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

In-depth analysis on state health policy surrounding the public health workforce. This is part of ASTHO's annual legislative prospectus series.

ASTHO Legislative Prospectus | Previewing 2025 state legislative actions on data modernization and privacy.

Learn about the Vermont Department of Health's efforts to prioritize data modernization initiatives through its Data Modernization Advisory Committee.

Learn how Iowa HHS streamlined their process for assisting local health departments in this blog article.

San Diego Academic Health Partnership Strengthens Service During COVID-19 and Beyond San Diego Academic Health Partnership Strengthens Service Mayela Arana Learn how the Academic Health and Human Services Department in San Diego strengthens service, research, workforce development, and more in the region. In San Diego County, the connection between academia and public service continues to grow stronger, shaping the future of health and human services. With over 8,200 employees serving a diverse population of 3.3 million residents, the County of San Diego Health & Human Services Agency (HHSA) plays a crucial role in advancing health, housing, and social services across the region. Recognizing the immense value of bridging education with real-world public service, HHSA and San Diego State University (SDSU) formed an Academic Health and Human Services Department (AHHSD): the Live Well Center for Innovation & Leadership (LWCIL), a first-of-its-kind initiative in San Diego County. This partnership is more than just a collaboration; it’s a transformative effort to strengthen education, research, workforce development, and service in the region, inspired by collaborative successes during COVID-19. A Vision Years in the Making Even before the COVID-19 pandemic, leaders at HHSA, SDSU, and SDSU’s College of Health and Human Services (CHHS) recognized the opportunity to deepen their relationship through an Academic Health Department (AHD) partnership. Many of those contributing to HHSA’s success began their journey at SDSU, with over half of the agency’s leadership team and a significant portion of its workforce having graduated from SDSU, particularly from CHHS. With a long history of partnering to provide real-world experiences for students, collaborating on research, and developing practice-informed curriculum, formalizing the partnership to integrate academia and health and human services practice was a natural next step. An Academic-Public Health Partnership in Action HHSA and SDSU’s longstanding relationship initially focused on student field experiences, research collaboration, and workforce development across select schools and decentralized departments but went on to have a major impact on the ground — most notably, enhancing HHSA’s COVID-19 response. Mobilizing Promotoras for Outreach and Support SDSU and HHSA worked together on recruitment, training, and community outreach. They successfully recruited 40 community health workers for a Promotoras program, which initially helped with contact tracing within the highest-risk communities. The Promotoras also identified where people needed assistance (e.g., food, services). SDSU provided support by organizing food pantries in high-risk areas, while the Promotoras took food to those in need. As vaccines became available, HHSA trained the Promotoras on messaging and communications to dispel misinformation and to encourage vaccine uptake. The Promotoras also helped those in the highest-risk communities get appointments at the county vaccination sites. Expanding Public Health Capacity with Nursing Students In addition, SDSU and HHSA worked together to train and deploy nursing faculty, students, and recent graduates in county vaccination efforts. From January through March of 2021, the SDSU School of Nursing partnered with Champions for Health, the local nonprofit arm of the San Diego Medical Society, to train 200 vaccinators. Once trained on the proper storage and administration of the COVID-19 vaccine, faculty-led groups of undergraduate nursing students administered vaccines at community sites in primarily underserved areas of the county — many organized by the San Diego Black Nurses Association. In addition to providing surge capacity staffing to support community and public health efforts, the partnership allowed students to complete clinical hours required for graduation during the pandemic when students were restricted from other clinical sites. Many of the students and graduates who served as temporary contact tracers and case investigators transitioned into full-time positions within HHSA as the COVID-19 response scaled back. Formalizing Collaboration for Lasting Impact Given the tangible value of their collaboration demonstrated during the COVID-19 pandemic, HHSA and SDSU chose to use and adapt the national AHD model — gaining access to the growing, nationwide network of AHD partnerships that inform their goal of sustaining a high-impact academic-practice partnership. They formalized the partnership with a public signing of an overarching five-year memorandum of agreement (MOA) in October 2022 that launched the bold vision of creating San Diego County’s first and