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Syphilis Campaign Planning Project These resources provide health agencies with the tools they need to plan messaging campaigns to promote syphilis testing and prevention. The Syphilis Communications Campaign Planning Project is a comprehensive suite of resources and tools — created in collaboration by ASTHO, CDC, and Trillium — designed to help health agencies create robust messaging campaigns aimed at increasing syphilis testing and prevention efforts. These worksheet templates can be used to develop and customize a messaging campaign tailored to your agency’s programs. Accompanying the templates are two reports exploring the development and efficacy of these resources.   article yes

ASTHO's Climate and Health Portfolio article no

Sustaining DMI: Medicaid Advanced Planning Document Process How state Medicaid agencies can request enhanced federal funding for Medicaid Enterprise Systems and related activities. Why is the Advanced Planning Document process important? Based on information from the Government Accountability Office (GAO), the Centers for Medicare & Medicaid Services (CMS), and the Federal Register, the Advanced Planning Document (APD) process is a procedure through which states develop a plan of action for their Medicaid information technology (Medicaid IT) projects. These plans are for designing, implementing, or operating Medicaid Enterprise Systems (MES) projects. State Medicaid agencies (SMAs) submit completed APDs to CMS—specifically a designated state officer in the Center for Medicaid and Children’s Health Insurance Program (CHIP) Services (CMCS) Data and Systems Group (DSG)—to request federal financial participation for their activities. The state officer reviews APDs to assess whether states’ requests for federal financial participation for designing, developing, implementing, or maintaining MES activities contribute to the economic and efficient operation of Medicaid and meet specific technical and operational criteria defined in statute, regulation, or sub-regulatory guidance. A state that receives federal financial participation can see increased access to stable federal funding to support MES activities. In addition, APDs are used to monitor a state’s project performance and outcomes. What are the three types of APDs? There are three types of APDs: Planning, Implementation, and Operational (Table 1). Table - Resource - Sustaining DMI: Medicaid Advanced Planning Document Process What are the major steps for states in the APD process? To request enhanced federal funding for MES, SMAs must complete the APD template that aligns with where they are in the development of their project (for example, design or maintenance) and submit it to the designated CMCS DSG state officer. The APD process contains five major steps and can take many months to complete: Meet with key state contacts and decision-makers. Based on information from the Public Health Informatics Institute’s information and tip sheets, before developing the APD, the SMA should identify and engage key state contacts and decision makers to solicit their input about the proposed project and secure their and their staff’s collaboration to complete and submit the APD to the CMCS DSG state officer. The state health agency (SHA) should work closely with the SMA during this process to ensure that they provide needed support to the SMA. For example, the SHA may gather information for the SMA to include in the APD or advise on how to complete particular sections of the APD. During this process, the SMA and SHA should consult with their respective agency leadership to discuss the type of technological solutions Public Health maintains, Public Health’s relationship with the state Medicaid program, and the opportunity to align systems to reduce overall state costs and improve state efficiency through the APD process. The SMA and SHA should also engage the MES lead, who can offer critical information about current MES components and component certification needed to complete the APD. In addition, GAO recommends states involve their chief information official in overseeing Medicaid IT projects because they can play a critical role in decision making related to IT budgets, management, and oversight. Next, the SMA and SHA should engage the CMCS DSG state officer to develop a strong understanding of how the APD can support the Medicaid program and serve a public health interest. Coordinating with the state project management office can help integrate the diverse parties and processes needed to develop and submit the APD for approval. It can also help ensure that states develop a comprehensive and flexible timeline for the APD process, stay aware of approaching deadlines, and meet ad hoc requirements. Develop the appropriate APD. Next, based on 45 C.F.R. § 95.610(c), the SMA and SHA should identify which of the three types of APDs to submit to the CMCS DSG state officer. Planning APDs are recommended for large and complex projects, such as statewide projects. However, if a state can identify a clear and easy pathway to integrate a public health information technology system with a current MES procurement or development phase, it can forgo developing a Planning APD and directly develop or update an existing Implementation APD. For example, if a state is looking to integrate its counties’ public health data into its MES at once, it should develop a Planning APD as the project is large and affects all counties in the state. However, if a state already has most of its counties’ public health data in its MES but is looking to add a single county’s data to its MES using the same process it previously and successfully used to add the other counties’ data, it may not need to submit a Planning APD. If a state has already successfully integrated its counties’ public health data into its MES and is looking to make major technology upgrades and improvements, it should submit an Operational APD. Regardless of the type of APD the state submits, the SMA and SHA should work together to ensure the request meets the Conditions for Enhanced Funding (see separate document Conditions for Enhanced Funding: The Basics). Submit the APD for approval and be available for revisions. Based on information from CMS, GAO, and the Office of Child Support and Enforcement, the state should then submit the APD to the designated CMCS DSG state officer. The SMA and SHA should plan to receive questions and revision requests from the CMCS DSG state officer and ensure that the state has staff capacity to answer questions and revise and resubmit. Approval conditions can be found at 45 C.F.R. § 307.15, but approval criteria might vary by Medicaid IT project and other factors. If approved, implement the plan. Next, the state can carry out the plan described in its Planning and Implementation APDs. After the Medicaid IT project has been operating for at least six months, states can request system certification from CMS. According to CMS, certification is required to receive the enhanced 75 percent federal financial participation for operations. The certification process includes states submitting to CMS an intake form, a certification request letter, and supplemental materials with information on its system. CMS may then start its review to assess whether the state’s system meets certification requirements. If approved, monitor and report progress and submit other APDs as needed. Based on 45 C.F.R. § 95.610(c) and 45 C.F.R. § Part 95 Subpart F and information from CMS, CMCS, Office of Child Support and Enforcement, as the state continues with its Medicaid IT project, it should adhere to monitoring and reporting requirements for enhanced federal funding. It also should submit annual APDs as required. If the state wants to make any major changes to the Medicaid IT project in concept, scope, cost allocation approach, timeline, and other key areas, it must develop and submit an as-needed APD. An as-needed APD is due no later than 60 days after the occurrence of the change. State examples: Medicaid Enterprise System projects Based on information from Alvarez & Marsel, state MES projects will vary based on factors such as the maturity of a state’s technology infrastructure, its specific data needs, and its available resources. As such, projects to design, implement, or operate MES can range in size, complexity, and timeline. For example, the Alabama MES Modernization Program, the Wyoming Integrated Next Generation System Project, and the Florida Health Care Connections project all seek to transform their singular Medicaid Management Information Systems (MMIS) into modular, multi-vendor MES, but differ in approach. In addition, Arizonia and Hawaii are collaborating to modernize their shared MES. For more information on state MES projects, see the Medicaid Enterprise System Solution/Module Contract Status Report. This webpage lists states’ MMIS and Eligibility and Enrollment contract information for their MES projects. It also lists contact information for state officers to reach out to learn more about states’ MES projects. website yes

