Displaying 121-140 of 197 results for

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

Learn about ASTHO's Peer Assessment Program and how it served as a critical resource for modernizing the Texas Department of State Health Services' workforce efforts.

Learn about state and federal efforts to bolster the behavioral health workforce in response to the growing demand for behavioral health services.

Colorado's New Online Mentorship Initiative Supports Local Public Health Agencies Elise Moore Learn how CDPHE developed an online mentorship program to enhance local public health leadership, with tips for other health departments. The Colorado Department of Public Health and Environment (CDPHE) launched their Athena Success Partnering program, an online staff mentorship initiative for local public health agencies. CDPHE's Office of Public Health Practice, Planning, and Local Partnerships (OPHP) developed the program as part of its Executive Director Learning Pathways project, which supports those leading local health agencies in Colorado—especially after many of those leaders faced intense scrutiny during the pandemic. CDPHE used Public Health Infrastructure Grant (PHIG) funds to procure the software to support its online mentorship programs. Several different entities in CDPHE are now using the software for mentoring initiatives, including programs for new hires, human-centered leadership, and peer support. In addition to the Athena Program, OPHP uses the software for a peer connection program for Colorado Chief Medical Officers. Development and Launch of the Mentorship Program An Executive Director Advisory Group helped guide OPHP’s thinking around the options and elements to include in its online mentorship program for local health agencies. The Athena Program provides new and experienced executive directors and emerging leaders the opportunity to form supportive peer relationships for skill development, confidence building, networking, effective agency leadership, and supporting retention efforts. OPHP started by focusing on local public health agency executive directors and has recently opened the program to all Colorado local public health agency staff. The program offers a series of steps or prompts to guide mentors and mentees, with content to last for a year of regular meetings. Some of the automated prompts include ice breakers and questions about communication, goal setting, and leadership. Additionally, the platform has a learning section where users can find articles and resources related to professional development. Participants use the platform for traditional mentoring, and to connect with colleagues with expertise in specific areas. Users can ask questions or request mentorship for specific time-sensitive problems or learning needs. They can also join role-specific groups, such as planners and emergency preparedness and response and resiliency staff. OPHP notes that it took time for staff to develop new habits for using the platform for questions and resource sharing and that some executive directors did not feel qualified enough to become mentors to other executive directors. To address some of these challenges, OPHP created resources and opportunities for users to understand the program's benefits, including a monthly newsletter. In one edition, OPHP outlined reasons to become a mentor—addressing the benefits, time investment, preparation guidance, and qualifications to be a mentor. Program Receives Positive Response Both mentors and mentees in the Athena Program have expressed positive outcomes and benefited from their relationships. Broomfield County Executive Director Jason Vahling shared that he benefitted from the mentor experience. “Initially, I was signing up to be a mentor, but I feel like, at times, we switch back and forth between being the mentor and mentee and learn from each other. It has been great to have a partner outside the metro area to get insights and learn from." Mentorship Platform Evaluation Plans As the program continues, OPHP is using quantitative and qualitative data (e.g., participation counts, user surveys, and key informant interviews) to assess participant engagement. Program administrators are also assessing supports and barriers to participation and whether participation in the mentorship program is helping build essential knowledge and skills in implementing best practices for core public health services and foundational capabilities, management and leadership, and staff support and retention. OPHP’s Advice on Planning an Online Mentorship Program For health departments seeking to build their mentorship platform, OPHP shared a few tips: An advisory group was valuable for program planning. Talk to potential participants about their needs, as these may vary. Be patient and take the long view. Demonstrate how the program benefits both mentors and mentees. Provide various options for engaging with mentoring, peer support, and group interaction opportunities. Future Plans for Strengthening Staff Expertise CDPHE plans to continue leveraging PHIG funding, as well as their academic health department partnership with the Colorado School of Public Health, to offer a program to prepare participants to successfully take the Certified in Public Health (CPH) exam and earn certification with a pilot beginning in January 2025. PHIG recipients interested in learning more about Colorado’s experience can reach out to the team at ophp@state.co.us. Special Thanks-Blog - Colorado's New Online Mentorship Initiative Supports Local Public Health Agencies OE22-2203 PHIG website 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

These resources are intended to support island jurisdictions in program planning, retaining community health workers (CHW), preventing CHW burnout, integrating them into health systems, and communicating their role.

A collection of resources addressing moral injury, burnout, resilience, and retention for public health leaders, supervisors, and team members.

This playbook, originally designed for local health departments, provides resources for states and territories who would like to increase community health worker engagement.

Learn effective strategies for addressing workforce challenges in the islands, including geographic isolation and underdeveloped academic pathways.