only AHHSD. They assigned an additional MOA specifically addressing joint research and data sharing in December 2024, and an addendum supporting agency-wide student field experiences is underway. With formal agreements across all key areas, the foundation will be in place for increased and accelerated collaboration by summer 2025. Building on the regional collective impact vision called Live Well San Diego, the AHD partnership adopted joint branding as LWCIL. An active Steering Committee, co-chaired by HHSA’s Deputy Chief Administrative Officer and CHHS’s Dean, meets quarterly and represents the highest-level leadership for each organization. Members include key leaders in HHSA operations, human resources, and strategy, and the directors from each of its eight service departments. On the academic side at SDSU, the Steering Committee includes representatives from the six schools and multiple institutes within CHHS. Setting Partnership Priorities LWCIL co-created and recently adopted a joint, multi-year Strategic Roadmap to guide the next three years of the partnership’s development and its contribution to a healthy, equitable, safe, and thriving San Diego region. It is organized around four high-impact priority areas: People Success: Build a diverse, competent, and engaged health and human services workforce​, including students and both partners’ workforces.​​ Research & Data Excellence: Inform and improve academia, policy, and practice with rigorous and relevant research. Service to Community: Integrate academia, practice, and community to advance equity and eliminate health disparities. Leadership & Sustainability: Create a nationally recognized academic-practice model with innovative leadership committed to improving academia, policy, and practice. Subcommittees for each priority area, co-chaired by leaders from both organizations, have launched and created action plans tied to advancing the Strategic Roadmap. In addition, emerging workgroups are aligning ​work plans​. Next steps include: Assessing what is already in place and integrating it into the partnership. Developing a standardized and streamlined process for students to complete internships at HHSA. Leveraging opportunities to bridge research and practice and, where appropriate, in collaboration with the community. Investing in capacity has been essential in moving the partnership forward and providing coordination. The director of LWCIL is a “boundary spanning” position, co-funded by SDSU and HHSA. Additional staff support has assisted the partnership, including two HHSA Management Fellows engaged in a year-long program. Advice for Others Seeking to Establish AHD Partnerships HHSA and SDSU offer the following tips to agencies looking to develop or expand AHD partnerships, based on their experiences: Secure leadership commitment: Ensure the highest-level leaders are committed to the partnership’s success and sustainability. LWCIL started with the support of the dean, deputy chief administrative officer, and directors within both organizations who continue to be actively involved as members of the Steering Committee and subcommittees. By doing so, they have helped set priorities, identified staff to participate, and continuously champion the partnership within their respective organizations. Start small: Build from what already exists between the partners, leverage willing internal resources, and celebrate early successes. LWCIL started with conversations focused on workforce development because of existing relationships and shared interests. Those conversations eventually evolved to include collaborating on rigorous equity-focused research and partnering to address needs identified by the community, such as housing stability for our older adult population and food insecurity. The subcommittee structure was created to support those shared priorities; however, it began with smaller, more narrowly focused conversations. Be strategic: Create a common agenda/plan that aligns with the goals of both organizations, making it easier for already-stretched organizations to commit to and benefit from the partnership. LWCIL's co-creation of a multi-year Strategic Roadmap allowed the partners to discuss the many opportunities for collaboration and integration, and to prioritize. It now guides where the partnership is going and helps keep everyone focused on what they collectively decided is important. Then, grow: By getting systems in place and understanding the benefits and challenges between two organizations (HHSA and SDSU), LWCIL is setting the stage for expansion to include other local universities. Take time to plan and set up structures: Creating the LWCIL ​Strategic ​Roadmap was a six-month process that engaged leadership from both organizations. This was critical for identifying priorities and direction, including what structures and systems needed to be organized so the work could move forward. Learn more about San Diego’s Live Well Center for Innovation & Leadership and AHD partnerships, or explore other workforce development resources from the Public Health Foundation. If your health agency wants more information about planning support, please submit a PHIG technical assistance request through PHIVE or contact