Navigating Public Health Planning with Precision and Purpose Discover examples and best practices for developing strategic plans that enhance community health outcomes. Embarking on the journey of public health planning demands more than good intentions. It requires a meticulous blueprint that encompasses budgetary considerations and strategic timelines, and effectively leverages external support. Across a landscape in which every decision has the potential to uplift entire communities, there are a world of opportunities and details to explore. Included among them are the critical components of crafting a robust plan, the value of engaging contractors, and strategies for optimizing resources. Mining Existing Plans for Insight and Inspiration Organizational strategic plans, Community Health Assessments (CHAs), and Community Health Improvement Plans (CHIPs) can supply guidance and inspiration for comprehensive public health planning. These documents offer both valuable insights into public health initiatives and tangible examples of effective planning frameworks. There are multiple examples of existing plans within health agencies across jurisdictions; when seeking them out, consider various criteria (e.g., population characteristics, geographic location, and specific health priorities). By examining plans tailored to communities with similar demographics or facing comparable health challenges, planners can apply approaches that resonate in their own context. Additionally, understanding the distinctions between strategic plans, CHAs, and CHIPs is essential, particularly for agencies aspiring towards PHAB Pathways Recognition Program or PHAB Accreditation. These plans are separate entities within the PHAB framework, each playing a vital role in shaping public health strategies and fostering community well-being. Strategic Plans Strategic plans outline organizational goals, plans to achieve them, and how to measure success. They drive resource allocation, decision-making, and other priorities organization wide. Examples U.S. Virgin Islands Hawaii Forest County Potawatomi* El Paso County, CO* San Joaquin County, CA* Community Health Assessments Community health assessments offer a complete view of risks, resources, and factors influencing outcomes. Supported by diverse environmental and socio-economic data, CHAs inform health policy, staff protocols, partnerships, program development, funding, resource allocation, and health improvement planning. Examples U.S. Virgin Islands Oneida Nation* Forest County Potawatomi* El Paso County, CO* San Joaquin County, CA* Pierce County, WA* Community Health Improvement Plans Community Health Improvement Plans are strategic, collaborative roadmaps derived from CHAs. They outline how health agencies, partners, and communities will unite to enhance overall health. They guide priorities, resource allocation, and steer project, program, and policy implementation. Examples U.S. Virgin Islands Hawaii Oneida Nation* Forest County Potawatomi* El Paso County, CO* San Joaquin County, CA* Pierce County, WA* *PHAB Accredited Health Department Plan Components, Timeline, and Budget Agencies considering planning processes and examples from other jurisdictions should recognize the diversity in approaches across different agencies and jurisdictions. There truly isn’t a singular “right” way to undertake public health planning. Instead, it’s about tailoring the process to suit the jurisdiction’s unique needs and circumstances. Examples to Guide Plan Development The Kansas Institute of Health’s Strategic Planning in the Public Health Sector Handbook offers a comprehensive breakdown of planning elements and timeframes based on a six-month plan development calendar. Explore Minnesota Department of Health’s Community Health Assessment and Planning Toolkit, a rich resource for navigating the CHA-CHIP process and timeline. Their template includes a detailed approach that considers capacity to accomplish each step within a desired timeline. Given the variation in the depth and breadth of jurisdiction planning processes, it is challenging to pinpoint a specific dollar amount to cover a planning endeavor. NACCHO’s MAPP Budget Template (part of their downloadable MAPP 2.0 process) can help systematically think through the resources necessary for planning processes. Outsourcing Key Support External support—in the form of facilitators, contractors, or other specialized professionals—can play a pivotal role in enhancing public health planning by offering fresh insights, innovative strategies, and diverse perspectives. Such support also allows for full, active organizational participation in the planning process. Moreover, they can provide valuable technical assistance, helping to navigate complex challenges and identify best practices from other contexts. By harnessing external support, organizations can optimize their decision-making processes, foster collaboration, and enhance the delivery of services to communities, thereby promoting better health outcomes for all. Conducting a SWOT Analysis: Contractors can assist in facilitating a thorough analysis of the organization's strengths, weaknesses, opportunities, and threats (SWOT). This structured assessment helps identify internal factors that impact the organization's ability to achieve its objectives and external factors that may affect its operations. Proposing Strategic Priorities: Based on the SWOT analysis and input from stakeholders, contractors can help planning teams crystallize priorities aligned with the organization's mission and vision. These priorities serve as the foundation for developing the plan. Facilitating Steering Committee Meetings: Steering committee meetings are crucial for decision-making and guiding the strategic planning process. External facilitators can lead these meetings, ensuring productive discussions, consensus-building, and alignment with organizational goals. Developing Components of the Strategic Plan: Contractors can support in drafting or reviewing various components of the plan, including vision and mission statements, goals, objectives, and action plans. They may ensure these components are clear, concise, and aligned with the overarching strategic direction. Developing a Draft Implementation Plan: An implementation plan outlines how to achieve strategic goals, including timelines, responsible parties, and resource allocation. Contractors can support an organization to develop a draft implementation plan that outlines actionable steps to translate the strategic plan into reality. Developing Quality Improvement Metrics: Contractors can assist in guiding the development of metrics to measure the effectiveness of the strategic plan. These metrics should be specific, measurable, achievable, relevant, and time-bound (SMART), providing a framework for monitoring progress and making data-driven decisions. Conducting Training Among Organization Staff: To ensure buy-in and understanding of the strategic plan and process itself, contractors can help develop and co-facilitate training sessions for staff members. These sessions may cover strategic objectives, action plans, and their roles in achieving organizational goals. Developing a Communication Plan: Effective communication is an essential key for keeping any strategic plan off the shelf. Contractors can support an organization in developing a comprehensive communication plan that outlines key messages, target audiences, communication channels, and timelines to ensure consistent and transparent communication throughout the organization and with partners. Developing Process Logs, Templates, and Meeting Notes: Contractors can create documentation tools such as process logs, templates for strategic planning documents, and detailed meeting notes. These resources streamline the planning process, capture important discussions and decisions, and serve as valuable references when considering sustainability. In summary, external support brings valuable expertise and resources to public health planning processes, enabling organizations to navigate complexities, engage partners effectively, and develop actionable strategic plans that drive positive health outcomes for communities. OE22-2203 PHIG website yes

