Darnell Julie S, Campbell Richard T
School of Public Health, University of Illinois at Chicago (Drs Darnell and Campbell).
J Public Health Manag Pract. 2015 Mar-Apr;21(2):141-50. doi: 10.1097/PHH.0000000000000120.
Succession planning has received scant attention in the public health sector, despite its potential to generate operational efficiencies in a sector facing chronic budgetary pressures and an aging workforce.
We examined the extent to which local health departments (LHDs) are engaged in succession planning and assessed the factors associated with having a succession plan.
We conducted a national cross-sectional Web-based survey of workforce recruitment and retention activities in a sample of LHDs responding to the National Association of County & City Health Officials' 2010 Profile Study and then linked these data sets to fit a multivariable logistic regression model to explain why some LHDs have succession plans and others do not.
Top executives in a national sample of LHDs.
Presence or absence of succession planning.
Two hundred twenty-five LHDs responded to the survey, yielding a 43.3% response rate, but no statistically significant differences between respondents and nonrespondents were detected. Only 39.5% reported having a succession plan. Performance evaluation activities are more common in LHDs with a succession plan than in LHDs without a plan. In adjusted analyses, the largest LHDs were 7 times more likely to have a succession plan than the smallest. Compared with state-governed LHDs, locally governed LHDs were 3.5 times more likely, and shared governance LHDs were 6 times more likely, to have a succession plan. Every additional year of experience by the top executive was associated with a 5% increase in the odds of having a succession plan. Local health departments that report high levels of concern about retaining staff (vs low concern) had 2.5 times higher adjusted odds of having a succession plan.
This study provides the first national data on succession planning in LHDs and sheds light on LHDs' readiness to meet the workforce-related accreditation standards.
尽管继任计划有潜力在面临长期预算压力和劳动力老龄化的公共卫生部门提高运营效率，但该部门对其关注甚少。
我们研究了地方卫生部门（LHD）参与继任计划的程度，并评估了与拥有继任计划相关的因素。
我们对回复美国县市卫生官员协会2010年概况研究的LHD样本中的劳动力招聘和留用活动进行了全国性的基于网络的横断面调查，然后将这些数据集关联起来，以拟合多变量逻辑回归模型，解释为什么一些LHD有继任计划而另一些没有。
LHD全国样本中的高层管理人员。
是否有继任计划。
225个LHD回复了调查，回复率为43.3%，但未发现回复者和未回复者之间有统计学上的显著差异。只有39.5%的LHD报告有继任计划。有继任计划的LHD比没有计划的LHD更常开展绩效评估活动。在调整分析中，最大的LHD拥有继任计划的可能性是最小的LHD的7倍。与由州政府管理的LHD相比，由地方政府管理的LHD拥有继任计划的可能性高3.5倍，共享治理的LHD拥有继任计划的可能性高6倍。高层管理人员每增加一年工作经验，拥有继任计划的几率就增加5%。对留住员工高度关注（与低度关注相比）的地方卫生部门拥有继任计划的调整几率高2.5倍。
本研究提供了关于LHD继任计划的首批全国性数据，并揭示了LHD为满足与劳动力相关的认证标准做好准备情况。