Public Health and Academic Leaders Unite Through Texas Consortium Mayela Arana Learn how a consortium in Texas strengthens and supports activities between public health practice and academic institutions. In a state as vast as Texas — spanning 254 counties and operating under a decentralized public health system — collaboration is key to strengthening public health efforts. With local and county health departments working independently and the state stepping in where no local health department exists, fostering partnerships across institutions is both a challenge and an opportunity. Recognizing this, the Texas Department of State Health Services (DSHS) brought multiple schools of public health together under a unified program: the Academic Health Partnership Initiative. Led by the DSHS Office of Practice and Learning within the Center for Public Health Policy and Practice, this initiative is designed to strengthen, support, and enhance activities between public health practice and academic institutions, in which the Academic Public Health Consortium plays a key strategic, collaborative role. Partnership Purpose and Benefits DSHS believes that forming Academic Health Department (AHD) partnerships creates accountability, clearer collective value, and greater access to funding opportunities. AHD partnerships, which can range from student internships to fully integrated collaborations and shared resources, provide a framework for public health departments and universities to work in lockstep. By taking a statewide approach, DSHS not only enhances public health workforce development but shapes a more resilient and connected public health infrastructure in Texas. In addition, DSHS asserts that strengthening academic public health partnerships… Improves the relevance of education to public health practice. Creates innovative public health practices and research. Strengthens connections, communication, and trust. Shares and replicates evidence-based projects, initiatives, and interventions. Maximizes resources, expertise, and funding. Provides opportunities to meet strategic goals. Helps build and train the public health workforce. Evolution of DSHS Partnerships with Academic Institutions DSHS has always valued its relationships with academia and collaborations have been a long-standing piece of their work. State legislators also acknowledge this powerful connection between public health agencies and universities. In fact, through 1999 legislation, Chapter 121, Subchapter F, Health and Safety Code directed DSHS to establish a “public health consortium” composed of academic partners to conduct activities like developing curricula and trainings, conducting research on improving health status outcomes, and developing competency certification standards for public health workers. DSHS’s partnerships with universities have since grown and evolved — while the agency has historically gravitated toward schools of public health as natural partners, DSHS recognizes that public health is a broad field and it can benefit from having expertise in other disciplines. As such, the Academic Public Health Consortium consists of schools of public health within eight Texas university systems but is open to any school or local health department to contribute and participate. Building a Shared Vision Through Statewide Collaboration The Academic Public Health Consortium held roundtable discussions across the state to collect initial input for its Statewide Strategy. Members undertook the following collaborative steps to co-create their shared strategies and goals. Set up introductory meetings with each school to introduce the concept and get buy-in. Discuss the specifics all parties would like to gain from the partnership (e.g., collaboration on research projects or grants, training for staff, internship placements, consultation on curriculum, support for accreditation, guest lectures, hosting career panels, etc.). Identify work groups or committees with each school and agree on meeting frequency. Draft a sample memorandum of understanding or agreement to answer the following: what is our purpose, what are we going to do, how are we going to do it, why is it important, and how will we both benefit. Conduct inventory of current activities. Review each organization’s strategic priorities, goals, and needs. Conduct a SWOT (strengths, weaknesses, opportunities, threats) or SOAR (strengths, opportunities, aspirations, and results) analysis. Develop goals and priorities focusing on the mutual needs of each organization and action plans to achieve them, such as: Increasing student placement in applied practice experience opportunities. Increasing the number of real-world scenarios in the classroom. Providing workforce trainings to health department staff. Increasing student exposure to public health careers through panel discussions. Conducting a rural workforce training needs assessment. The resulting roadmap helps monitor and evaluate progress on agreed-upon action areas and show the impact of the partners on achieving the organization’s mission and goals, including: Prepare, educate, and train the public health workforce. Support public health careers. Speed the translation of research to practice, share best practices, and pilot projects in communities. The Consortium plans to develop subcommittees, get more public health practitioners involved across the state, and secure funding to support the Academic Health Partnership Initiative’s activities. Advice for Others Seeking to Establish AHD Partnerships Organizations can structure AHD partnerships in a way that best suits the nature of the relationship and those involved. There is no right or wrong way to operate this type of partnership, and it may evolve over time. One of the broader and bigger goals is to lay a solid foundation of trust, communication, and structure. Create a space where you can get to know each other better; discover each other’s strengths and needs and communicate opportunities and challenges. Like any good and solid relationship, strong partnerships are not created overnight — they require consistency, intentionality, hard work, and grace. Learn more about Academic Health Department Partnerships or explore other workforce development resources from the Public Health Foundation. If your health agency wants more information about planning support, please submit a PHIG technical assistance request through PHIVE or contact performanceimprovement@astho.org. Special Thanks - Blog - PH Academic Leaders Unite Texas Consortium article yes

