Schmalzried Hans, Fallon L Fleming
Bowling Green State University, 231 Health Center, Bowling Green, Ohio 43403, USA.
J Community Health. 2007 Jun;32(3):169-80. doi: 10.1007/s10900-006-9044-2.
This study assessed the degree to which local health departments (LHDs) are preparing to replace retiring top executives. Questionnaires were sent to all 134 local health departments in Ohio. It is typical of many states in terms of the organization of LHDs. Ninety-two LHD top executives responded. The questionnaire addressed aspects of departmental succession planning and demographic parameters of their departments. Approximately half (51.7%) of responding LHD top executives rated having succession plans as being important. Overall, local boards of health are not very concerned about actually having a succession plan. One in four (27.6%) local health departments reported that they have succession plans. Half of those were grooming a successor. Succession planning is not a high priority among the majority of LHDs, despite the fact that 43.7% of top executives reported planning to leave their current position within six years. Experienced and continuous LHD leadership is important for strong responses to public health crises like major disease outbreaks and natural disasters. Having a succession plan in place that identifies how leadership voids are filled can help minimize risks to populations in an emergency.
本研究评估了地方卫生部门（LHDs）为接替即将退休的高层管理人员所做准备的程度。向俄亥俄州的所有134个地方卫生部门发放了调查问卷。就地方卫生部门的组织情况而言，该州在许多州中具有代表性。92位地方卫生部门的高层管理人员进行了回复。问卷涉及部门继任计划的各个方面及其部门的人口统计学参数。约一半（51.7%）回复的地方卫生部门高层管理人员认为制定继任计划很重要。总体而言，地方卫生委员会对实际制定继任计划并不十分关注。四分之一（27.6%）的地方卫生部门报告称他们有继任计划。其中一半正在培养继任者。尽管43.7%的高层管理人员报告计划在六年内离开现任职位，但继任计划在大多数地方卫生部门中并非高度优先事项。经验丰富且持续的地方卫生部门领导对于有效应对重大疾病爆发和自然灾害等公共卫生危机至关重要。制定一个确定如何填补领导空缺的继任计划有助于在紧急情况下将对民众的风险降至最低。