Data Modernization Primer and Tactical Guides Dive into these data modernization reports for strategies and detailed steps to move from siloed systems to a connected, resilient data ecosystem. Public health data modernization is a collective effort by federal, state, local, and tribal organizations to strengthen public health data and surveillance systems. The ultimate goal is to move from siloed public health data systems to a connected, resilient, adaptable, and sustainable “response ready” data ecosystem. The primer provides state and territorial health officials with a high-level understanding of the objective and significance of data modernization as well as the roles that they play in a successful data modernization initiative. The five tactical guides detail key strategies and tactics for implementing and maintaining data modernization initiatives within public health agencies. article yes

This brief discusses what peer support is, how it is financed, and how incorporating peer support services into federally qualified health centers can be an especially successful strategy for delivering care to safety-net populations.

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.

To ensure that establishments were abiding by food safety rules during the COVID-19 pandemic and to protect the health of professionals who inspect these facilities, multiple state health agencies implemented virtual inspection protocols.

Explore INSPIRE: Readiness by ASTHO—an innovative hub for public health preparedness. Share strategies, tools, and solutions to boost readiness.

A guide to setting up and facilitating Health Equity Circles in the workplace.

This brief discusses the roles state primary care offices (PCOs) have in addressing primary care transformation.

Designing a Public Health Informatics Job Classification Series: A How-To Guide How To Design a Public Health Informatics Job Series Public health agencies can use this actionable guide to develop data informatics jobs and fill critical gaps in their workforce. As part of state and territorial data modernization programs and data system improvement, many public health agencies are realizing that their existing job classifications don’t always reflect the specialized work of public health informatics professionals. While some positions may resemble traditional roles like epidemiologists, they require a distinct set of skills. Informatics professionals focus on integrating and managing data, building stronger data systems, and improving how information flows across programs and partners. They often use advanced tools such as SQL and Tableau, and they work with national data standards — like HL7, FHIR, LOINC, and USCDI — to ensure that health information systems can “speak the same language.” Existing classifications (such as epidemiologist or information technology specialist) rarely capture these technical and cross-disciplinary responsibilities. Creating a dedicated public health informatics job classification series helps agencies attract and retain experts with the right mix of data, technology, and public health skills. It also provides a clear structure for professional growth, defining duties and qualifications for entry-, mid-, senior-, and managerial-level positions. This clarity supports both staff development and long-term workforce planning. However, establishing a new job classification is not a simple task. It requires careful planning, collaboration across departments, and formal approval processes that can take time. This guide outlines the key decisions, documentation, and steps needed to determine whether a new classification is right for your agency and how to develop one effectively. Each health department’s structure and policies are unique, so the process described here should be adapted to fit local circumstances. Steps in the Process 1. Identifying the Need for a New Job Classification The first step is to determine whether your agency truly needs a new public health informatics job classification. Many health departments find that existing job titles — like epidemiologist or clinical application coordinator — don’t align well with the skills required for informatics work. A new classification may be warranted if current titles have different job requirements, pay structures, or barriers that make it difficult to attract and retain qualified candidates. Begin by asking key questions: Does your department already employ staff performing informatics functions? If so, what are their current classifications, and are they effective in recruitment and retention? How flexible are your civil service rules for posting positions with modified requirements or titles? If there’s sufficient flexibility, you may not need a new classification. Are you relying on temporary staff or contractors for informatics work? If so, analyze whether creating permanent positions could reduce long-term costs. If a new classification isn’t immediately feasible, what options exist to train, promote, or compensate staff doing informatics work within the current framework? 2. Understanding the Approval Process and Requirements Once a need is established, identify the steps and timeline required to create a new classification. This process varies widely by jurisdiction and can take several months, or even years, to complete. Start by determining who has decision-making authority and which offices must approve the proposal. This may include local HR departments, statewide HR or civil service offices, commissioners, or budget authorities such as the Office of Management and Budget. If your HR department has a moratorium on creating new classifications, consider negotiating or repurposing existing ones. Document the rationale thoroughly, highlighting recruitment challenges, misaligned duties, and how informatics roles support data modernization goals. Include evidence such as prolonged vacancies or the impact on program performance. Prepare necessary documentation, which may include: A list of required competencies. Subject matter expert reviews. A work study or position analysis. A “career ladder” illustrating differences between entry, mid, senior, and managerial roles (see example: Nebraska’s Informatics Series (PDF)). Comparisons with other job families, such as Nebraska’s Epidemiology Series (PDF). Additionally, determine whether other state agencies also require informatics roles, as cross-agency collaboration can strengthen the case for a new classification. When it comes to salary justification, find out who sets pay scales — some states use centralized systems, while others allow departmental flexibility. In unionized settings, salary changes may also require negotiation. For example, Minnesota uses the Hay methodology through Korn Ferry to determine compensation levels. 