Health Equity in Overdose Data to Action Overdose prevention and health equity are two vital aspects of addressing the urgent public health crisis of substance use and overdose. Overdose data is crucial in identifying inequities and shaping effective interventions. By using data to drive action, health agencies can create more equitable and impactful strategies to prevent overdoses. To support this work, ASTHO has created health equity resources for recipients of CDC’s Overdose Data to Action (OD2A) cooperative agreement. Resources OD2A Health Equity Needs Assessment Overview ASTHO, in consultation with CDC, created the OD2A Health Equity Needs Assessment to assess the support, technical assistance, and training that state, local, and territorial health agencies need to move health equity forward within their OD2A programs. Based on the results of the needs assessment, ASTHO, in partnership with Strickland Health Consulting, identified nine prevalent technical assistance needs and developed a resource, Advancing Health Equity in the Overdose Crisis Response, a compilation of existing resources, to address these components of integrating health equity into overdose surveillance and prevention efforts. Health Equity Sharing Forum: Health Equity and Culturally Responsive Evaluation ASTHO, in partnership with CDC, hosted a virtual OD2A Health Equity Sharing Forum on January 11, 2023. The forum focused on how health equity and culturally responsive evaluation are informing OD2A prevention efforts, as well as understanding how CDC and ASTHO can support these efforts through technical assistance and resource development. Panelists discussed incorporating health equity and culturally responsive evaluation into their OD2A activities and opportunities for collaboration with health equity subject matter experts. The forum featured three speakers from CDC’s Program Evaluation Team and Applied Prevention Science Team: Minda Reed, Marissa Roberts, and Jenelle Mellerson. Three OD2A jurisdictions—Sarah Ruiz of Massachusetts, Jan Fields of Michigan, and Stacy Christopher and Ashly Jordan of New York City—and two health equity evaluation experts—Pat Campbell of Campbell Kibler Associates and Veronica Thomas of Howard University—also joined the discussion. Sharing Forum Resources  OD2A Health Equity Sharing Forum Resources: A curated set of resources referenced by panelists. Health Equity Focused Evaluation Profiles (Parts 1 – 4): A collection of four posts written by Jan Fields for the OD2A Evaluation Community of Practice blog between December 2021 through June 2022. Part 1: Root Cause Analysis and Equity Review Part 2: Plan for Adaptions Part 3: Context Analysis Part 4: Health Equit Indicator Development Health Equity Focused Evaluation Profiles (Part 5): This is the fifth of a series of blog posts on implementing core components of a health equity work plan that was created by NACCHO and Health Equity and Action Research Tools & Training for Transformation, a Colorado-based consulting firm. Part 5: Community Engagement Assessment Lessons Learned from ASTHO's Mentorship Program: Health Equity Track The Overdose Data to Action Mentorship Program: Health Equity Track convenes both newer and experienced OD2A cooperative agreement staff to celebrate successes, identify challenges, and share ideas through peer exchange, health equity trainings, technical assistance, and a structured mentor/mentee relationship. website False

