Building the MCH Public Health Workforce of the Future: A Call to Action from the MCHB Strategic Plan

Abstract

Introduction In 2021, the Maternal and Child Health Bureau (MCHB) released a new strategic plan to guide its work over the next 10–15 years. The plan highlights four goals—access, equity, workforce capacity, and impact—that are essential to achieving MCHB’s vision. Methods We present 13 recommendations to highlight opportunities for ongoing and new activities aligned with Goal 3 of the plan—“Strengthen Public Health Capacity and Workforce for MCH.” Results Recommendations 1–3 highlight the need to support pathways into state and local MCH public health (PH) positions, to offer accessible and high-quality training for the practicing workforce, and to build capacity to address health and social inequities. Recommendations 4–7 discuss the need to build a racially and ethnically diverse workforce, ensure equity and anti-racism are foundational concepts in training, and strengthen engagement of community members and those with lived experience as part of the MCH PH workforce. Recommendations 8–10 outline opportunities to enhance MCH workforce data and measurement frameworks, and support practice-based research. Recommendations 11–12 discuss the importance of academic-practice partnerships and the need to spur innovation. Recommendation 13 highlights the need to define and amplify the unique skillset of the MCH PH workforce. Conclusions The release of the MCHB strategic plan comes at a time of critical need to build and sustain a MCH PH workforce to achieve equity for MCH populations. We encourage the field to engage in dialogue around the recommendations presented in this paper, and to offer additional actions to build and support the MCH PH workforce.

Effect of Strategic Planning of Human Resources in Management Performance

“…A good talent plan can help increase the effectiveness of a talent, which is characterized by a high level of competence, ability, and willingness to work, resulting in lower financial costs and a corresponding balance of supply and demand. Understanding project needs-based resources and talent planning are some of the latest management methods for predicting quantitative and qualitative needs, which are supported by Bonifaci [3] and Ramos et al [39].…”

“…This paper also found that the strategic planning for human resources has an effect on the performance of project management for infrastructure companies in Jordan due to demographic variables (company age, company capital, and company project size), where companies gain more experience with the number of years they operate, and capital helps assess the value of projects that the company can use. The size of the company also affects its productivity and the size of projects that can be received, as mentioned by Baporikar [13], Ramos et al [39] and Rauzana and Dharma [40].…”

H.O.P.E. grows: An academic‐public health partnership to reimagine public health services and increase mental health access among socially vulnerable populations

“…11 Key advantages of these partnerships to public health departments include buttressed workforce development, greater access to subject matter experts, and increased use of evidence-based practices; collectively, these contribute to enhanced health service capability and patient care quality. [12][13][14] For the academic sector, these partnerships engender opportunities for research, external funding, and student field-based training. [15][16][17] They also afford academics a pathway to mission-driven, applied contributions.…”

Developing and Strengthening the Current and Future MCH Public Health Workforce: Building Capacity, Aligning Systems and Addressing Emerging Challenges

“…Goal 3 ( Strengthen Public Health Capacity and Workforce for MCH ) supports the future of the MCH public health workforce with 13 recommendations. These recommendations are described in the Ramos et al article ( 2022 ) included in this special issue, and discuss the trajectories for MCH public health careers, high-quality training, and how to build the MCH workforce capacity and skills to address inequities and social determinants of health. Additional recommendations address the need to build a diverse workforce, increase community engagement, and mobilize people with lived experiences in service to MCH populations.…”