3. Gathering Job Descriptions, Competencies, and Key Skills Developing an accurate and competitive job description is crucial. Start by analyzing the knowledge, skills, abilities, and other characteristics required for informatics work. Assess whether existing staff possess these competencies and where skill gaps may exist. Collect and review comparable job descriptions and frameworks from trusted sources, such as: Public Health Informatics Institute and Council of State and Territorial Epidemiologists Region V Public Health Training Center O*Net Online Health Informatics Profile PublicHealthCareers.org Commonly required skills include: SQL R SAS Python Tableau Snowflake ETL processes Interoperability standards (HL7, FHIR, LOINC, USCDI) Project management tools (e.g., Agile and LEAN) Certifications such as HL7 CDA Specialist, FHIR Fundamentals, or Tableau Desktop Specialist may also be valuable. For competency alignment, reference the following professional frameworks: HIMSS Global Health Informatics Competency Frameworks Applied Public Health Informatics Competency Model (PDF) Council on Education for Public Health (PDF) Council of State and Territorial Epidemiologists Competencies Toolkit Public Health Accreditation Board Council on Linkages Core Competencies CDC Competencies for Public Health Professionals You can also consult the Lightcast workforce analytics reports for skills and salary trends and review the literature review repository for additional insights. 4. Conducting Salary Benchmarking Competitive compensation is essential to attracting informatics professionals. Begin by identifying your HR department’s comparison states or agencies and reviewing their pay plans. Compare rates with large local jurisdictions when possible. Showing cost savings from converting contractors to permanent employees can strengthen your justification. If union negotiations are part of your environment, plan early to align with contract timelines. Many agencies use external benchmarking tools aligned with the location of the job, such as Salary.com, Payscale, Glassdoor, or Indeed. Large-scale workforce datasets from Lightcast — a large-scale data vendor that includes data collected from millions of job descriptions — can be useful as well. Data from Lightcast queries include examples of competitor employers, top technical and soft skills, example job titles, and salary ranges for public health informatics positions. Searching and summarizing reference data like this is vital for establishing baseline job information that is in-line with successful public health informatics positions elsewhere, which can help build a case for why your new series is different than existing jobs and requires a specific pay range. For deeper insights into salary trends and disparities, review the following: Salary and Job Requirement Differences for Jobs in Local and State Health Departments Versus the Private Sector: Analysis of Large-Scale Job Postings Data demonstrates that public-sector informatics roles can pay up to 50% less than private-sector equivalents. Salary Disparities in Public Health Occupations: Analysis of Federal Data (2021–2022) shows that informatics jobs pay between 25-45% less in local or state government compared to all other sectors, a difference of up to $71,000 per year in wages. When Money Is Not Enough: Reimagining Public Health Requires Systematic Solutions to Hiring Barriers explores structural barriers beyond pay, such as slow hiring processes or outdated job descriptions, that cause barriers to hiring in health departments. Also review relevant salary surveys from professional associations: HIMSS Nursing Informatics Survey (2022) American Health Information Management Association Salary Survey Report (2019) (PDF) American Medical Informatics Association Salary Survey iMercer Healthcare Informatics and Technology Compensation Data Other Considerations Establishing a new public health informatics job classification requires more than paperwork — it requires persistence, partnerships, and long-term planning. Building relationships with key stakeholders, such as HR leaders, civil service administrators, union representatives, and department executives, is essential. Each may have unique perspectives and concerns about creating new classifications, so tailoring your approach can make a difference. Persistence is often key. If one strategy or argument isn’t successful, try another. For example, some departments have found success by framing informatics roles as critical to data modernization, interoperability, and cost efficiency, while others emphasize workforce development or public health impact. Having distinct classifications for public health informaticians and epidemiologists also supports workforce morale and clarity. It helps staff and partners understand who to contact for specific issues (e.g., analytical versus technical data

Learn about ASTHO’s work with the Public Health Infrastructure Grant (PHIG) program, which strengthens state, territorial, and local health agencies through workforce development, data modernization, and foundational public health services.

Formal partnerships between health agencies and private companies can lead to resource sharing, expertise exchange, and improved health services delivery. The strategies outlined in this resource provide a comprehensive approach to enhancing health equity through public-private collaboration.