CDC Clinical Practice Guideline for Prescribing Opioids for Pain, 2022: Resources for Decision-Makers In 2022, the Centers for Disease Control and Prevention (CDC) released the updated Clinical Practice Guideline for Prescribing Opioids for Pain (2022 Clinical Practice Guideline). These educational resources, developed by ASTHO with support from CDC’s National Center for Injury Prevention and Control, aim to enhance decision-makers’ understanding of the scope and purpose of the 2022 Clinical Practice Guideline. Summary of Updates The 2022 Clinical Practice Guideline updates and replaces the 2016 CDC Guideline for Prescribing Opioids for Chronic Pain, leveraging new data to provide evidence-based recommendations for prescribing opioid pain medication for acute, subacute, and chronic pain. This resource summarizes what’s new within the 2022 Clinical Practice Guideline. Access the Summary of Updates   What It Is vs. What It's Not The 2022 Clinical Practice Guideline aims to inform patient-centered decision-making between patients and clinicians. The recommendations are not intended to be implemented as absolute limits for policy or practice across populations by organizations, health care systems, or government entities. This resource is intended to increase understanding of the intended use of the 2022 Clinical Practice Guideline. Access What It Is vs. What It's Not   Key Messages for Decision-Makers The 2022 Clinical Practice Guideline provides voluntary recommendations for clinicians that are intended to be flexible to support, not supplant, individualized patient-centered care. This resource summarizes the purpose and audience of the 2022 Clinical Practice Guideline and why and how it was developed. Access Key Messages for Decision-Makers   Further Considerations for Decision-Makers Decision-makers, including legislators, licensing boards, payers, and other regulatory bodies, have an opportunity to examine current laws, regulations, and policies and ensure that they reflect and provide flexibility for clinicians to address the multiple complexities and nuances of individualized patient care for patients, as discussed in the 2022 Clinical Practice Guideline’s guiding principles and recommendations. This resource highlights some of the key policy considerations in the 2022 Clinical Practice Guideline. Access Further Considerations for Decision-Makers   Health Equity Considerations To reduce health inequities, disparities in access to and utilization of pain care must be addressed. This resource outlines considerations for promoting health equity when interpreting the 2022 Clinical Practice Guideline recommendations. Access Health Equity Considerations for Opioid Therapy website yes False

