Midwestern Public Health Training Center (Region 7), College of Public Health, University of Nebraska Medical Center, Omaha, Nebraska (Ms Brandert and Dr Grimm); Region 4 Public Health Training Center, Rollins School of Public Health, Emory University, Atlanta, Georgia (Dr Alperin and Ms Lloyd); and Northwest Center for Public Health Practice (Region 10), School of Public Health, University of Washington, Seattle, Washington (Dr Bekemeier, Ms Rose, and Ms Rogers).
J Public Health Manag Pract. 2022;28(5 Suppl 5):S203-S211. doi: 10.1097/PHH.0000000000001519.
The current public health system is underresourced and understaffed, which has been exacerbated by the coronavirus pandemic. In addition, there has been a decline in the public health workforce at both state and local levels during the last decade. While workforce numbers dwindle, public health systems have to address increasingly complex challenges-such as climate change, chronic diseases, and health equity-challenges that require skilled, adaptive leaders. This article describes the importance of leadership development and how 3 public health training centers (PHTCs) are building leadership skills in the public health workforce.
To address the need for public health leadership training, the PHTCs in the Health & Human Services (HHS) Regions 4, 7, and 10 all offer public health leadership institutes (PHLIs).
The 3 PHLIs discussed in this article vary in longevity (3-18 years), cohort length (8-12 months), and format (virtual, in-person, and hybrid); yet, all 3 emphasize adaptive leadership through a health equity lens and intentional opportunities to apply skills in practice.
Each PHLI conducts extensive evaluation based on Kirkpatrick's levels of evaluation and collects common metrics collected by all PHTCs. Data from the PHLIs illustrate high levels of satisfaction with learning, presentation of data, identification of workplace actions, and improvement of subject matter understanding. Each PHLI also has numerous stories of impact.
With public health leaders leaving the workforce and the complexities of practice increasing, leadership training is critical to the current workforce and succession planning. These PHTCs provide a significant, enduring resource toward the development of our nation's public health leaders, as well as meeting the unique needs of their regions' workforces.
当前的公共卫生系统资源不足且人手短缺，这一情况因冠状病毒大流行而进一步恶化。此外，在过去十年中，州和地方各级的公共卫生劳动力都有所减少。虽然劳动力人数在减少，但公共卫生系统必须应对日益复杂的挑战，如气候变化、慢性疾病和健康公平，这些挑战需要有技能、适应性强的领导者。本文介绍了领导力发展的重要性，以及三个公共卫生培训中心（PHTC）如何在公共卫生劳动力中培养领导力技能。
为了满足公共卫生领导力培训的需求，HHS 地区 4、7 和 10 的 PHTC 都提供公共卫生领导力研究所（PHLI）。
本文讨论的三个 PHLI 在持续时间（3-18 年）、队列长度（8-12 个月）和形式（虚拟、面对面和混合）上有所不同；然而，所有三个 PHLI 都通过健康公平视角强调适应性领导力，并有意提供实践技能应用的机会。
每个 PHLI 都根据 Kirkpatrick 的评估层次进行广泛评估，并收集所有 PHTC 收集的通用指标。来自 PHLI 的数据表明，学习者对学习、数据呈现、工作场所行动的识别以及对主题理解的提高都非常满意。每个 PHLI 也有许多有影响力的故事。
随着公共卫生领导者离开劳动力队伍，实践的复杂性不断增加，领导力培训对于当前的劳动力队伍和继任计划至关重要。这些 PHTC 为培养我们国家的公共卫生领导者提供了重要的、持久的资源，并满足了其所在地区劳动力的独特需求。