Healthy People Coordinator Description Template This template was designed to help health agencies craft job descriptions for staff that can effectively incorporate Healthy People 2030 frameworks into public health initiatives. Healthy People is a national framework that fosters a shared vision of public health across the United States. It establishes national priorities every 10 years to guide jurisdiction planning and data collection, which is supported by the HHS Office of Disease Prevention and Health Promotion (ODPHP). The goal of this template is to create a description for the role of Healthy People Coordinator that is adaptable and flexible to meet the needs of health departments and help them identify candidates. This template was designed with the reality in mind that this is an unfunded position, and for many jurisdictions the position itself may be embedded within another position within the department/division or bureau. This description details the knowledge, skills, and abilities for a successful candidate that can be used on their own or added and adapted to fit into an existing and aligned role. The Healthy People Coordinator role has historically had connections to funding for block grants, performance improvement, or other public health infrastructure related projects. How ODPHP Defines HP Coordinators: “The Healthy People State and Territorial Coordinators make Healthy People happen every single day across the United States. Each state or territory has a Healthy People Coordinator who serves as a liaison with the Office of Disease Prevention and Health Promotion (ODPHP). ODPHP works with Coordinators to identify areas of alignment in their work and the Healthy People 2030 goals and objectives. They also collaborate with the HHS Office of the Assistant Secretary for Health (OASH) Regional Offices.” Suggested Position Description and Overview This position will ensure adequate oversight, management, and efficient and effective implementation and integration of the Healthy People framework within jurisdiction-wide, programmatic-specific, and organizational planning efforts. It will also provide support to state block grant programming and accreditation efforts. Suggested Position Duties Support both program managers and division heads in vision and strategy to align their work with the Healthy People 2030 framework. Help to assess and align planning efforts (CHA/SHA, CHIP/SHIP, Strategic Planning) and programmatic work with Healthy People 2030 objectives. Promote the adoption of data-driven and evidence-based interventions and strategies while working to adapt them to jurisdictional needs. Foster collaborative approaches through increased communication and engagement across programs, departments, and local jurisdictions. Engage leadership, community-based and non-governmental organizations, trusted leaders, and the community across multiple sectors to initiate action and educate key stakeholders around the current public health evidence base to inform policies in alignment with the Healthy People 2030 framework. Serve as the liaison to local/regional/state health departments to better align local level planning efforts with state/territory/freely associated state planning efforts. Participate in Healthy People opportunities offered by ODPHP. Suggested Qualifications for Employment Knowledge, Skills, and Abilities Knowledge of national frameworks like Healthy People 2030, as well as social determinants of health, health literacy, and health equity. Skills in performance and quality improvement and planning. Familiarity with use of evidence-based interventions and practices. Ability to manage multiple timelines and projects. Insight, general understanding, and knowledge in strategies to advance equitable health outcomes. Suggested Requirements for Education, Experience, and Competencies Master’s Degree or higher in Public Health or a closely allied field, preferred but not required. Qualifying experience (demonstrated by certificate, course work, or practical experience) in performance and quality improvement frameworks, evaluation, and data interpretation. Extensive written and oral communication skills coupled with demonstrated experience communicating complex topics or issues both verbally and in writing to diverse internal and external audiences across a broad spectrum of managerial, administrative, and professional staff, especially executive-level leaders. Demonstrated experience in the following subject areas: Organizational development. Working with diverse groups, interacting with the community or community partners. Strategic planning. Facilitation and decision-making. Coaching preferred but not required. Demonstrated competencies in the following areas: Self-awareness, self-management, and continual growth and learning. Decision making—the ability to identify issues; develop analyses of alternative positions and impacts; make data-driven, defensible recommendations; take calculated risks based on logical ratio decision-making processes; make timely/responsive decisions; assume responsibility for decisions made; and involve others appropriately in decision-making processes. Working openly and transparently with colleagues and partners, fostering trust and serving as a resource in challenging work environments. Utilizing quality improvement tools and processes in accomplishing work activities and in support of the agency’s mission and goals; this includes seeking opportunities to participate in process improvement activities and initiating efficiencies in how work is accomplished. Showing a commitment to inclusivity, encompassing cultural, racial, ethnic, and gender sensitivity and competency. Organizational and political awareness. Ability to inspire. Practicing ethics and integrity. Utilizing tools for effectively collaborating with a multigenerational workforce. Suggested Preferred/Desired Education, Experience, and Competencies Understanding, skill, and experience in data interpretation/visualization. Proficiency in co-creating organizational strategies and building shared commitments with executive-level leaders and partners. Certification(s) in facilitation, leadership development, change management, quality improvement, or other related topics. Experience working in a public health-related or governmental organization. website yes