Recipient Orientation Handbook for OD2A State and LOCAL Cooperative Agreements overdose prevention, substance use disorder, overdose crisis, opioid overdoses, principal investigators, project officer, grants management specialist, secure access management services, public health, mental health conditions, opioid use disorder, drug overdose deaths, opioid overdose deaths, medical condition, cooperative agreements, withdrawal symptoms, drugs or alcohol, prescription drugs, health care, overdose deaths involving prescription opioids, treatment for substance use disorders, deaths involved synthetic opioids, astho, association of state and territorial health officials ASTHO | This guide is for new recipient staff working on the CDC Division of Overdose Prevention cooperative agreements OD2A-S and OD2A-LOCAL. Overdose Data to Action (OD2A) supports jurisdictions in collecting high-quality, comprehensive, and timely data on nonfatal and fatal overdoses and in using those data to inform prevention and response efforts. OD2A focuses on understanding and tracking the complex, changing nature of the drug overdose epidemic and highlights the need for seamless integration of data into prevention strategies. The OD2A program page details funded jurisdictions, how this cooperative agreement contributes to CDC’s efforts to prevent opioid overdoses, and more. This orientation handbook serves as a resource for new recipient staff involved in the CDC DOP OD2A awards, in the hopes that it will assist them in managing their award. Get the Guide (PDF) website yes

Charter Template and Guide Creating a charter is a worthwhile exercise when forming a workgroup, advisory group, or committee or putting together a new project. A charter provides guidance, aligns the project or team goals, and helps make the business case for the effort. This charter is meant to be both a guide and template; it contains many common elements that can be customized. Consider what is important for your successful work together and include those key elements in your team’s charter. Putting together a charter may seem burdensome. In reality, it is an important source of truth for the team to reference throughout the project. That said, charters are working documents. As projects and teams evolve, it is important to revisit the charter and agree to updates together. Assembling the team and developing the charter together is a collaborative way to kick off the work the team will do together. The Commonwealth of the Northern Mariana Islands’ (CNMI) Commonwealth Healthcare Corporation (CHCC) recently used this charter guide, and here is what a CHCC DMI team member had to say: "We collaborated to draft a comprehensive team charter for our Data Management and Integration work. Subsequently, we refined this document in conjunction with our partners, ensuring alignment and clarity. As we prepare for our inaugural meeting, this finalized charter symbolizes the committee's steadfast dedication to executing the Advisory group plan with solidarity and purpose." Get the Resource (PDF) To more easily copy and paste, or fill out content, convert the PDF to a Word document using Adobe's PDF-to-Word Converter. OE22-2203 PHIG website yes

