Robin Nathalie, Castrucci Brian C, McGinty Meghan D, Edmiston Ashley, Bogaert Kyle
National Association of County & City Health Officials, Washington, District of Columbia (Ms Robin, Dr McGinty, and Ms Edmiston); de Beaumont Foundation, Bethesda, Maryland (Dr Castrucci); and Association of State and Territorial Health Officials, Arlington, Virginia (Ms Bogaert).
J Public Health Manag Pract. 2019 Mar/Apr;25 Suppl 2, Public Health Workforce Interests and Needs Survey 2017(2 Suppl):S26-S37. doi: 10.1097/PHH.0000000000000939.
A changing public health landscape requires local governmental health departments (LHDs) to have a workforce prepared to meet complex challenges. While previous assessments looked at organizational data on the LHD workforce, the Public Health Workforce Interests and Needs Survey (PH WINS) is the first nationally representative survey to examine individual perceptions of training needs, workplace environment, job satisfaction, and awareness of emerging concepts in public health.
Characterize key interests and needs of the local governmental public health workforce.
Survey invitations were sent to individual LHD employees on the basis of a stratified sampling approach. The LHDs had to employ a minimum of 25 staff and serve a population of 25 000 or greater to be eligible for inclusion.
399 LHDs across the United States.
A total of 26 533 LHD employees completed the survey (59% response rate).
The majority of local public health workers are female (81%, 95% confidence interval [CI]: 78%-84%) and white non-Hispanic (68%, 95% CI: 64%-72%). Of the nearly quarter of workers who declared an intent to leave within the next year excluding retirement (22%, 95% CI: 19%-25%), the most common reasons included pay (46%, 95% CI: 42%-50%), lack of opportunities for advancement (40%, 95% CI: 38%-50%), and workplace environment (30%, 95% CI: 27%-32%). Across jurisdiction size and supervisory level, skills gaps were noted in budget and financial management, systems and strategic thinking, developing a vision for a healthy community, and change management.
As the first nationally representative sample of the local governmental public health workforce, these data create a national benchmark against which LHDs can measure their workforce. Given the similarities found across LHDs serving different jurisdiction sizes, a unified approach to workforce development should be employed across all LHDs. The LHD leadership should address retention, reward creativity and innovation, improve communication between leadership and employees, and provide opportunities for advancement.
不断变化的公共卫生格局要求地方政府卫生部门（LHD）拥有一支能够应对复杂挑战的工作队伍。虽然此前的评估关注的是LHD工作队伍的组织数据，但《公共卫生工作队伍兴趣与需求调查》（PH WINS）是第一项具有全国代表性的调查，旨在研究个人对培训需求、工作场所环境、工作满意度以及对公共卫生新出现概念的认知。
描述地方政府公共卫生工作队伍的关键兴趣和需求。
基于分层抽样方法向LHD的个体员工发送调查邀请。LHD必须至少雇佣25名员工，服务人口达25000或更多才有资格被纳入。
美国各地的399个LHD。
共有26533名LHD员工完成了调查（回复率为59%）。
大多数地方公共卫生工作者为女性（81%，95%置信区间[CI]：78%-84%）且为非西班牙裔白人（68%，95%CI：64%-72%）。在近四分之一表示打算在明年内离职（不包括退休）的员工中（22%，95%CI：19%-25%），最常见的原因包括薪酬（46%，95%CI：42%-50%）、缺乏晋升机会（40%，95%CI：38%-50%）以及工作场所环境（30%，95%CI：27%-32%）。在不同辖区规模和监管级别中，均发现预算与财务管理、系统与战略思维、制定健康社区愿景以及变革管理方面存在技能差距。
作为地方政府公共卫生工作队伍的首个全国代表性样本，这些数据创建了一个全国基准，LHD可据此衡量其工作队伍。鉴于不同辖区规模的LHD存在相似之处，所有LHD都应采用统一的工作队伍发展方法。LHD领导层应解决留用问题，奖励创造力和创新，改善领导层与员工之间的沟通，并提供晋升机会。