Academic Health Partnership Prioritizes Workforce Development in Florida Florida Academic Health Partnership Prioritizes Workforce Development Mayela Arana Learn how an Academic Health Partnership in Florida focuses on workforce development and get inspired. In Hillsborough County, the Florida Department of Health (DOH-Hillsborough) and the University of South Florida (USF) have a long history of working together. Their partnership took on a new level of structure and purpose in 2022 when they formalized an Academic Health Department (AHD) partnership agreement, focused largely on workforce development. This collaboration, supported by the Public Health Infrastructure Grant (PHIG), creates opportunities for DOH-Hillsborough staff to enhance their skills through USF’s public health programs. By providing structured training and education, the partnership is helping to build a stronger, more prepared public health workforce to serve the county’s 1.5 million residents. A Longstanding Partnership Embraces a New Opportunity When CDC released a notice of funding opportunity for PHIG in 2022, the DOH-Hillsborough health officer and the dean of USF’s College of Public Health (COPH) worked together to co-write a successful proposal. One of the resulting contracts formalized their partnership in the name of strengthening the public health workforce through recruitment, training, and retention. Like many public health agencies, many of DOH-Hillsborough’s employees do not have degrees in public health. The health department is focused on upskilling through coursework and certificate/micro-certificate programs directly related to job tasks. These opportunities are available to every staff member including those categorized as “other personnel services,” non-career services, and certain contracted employees — as DOH-Hillsborough recognizes the importance of extending these educational opportunities to all employees. Initial PHIG funding was critical in establishing the necessary dedicated staffing and infrastructure for workforce development program offerings at the health department. Current funding continues to support infrastructure, new custom program development, and the educational offerings. Infrastructure: USF works with DOH-Hillsborough to conduct staff training needs assessments and has provided training at agency-wide “all-staff” meetings. USF also developed and provides a Certified in Public Health (CPH) exam preparatory course that is open to any health department employee who is eligible to sit for the exam, at no cost to them. Custom program development: Additionally, the university, in collaboration with DOH-Hillsborough and two other local county health departments, developed a custom leadership program that groups emerging health department leaders with community partners of their choice (e.g., Healthy Start, Homegrown Hillsborough) and includes two full days of instruction over a six-month period. Educational offerings: The health department is also using PHIG funds to cover tuition for current staff to take graduate and undergraduate courses at USF’s COPH and across the university. Representatives from DOH-Hillsborough and USF hold virtual information sessions for staff about available educational offerings, the university enrollment and registration process, and completing internal agency requirements for pursuing and participating in the PHIG-funded opportunities. Measuring Impact and Continuous Improvement Given that the bulk of activities in this AHD partnership are currently PHIG-funded, PHIG performance measures provide a clear and valuable opportunity for evaluation. DOH-Hillsborough is focused on three of the PHIG measures that address hiring and retention: Number of PHIG-funded positions filled by job classification and program area. Overall agency staff retention rate. Median number of days to fill a position. Tracking performance of these measures both contributes to the agency’s overall PHIG evaluation and provides the AHD partnership with a clear process for quality improvement. Advice for Others Seeking to Establish AHD Partnerships Learning from the success of USF and DOH-Hillsborough’s partnership, considerations in developing or expanding AHD partnerships include: Appreciate the unique nature of each organization. For example, while the health department and university may have a common vision, they may also have different funding category restrictions to consider prior to solidifying the partnership. Be mindful that each organization has its own legal considerations. Allow ample time for the proper review of contracts, agreements, and external communication about the joint endeavor. Know that, at times, the collaborative process can be complex and challenging. Take a few steps back. Work together to find solutions, and don’t give up. Be flexible, humble, and willing to pivot, remaining confident that the partnership will have a bigger impact than your organization would alone. Learn more about AHD partnerships or explore other workforce development resources from the Public Health Foundation (PHF). If your health agency wants more information about planning support, please submit a PHIG technical assistance request through PHIVE or contact performanceimprovement@astho.org. Special Thanks - Blog - AHP Prioritizes Workforce Development in FL article yes

Learn how peer-to-peer collaboration has helped health agencies develop their performance management and quality improvement efforts.