Opioid Preparedness Exercise in a Box opioid use disorder, opioid prescriptions, opioid preparedness, state response protocol, inject inventory, shared language and actions, addiction treatment, opioid overdose, love u guys foundation, terms of art, behavior therapy, overdose prevention, withdrawal symptoms, opioid rapid response program, opioid use disorder oud, treated opioid use disorder, staff and first responders, opioid pain, health care, school safety plan, opioid addiction, astho, association of state and territorial health officials The Opioid Preparedness Exercise in a Box houses all the materials that a state or territory would need to plan and facilitate an exercise to develop, test, and/or enhance a state response protocol for responding to disruptions in access to opioid prescriptions or medications for opioid use disorder (MOUD). The materials in the Opioid Preparedness Exercise in a Box are modifiable. States and territories can adapt these resources to fit unique needs and characteristics when preparing for and facilitating their own opioid preparedness exercise. website yes False

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

Overdose Spike Preparedness Exercise Tabletop in a Box Overdose Spike Preparedness Exercise Tabletop in a Box Check out these resources for actionable steps to conduct overdose spike preparedness exercises. The Overdose Spike Tabletop in a Box resource is intended to assist state and local jurisdictions to plan and prepare for overdose spikes through the implementation of an overdose spike preparedness exercise. An overdose spike is broadly defined as when the total number of suspected overdoses for a defined geographic area exceeds a pre-determined threshold for a specified time. Overdose spikes are emergency events that require a coordinated response among many agencies and partners. The purpose of the exercise is to practice response scenarios with all partners who may be called upon to respond during a real-life overdose spike. The objectives of the exercise are to: Discuss the necessity and urgency of preparing for overdose spikes. Enhance cross-sectoral partnerships to respond to overdose spikes. Practice response scenarios to support developing or enhancing overdose spike response protocols. Resources The tabletop in a box includes six resources to help plan for and conduct an overdose spike preparedness exercise. Partner List (automatic Word download): The exercise partner list includes a suggested list of key response partners who might participate in the spike response preparedness exercise. The response team may use this document to brainstorm key response partners and track contact information and invitation status for the exercise. Mock Scenario and Inject Inventory (PDF): This document serves as a menu of options for exercise facilitators to select from when determining what scenarios and injects, or example scenario changes, to include in their overdose spike preparedness exercise. Agenda (automatic Word download): This document includes two template agendas to accompany the exercises. Exercise Slide Deck (automatic PowerPoint download): These slides serve as a template for response teams to adapt and use to structure the exercise. Action Plan Template (automatic Word download): This template can be used to identify and organize key activities that strengthen your jurisdiction’s spike response protocol. Resource List: This list outlines key resources on overdose spike preparedness and response strategies that may assist exercise facilitators and participants before, during, and after an exercise. Tips for Facilitating an Overdose Spike Preparedness Exercise It is important to note that each jurisdiction has unique resources, assets, and challenges. This resource is intended to be modified by the exercise facilitators to fit the local context and priorities. Some general tips for facilitators are outlined below. We encourage facilitators to share ongoing feedback on the utility of these materials by contacting opioidpreparedness@astho.org. Planning Exercise facilitators and their roles in the community will vary by jurisdiction. Facilitators should generally have detailed knowledge of the overdose prevention and response landscape in their jurisdiction and feel comfortable with leading discussions among partners. Facilitators may enlist others to help organize and prepare for the exercise. It is recommended that facilitators, as well as any others involved in exercise planning, begin the planning process by completing the Partner List resource. This list will help outline partners who should be invited to participate in the exercise. Following this step, facilitators should choose the scenario and inject that will yield the most fruitful discussion during the exercise. Once these first two steps are complete, facilitators and planners should invite participants and schedule the exercise. The general recommendation is to schedule the exercise at least six weeks after the day the invitations are sent to maximize availability. Structure The Overdose Spike Preparedness Exercise outlined in this resource is designed to take approximately four hours to complete, including breaks, and can be conducted virtually or in person. The exercise can be split into two sessions that take place no longer than one week apart. The benefit of splitting the exercise into two sessions is the ability to adjust and invite additional partners if gaps are identified during the first session. If the sessions are split, facilitators are encouraged to enlist timekeepers and to use their discretion in choosing when to close the first session and where to pick up for the second. Protocol Development and Enhancement The Overdose Spike Preparedness Exercise outlined in this resource can be used by state and local jurisdictions at any stage of spike response development, whether they have a plan or protocol in place or not. If the jurisdiction has a plan or protocol in place, it should be shared with all participants beforehand so that the plan can be appropriately tested through the exercise. If a plan or protocol has not yet been developed, exercise facilitators should give special attention to what information they would need to elicit through the exercise discussion to begin formulating a plan. Whether or not a protocol exists, the facilitators should plan to task someone with taking extensive notes during the exercise. Action Planning It is critical to summarize the next steps and key priorities when closing each session of the exercise, as well as identifying the person responsible for ensuring that the next steps take place and a timeline. Specific goals and objectives may vary by jurisdiction, but some potential next steps may include formalizing roles and responsibilities, drafting/modifying a response protocol, and connecting with new partners. Resource List Accordion - Resource - Overdose Spike Preparedness Exercise Tabletop in a Box article yes

