenges. We’re aiming to release the report this fall and look forward to showcasing steps state health agencies are taking that may be useful for their peers as well as highlighting some of the most common trends we’ve seen throughout the country. What role does the healthcare system play in the public health data infrastructure? The billions of data points generated by doctors’ offices and hospitals every year could yield a dynamic, high-definition picture of the nation’s health and provide insight into potential threats, but only if public health agencies have timely access to it. What we’ve heard in conversations with providers is that they see public health data as a potential benefit for them as well. The data state health agencies compile and analyze could be a boon for patient care if providers receive bidirectional access to it. Building connections with partners in the healthcare system could make it easier for everyone to work together and support healthier communities. Which partners are important to this project and how can they help to support it? Since our project is focused on supporting health departments, public health officials in states, counties, and cities are critical—they know their operating environment and what policy changes would be best for them. We’ve been speaking with officials throughout the country as well as organizations supporting public health departments, such as ASTHO, from the start, but we’re also thinking of the groups that collect data (e.g., hospitals, individual practitioners, and labs). Additionally, elected officials at the state level may be responsible for shepherding policy changes into law. Every one of those groups has important perspectives to offer and different questions they’ll need answered. How have your conversations with public health officials shaped Pew’s approach? At its core, our work needs public health practitioners’ experiences, perspectives, and voices. We have heard from public health officials that having quality data isn’t enough; having the people and systems in place to analyze it and harness it is equally important. Sorting through reams of faxes when every hour counts for contact tracing is not a good position for health agencies to be in, especially if they are understaffed. As such, resources are a frequent concern for people we speak to—as anyone who works in public health will understand, making improvements without further financial and staff support is an immensely difficult task. We also recognize the importance of understanding a state’s specific challenges. What if a state has less access to high-speed broadband internet, and faxes or phone calls are the best way for some providers to contact patients? What if new systems or connections would be an undue financial or staff burden? That’s why, again, the biggest takeaway in our conversations is that we need to understand states’ specific situations before we provide guidance. That is critical for our work going forward. Finally, we know that there is no one-size-fits-all solution to advance data sharing between healthcare and public health. Every state comes at this from a different starting point and with different needs and challenges, and public health officials are working heroically in their own specific environments every day. But we also know that there are common themes or aspects across different states’ policies and practices that peers could adopt in their own settings. As we work to better understand where states are in this process and what policy changes might get us closer to seamless electronic data sharing, we know a single top-down strategy will not work; collaborating with people who face these issues every day is key to finding the solutions that will work for them. What do you have planned for the continuation and/or expansion of this work? We’re also conducting research into states that have implemented successful data sharing practices between their public health agencies, other state agencies, and even external partners beyond the government—all of which could help other states take steps of their own, based on the experiences of their peers. We’ll aim to highlight some of those in case studies to come over the next year. Ultimately, our goal is to help better prepare our country for the next public health challenge before it arises. The best time to make these changes is when we aren’t facing a health crisis—so we can take the time to ensure we’re ready for the next one and better able to deal with existing issues in our communities that may need extra intervention. Health departments are essential for that, and we’re looking forward to working with them further. website yes