State and territorial health officials gathered on Capitol Hill to meet with lawmakers and discuss public health priorities—learn more about Hill Day in this blog post.

Learn how the Maryland Department of Health leveled up their strategic planning process to improve their critical public health work in this blog post.

The VDH Internship Academy, funded by PHIG, is a key pipeline for public health careers with paid, growth-focused internships.

Learn how Wisconsin is streamlining processes to improve the administrative experience for local health departments.

Learn about Pima County's journey to advance data modernization efforts through an elevated partnership with County IT.

Strengthening Public Health Workforce Capacity in Island Jurisdictions Strengthening Public Health Workforce Capacity in Island Jurisdictions A.C. Rothenbuecher, Allison Budzinski, Marta McMillion, Melissa Sever Guam and CNMI leveraged support from ASTHO to improve their public health workforce planning — learn more in this blog post. Strategic workforce planning helps public health agencies stay prepared, attract and retain the right talent, and build flexible systems that can handle change. When done well, it leads to better services, stronger performance, and a healthier work environment. It also saves money by reducing turnover and helps agencies respond to health emergencies or challenges as they arise. A Learning Collaborative Approach For U.S territories and freely associated states, where geography, connectivity, and resources pose unique challenges, strategic planning is especially important. With support from the Public Health Infrastructure Grant (PHIG), the Association of State and Territorial Health Officials (ASTHO) and the Public Health Accreditation Board (PHAB) launched a nine-month Island-Centric Workforce Planning Learning Collaborative to offer support as island health departments strengthen their workforce planning efforts. This pilot included workforce teams from Guam’s Department of Public Health and Social Services and the Commonwealth of the Northern Mariana Island’s (CNMI) Commonwealth Healthcare Corporation, Division of Public Health Services. The learning collaborative gave participating island health departments a chance to build on their strengths while getting tailored support for workforce planning. Through expert guidance, peer sharing, and coaching — both online and in person — participants worked through each step of ASTHO’s Workforce Planning Guide and explored essential workforce components aligned with PHAB’s Standards and Measures for Accreditation. The collaborative took a “start with what you have” approach, building on previous workforce planning efforts, existing data, and plans in both Guam and CNMI while leveraging resources from several national partners in the process. From Resources to Results: Putting Workforce Tools to Work Before the learning collaborative began, ASTHO, PHAB, and the University of Nebraska Medical Center (UNMC) teamed up to streamline and align their workforce planning resources. Early coordination ensured the tools complemented each other and avoided duplication. The ASTHO Workforce Planning Guide served as the foundation, while PHAB’s Workforce Plan Template gave health departments a clear structure to build upon. UNMC’s Public Health Workforce Planning: A Practical Guide and workforce data from the de Beaumont Foundation’s Public Health Workforce Interests and Needs Survey (PH WINS) helped ground planning efforts with practical guidance for facilitators and up-to-date data reflecting current needs and priorities. Callout 1 - Blog - Strengthening Public Health Workforce Capacity in Island Jurisdictions Collaboration Across Islands: Sharing Challenges and Solutions Over the course of the learning collaborative, Guam and CNMI’s public health teams built strong relationships by sharing challenges, exchanging ideas, and celebrating progress. Common issues like limited workforce capacity helped them relate to one another, while differences in structure and resources sparked creative solutions. The peer relationships and connections that were built and strengthened during the collaborative continue. On-Site Support ASTHO visited both jurisdictions to meet with leaders, review progress, and plan next steps — reinforcing the value of ongoing partnerships in workforce development. During the visits, participants revisited the Workforce Planning Cycle, layered in the latest PH WINS data, refined draft plan sections, clarified alignment with PHAB workforce standards, and considered the sustainability of their work beyond the collaborative. The hands-on sessions blended facilitation, coaching, and dedicated writing time, allowing participants to make measurable progress on their plans. What Guam and CNMI Achieved Through the learning collaborative, Guam and CNMI made meaningful progress in their strategic workforce planning efforts. Some near-term successes include: Active Workforce Committees: Both jurisdictions formed or maintained dedicated teams to lead workforce planning efforts. Steps Toward Accreditation: Each agency advanced efforts towards PHAB recognition related to a core domain, “Maintain a Competent Public Health Workforce.” Smart Use of Data: Each agency used human resource, workforce, and PH WINS data to guide decisions and improve planning. Stronger Capacity: Teams gained valuable skills and knowledge to support long-term workforce efforts. Customized Action Plans: Each agency created tailored plans aligned with their unique goals and needs. While Guam and CNMI achieved many similar milestones, each jurisdiction brought its own strengths and strategies to the table. Their different approaches offer valuable lessons for tailoring workforce planning and technical assistance to local needs. Guam emphasized structural development and broad departmental engagement, while CNMI leaned into data-driven decision-making and sustained leadership support. Callout 2 - Blog - Strengthening Public Health Workforce Capacity in Island Jurisdictions What Other Jurisdictions Can Learn The Island-Centric Workforce Learning Collaborative offers practical lessons for other jurisdictions focusing on workforce planning: Start with leadership support and clear roles across teams. Utilize and adapt existing tools and frameworks, like the PHAB Workforce Planning Template, the ASTHO Workforce Planning Guide, and UNMC’s Public Health Workforce Planning: A Practical Guide to jumpstart planning. Request tailored coaching and technical assistance through national organizations such as ASTHO and PHAB. Leverage workforce data, such as PH WINS, to inform decisions and progress. Collaborate across partners to benefit from diverse expertise. Celebrate your wins to build momentum and morale. What’s Next for Workforce Development in CNMI and Guam The success of the Island-Centric Workforce Learning Collaborative highlights what’s possible when public health agencies are supported with the right tools, partnerships, and local context. Guam and CNMI’s progress show that even in resource-limited settings, meaningful change is achievable. Special Thanks - Blog - Strengthening Public Health Workforce Capacity in Island Jurisdictions OE22-2203 PHIG article yes