This workbook is a practical tool for designing Long COVID programs and policies tailored to each jurisdiction’s needs and built to create lasting impact.

Long COVID Resource Guide: Tools Plus Insights from State and Territorial Initiatives Discover Long COVID resources, tools, and support networks for individuals, health care providers, and public health professionals. This resource offers key Long COVID resources, tools, and support networks for individuals, health care providers, and public health professionals. It encompasses essential resources and examples of successful state-led initiatives that illustrate best practices in community engagement and awareness. What Is Long COVID? Long COVID is defined as a chronic condition that occurs after SARS-CoV-2 infection and lasts for at least three months. It includes a wide range of symptoms or conditions that may improve, worsen, or be ongoing. Who Is Affected? Its lasting symptoms can impact physical and mental health, restrict work and caregiving, and create ongoing challenges for families and health care providers. Federal Resources These tools provide current clinical guidelines and useful information for health care professionals and the public: Long COVID Basics by CDC Healthcare Appointment Checklist for Long COVID by CDC Guidance on “Long COVID” as a Disability Under the ADA, Section 504, and Section 1557 by HHS Resources for People with Long COVID by Administration for Community Living Health Care Provider Resources Health care providers play a crucial role in identifying, managing, and supporting patients with Long COVID. These resources support care coordination, patient advocacy, and disability protections related to Long COVID: Clinical Guidance: Long COVID Point of Care Resource by American Academy of Family Physicians Advocacy and Resource Access for the Care of Patients with Long COVID by American Academy of Family Physicians Practical Guidance for Medical Professionals by Job Accommodation Network AAPM&R Multi-Disciplinary PASC Collaborative Free CME: Updates in Long-COVID Conditions by American Academy of Family Physicians Long-COVID Webinars: Institute for Learning, Education and Development by U.S. Department of Veterans Affairs RECOVER Research Review (R3) Seminar Series by NIH Long COVID and Fatiguing Illness Recovery Program ECHO by The University of New Mexico Schmidt Initiative for Long Covid Long COVID Resource Repository by Council of Medical Specialty Societies Resources for Individuals, Caregivers, and Advocates These resources are designed to support individuals living with Long COVID and the caregivers and advocates who stand beside them: Long COVID: What You Need to Know by AAFP Long COVID and Behavioral Health Communication Toolkit by SAMHSA AHRQ Efforts To Address Long COVID by Agency for Healthcare Research and Quality RECOVER: Researching COVID to Enhance Recovery by NIH RECOVER-TLC Will Advance Long COVID Research by Foundation for the National Institutes of Health Directory of Long COVID Clinics by Long COVID Alliance Long COVID Kids Long COVID Alliance Resources A Misunderstood Disabling Chronic Illness: How You Can Support Loved Ones Living with Long COVID by the University of Colorado School of Medicine Infection-Associated Chronic Conditions Initiative Patient-Led Research Collaborative Long COVID Essentials by Long COVID Justice article yes

Identify which document management systems can best help your organization operate efficiently with this resource.

