Building an Effective Workforce

Beck, Angela J.; Boulton, Matthew L.

doi:10.1016/j.amepre.2012.01.020

Cited by 46 publications

(19 citation statements)

References 29 publications

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“…Overall, all of these measures are essential ingredients to cultivate or modernize the PH system and ensure successful development of an effective PH workforce. While recent systematic review 32 confirms the descriptive nature of the majority of studies focussing on PHW sustainability and progress, it also calls for more practical and model-based attempts in order to address current uncertainty regarding PHW demand and development. This is in line with the results of our study, which attempts to provide a more systematic and pragmatic approach.…”

Section: Discussionmentioning

confidence: 98%

Is there a golden recipe? A scoping review of public health workforce development

Gershuni

Czabanowska

Burazeri

et al. 2018

European Journal of Public Health

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Section: Discussionmentioning

confidence: 98%

Is there a golden recipe? A scoping review of public health workforce development

Gershuni

Czabanowska

Burazeri

et al. 2018

European Journal of Public Health

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“…The mixture of health promotion, physiotherapy, and nursing-trained practitioners highlights the need to develop a specialist workforce by defining both the competencies and numeration requirements to contribute to effective physical activity program delivery [11]. …”

Section: Discussionmentioning

confidence: 99%

“…It is likely that the promotion of healthy eating and physical activity is relegated to general staff with lack of additional resources and variable levels of training and/or there is a lack of service delivery. The lack of workforce capacity has been identified as the result of several factors including a lack of specific workforce development efforts and workforce effectiveness associated with population health outcomes [11]. …”

Section: Introductionmentioning

confidence: 99%

Workforce capacity to address obesity: a Western Australian cross-sectional study identifies the gap between health priority and human resources needed

Begley

Pollard

2016

BMC Public Health

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BackgroundThe disease burden due to poor nutrition, physical inactivity and obesity is high and increasing. An adequately sized and skilled workforce is required to respond to this issue. This study describes the public health nutrition and physical activity (NAPA) practice priorities and explores health managers and practitioner’s beliefs regarding workforce capacity to deliver on these priorities.MethodsA workforce audit was conducted including a telephone survey of all managers and a postal survey of practitioners working in the area of NAPA promotion in Western Australia in 2004. Managers gave their perspective on workforce priorities, current competencies and future needs, with a 70 % response rate. Practitioners reported on public health workforce priorities, qualifications and needs, with a 56 % response rate.ResultsThe top practice priorities for managers were diabetes (35 %), alcohol and other drugs (33 %), and cardiovascular disease (27 %). Obesity (19 %), poor nutrition (15 %) and inadequate physical activity (10 %) were of lower priority. For nutrition, managers identified lack of staff (60.4 %), organisational and management factors (39.5 %) and insufficient financial resources (30.2 %) as the major barriers to adequate service delivery. For physical activity services, insufficient financial resources (41.7 %) and staffing (35.4 %) and a lack of specific physical activity service specifications (25.0 %) were the main barriers. Practitioners identified inadequate staffing as the main barrier to service delivery for nutrition (42.3 %) and physical activity (23.3 %). Ideally, managers said they required 152 % more specialist nutritionists in the workforce and 131 % specialists for physical activity services to meet health outcomes in addition to other generalist staff.ConclusionHuman and financial resources and organisational factors were the main barriers to meeting obesity, and public health nutrition and physical activity outcomes. Services were being delivered by generalists rather than specialists, which may reduce service effectiveness. Although conclusions from this research need to take into account the fact that the audit was conducted in 2004, the findings suggest that there was a need to equip health services with an adequately skilled workforce of sufficient capacity to deliver an effective public health response to the obesity epidemic, particularly addressing poor nutrition and physical inactivity.

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“…15,33 Factor analysis, as used in this study, offers those engaged in the development of public health competencies a methodological alternative to consensus-based approaches such as the Delphi technique.…”

Section: Discussionmentioning

confidence: 99%

Federal Public Health Workforce Development

Mumford

Young²,

Nawaz³

2016

Journal of Public Health Management and Practice

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Objective This study reports the use of exploratory factor analysis to describe essential skills and knowledge for an important segment of the domestic public health workforce—Centers for Disease Control and Prevention (CDC) project officers—using an evidence-based approach to competency development and validation. Design A multicomponent survey was conducted. Exploratory factor analysis was used to examine the underlying domains and relationships between competency domains and key behaviors. The Cronbach α coefficient determined the reliability of the overall scale and identified factors. Setting and Participants All domestic (US state, tribe, local, and territorial) grantees who received funding from the CDC during fiscal year 2011 to implement nonresearch prevention or intervention programs were invited to participate in a Web-based questionnaire. Main Outcome Measure(s) A total of 34 key behaviors representing knowledge, skills, and abilities, grouped in 7 domains—communication, grant administration and management, public health applied science and knowledge, program planning and development, program management, program monitoring and improvement, and organizational consultation—were examined. Results There were 795 responses (58% response rate). A total of 6 factors were identified with loadings of 0.40 or more for all 34 behavioral items. The Cronbach α coefficient was 0.95 overall and ranged between 0.73 and 0.91 for the factors. Conclusions This study provides empirical evidence for the construct validity of 6 competencies and 34 key behaviors important for CDC project officers and serves as an important first step to evidence-driven workforce development efforts in public health.

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Building an Effective Workforce

Cited by 46 publications

References 29 publications

Is there a golden recipe? A scoping review of public health workforce development

Is there a golden recipe? A scoping review of public health workforce development

Workforce capacity to address obesity: a Western Australian cross-sectional study identifies the gap between health priority and human resources needed

Federal Public Health Workforce Development

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