Learn how public health agencies are improving their financial management strategies and systems.

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

Learn in this report how Colorado is using policy to address rising syphilis and congenital syphilis cases.

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

Web Accessibility Content Review Guides Guides to Review for Digital Accessibility Emily Lapayowker These actionable guides help you prepare accessible web and digital content. Digital accessibility is an important process that makes websites, files like Word documents or PDFs, and other digital products accessible to people with disabilities, as well as making these products more user-friendly overall. There are many criteria to meet when making your digital content accessible. The guides on this page serve as checklists for ensuring that web content and digital products are accessible, as laid out in the 2024 ADA Title II Web Rule, and meet the current standard of WCAG 2.1. Neither will address the web development needs laid out in WCAG, but they are useful for most digital content creation. The two checklists represent two different approaches to meeting accessibility standards: standards-driven and content-driven. It is important to remember that many of the techniques contained in each are not exclusive to websites, emails, or Microsoft Office products; they can be used for all forms of digital content. Guide for Meeting WCAG Web Accessibility Standards The structure of this checklist template roughly corresponds with the Preliminary Easy Checks Checklist by W3C. Each section contains a list of relevant WCAG links that detail the criteria and conformance levels covered in that section. It also indicates which checks are manual and which can be done by an automated checker, like the applet ANDI. Get the Checklist for Meeting WCAG Accessibility Standards (automatic Word download) Special Thanks - Resource - Guide for Meeting WCAG Web Accessibility Standards Padding Block - Large Padding Block - Small Guide to Reviewing Digital Content for Accessibility This checklist has a content-first focus and is less technical than the Guide for Meeting WCAG Web Accessibility Standards. Sections are organized to keep like-topics together. Overarching sections include document content, document structure, and multimedia. Get the Guide to Reviewing Digital Content for Accessibility (automatic Word download) Padding Block - Medium OE22-2203 PHIG article yes