Learn how to assess public health technology from a legal and policy lens prior to adoption.

State Resiliency Hub Each year, the resilience of states and island jurisdictions is tested by hurricanes, floods, extreme heat events, droughts, destructive wildfires, and other natural disasters and homeland security threats. These events require support from state health and environmental agencies to address not only the immediate challenges of the communities, but also longer-term recovery efforts. There are numerous resources available to support state and territorial health agencies and their environmental counterparts in these efforts. ASTHO and the Environmental Council of the States have been partnering to better understand state activities around resiliency planning and implementation. This resource hub contains links to state resiliency plans and guidance documents, outreach and training materials, tools, case studies, and additional resources to support jurisdictions in their disaster resiliency planning and implementation. Case Studies - Resource - State Resiliency Hub Accordion-State Resiliency Resources - Resource - State Resiliency Hub Accordion-Additional Resources - Resource - State Resiliency Hub article yes

Dear Colleague Letter Template: Long COVID Communication Dear Colleague Letter Template: Long COVID A letter template for communicating the latest information and resources related to Long COVID. Millions across the United States continue to experience the physical, mental, and social effects of Long COVID. This “Dear Colleague" letter template is designed to help public health departments, health care providers, and community partners address the complex and evolving challenges that come with the condition. This customizable resource streamlines communication by consolidating the latest Long COVID guidance and best practices, with placeholders for jurisdiction-specific services and tools. Simply download the template, copy/paste it onto your jurisdiction’s letterhead, and adapt it to your needs using the prompts. Download the Template article yes

Prioritizing Economic Support Policies to Prevent ACEs and Promote Public Health Prioritizing Economic Support Policies to Prevent ACEs Explore economic support policy options to prevent ACEs and promote public health in your jurisdiction. article yes

Available in English and Spanish, the Guide on Conducting a Policy Assessment and Gap Analysis is a resource for state and territorial health agencies interested in improving administrative and operational policies and processes.

Grants Management Office Structure Optimization Toolkit As part of its STAR Center services, ASTHO offers valuable technical assistance to state and territorial health agencies for enhancing grants management functions. This opportunity is designed to empower health agencies by providing them with expert guidance to streamline their grant management processes and gain valuable insight into transitioning certain grant functions from decentralized to centralized. The Grants Management Office (GMO) Structure Optimization Toolkit was collaboratively developed to assist health departments in establishing and maintaining a more centralized GMO to optimize the utilization of federal funding. The purpose of this toolkit is to comprehensively assess the department's current federal grant workload, grant management office staffing requirements, and potential opportunities. Doing so enables efficient allocation of efforts and support among funded programs. The primary objective is to centralize critical functions through a comprehensive grants management system led by specialized and well-trained personnel who maintain close communication with program staff. The toolkit also aims to define the transition costs associated with adopting this structure and appropriately distribute the expenses across multiple programs. Once fully implemented, the centralized grants management system is expected to: Strengthen the infrastructure of public health agencies and enhance overall performance. Improve the capacity to manage federal grants and their funds effectively and efficiently. Foster greater collaboration and stronger working relationships among different program areas. Technical considerations: IT support for application download Microsoft Power Platform for Power BI usage Exploring the Toolkit in Depth The GMO Structure Optimization Toolkit includes a set of electronic tools designed to conduct a self-assessment, recommend the best structure to manage grants, and allocate costs. Through the self-assessment, health departments will gain valuable insights into their current and projected workload demands and they can better comprehend their existing program management practices. By doing so, they can identify the necessary staffing requirements and uncover opportunities within the GMO, enabling them to efficiently allocate their efforts across funded programs. Accordion - Grants Management Toolkit website no False