The EDIC Method: An Engaging and Comprehensive Approach for Creating Health Department Workforce Development Plans

Grimm, Brandon; Brandert, Kathleen; Palm, David; Svoboda, Colleen

doi:10.1177/1524839916671301

Cited by 4 publications

(15 citation statements)

References 3 publications

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“…As an entire department, LLCHD had training needs in only the financial planning and management (importance-capacity difference, 15 percentage points) and the policy development and program planning (19 percentage points) domains (Table 2). When 9 The tool was a survey that contained 130 questions and was administered by using SurveyMonkey.…”

Section: Resultsmentioning

confidence: 99%

“…Previous education and training assessments have fallen short for the following reasons: They have been conducted only in state health departments, they have lumped state and local health departments together, they have provided results only at the level of domains (and not the individual skill level), or they have been used to offer onesize-fits-all solutions. [5][6][7][8][9][10] However, we found that the gaps and training needs determined for LLCHD as a whole or for The needs assessment tool (a survey) was initially developed by Grimm et al 9 to assess education and training needs of local and state health department staff members. 9 The survey contained 130 questions and was administered by using SurveyMonkey.…”

Section: Discussionmentioning

confidence: 99%

“…The tool allowed us to (1) assess the capacity and capability of the professional public health workforce, (2) determine gaps in capacity and capability that might warrant additional training and education, and (3) help establish workforce training and education priorities for LLCHD. The tool was initially developed by Grimm et al 9 to assess the training and education needs of local and state health department staff members.…”

Section: Methodsmentioning

confidence: 99%

“…We also used this cutoff in a previous study. 9 We combined these percentage results for each skill by domain and applied the same definition.…”

Section: Methodsmentioning

confidence: 99%

“…Third, few results from these assessments have been published. 9 More recently, another organization has begun to provide comprehensive examinations of training needs for various health departments. In 2015, the de Beaumont Foundation, in partnership with the Association of State and Territorial Health Officials, published the results of its Public Health Workforce Interests and Needs Survey.…”

mentioning

confidence: 99%

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Creating Customized Workforce Development Plans for Medium-to-Large Public Health Departments

Grimm

Arcari²,

Ramos³

et al. 2019

Public Health Rep

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Objectives: The objectives of our study were to (1) illustrate a public health workforce assessment process in a medium-sized city or county health department and (2) demonstrate the insights gained by moving from the use of aggregate department-level and competency domain-level training needs results to more granular division-level and skills-level results when creating a workforce development plan. Methods: We used a 130-question needs assessment to guide the creation of a workforce development plan for the Lincoln Lancaster County Health Department (LLCHD) in Nebraska and its 7 divisions. Using SurveyMonkey, we administered the survey to 128 (of the 129) LLCHD public health staff members in June 2015. Using a Likert scale, respondents indicated (1) the importance of the skill to their work and (2) their capacity to carry out 57 skills in 8 domains of the core competencies for public health professionals. We identified training needs as those for which the percentage of respondents who perceived moderate-to-high importance was at least 15 percentage points higher than the percentage of respondents who perceived moderate-to-high capacity. Results: LLCHD as a department had training needs in only 2 competency domains: financial planning and management (importance-capacity difference, 15 percentage points) and policy development and program planning (importance-capacity difference, 19 percentage points). The Health Promotion and Outreach division had training needs in all 8 domains (importance-capacity difference range, 15-45 percentage points). Of the 57 skills, 41 were identified by at least 1 of the LLCHD divisions as having training needs. In 24 instances, a division did not qualify as having training needs in the overall domain yet did have training needs for specific skills within a domain. Conclusions: When performing public health workforce assessments, medium-to-large public health departments can obtain detailed workforce training needs results that pertain to individual skills and that are tailored to each of their divisions. These results may help customize and improve workforce development plans, ensuring that the workforce has the necessary skills to do its job.

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Section: Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

“…We also used this cutoff in a previous study. 9 We combined these percentage results for each skill by domain and applied the same definition.…”

Section: Methodsmentioning

confidence: 99%

mentioning

confidence: 99%

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Creating Customized Workforce Development Plans for Medium-to-Large Public Health Departments

Grimm

Arcari²,

Ramos³

et al. 2019

Public Health Rep

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An Academic and Practice Partnership to Assess the Behavioral Health Needs of Nebraska

Grimm

Watanabe‐Galloway

Palm

et al. 2018

Community Ment Health J

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Schools of Public Health have a commitment to engage in practice-based research and be involved in collaborative partnerships. In 2016 the faculty, staff, and students from the University of Nebraska Medical Center College of Public Health and the Nebraska Department of Health and Human Services, Division of Behavioral Health collaborated to develop and administer a comprehensive assessment of the mental health and substance use disorder services provided by the Division of Behavioral Health. The purpose of this paper is to describe the process used to develop the trusting and mutually beneficial partnership and the data tools that were created and used to assess and determine the behavioral health needs. It is unrealistic to think that practitioners could undertake a project of this magnitude on their own. It is essential to have identified processes and systems in place for others to follow.

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The Most Important Skills Required by Local Public Health Departments for Responding to Community Needs and Improving Health Outcomes

et al. 2021

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In 2017, Public Health 3.0 was introduced, providing recommendations that expand traditional public department functions and programs. Operationalizing the framework requires that local health departments invest in the requisite professional skills to respond to their community's needs. The purpose of this paper is to determine the professional skills that are most important for local health departments to respond to large public health issues and challenges that are having a major impact on their communities. The study used a cross-sectional assessment of the education and training needs of local public health departments in Nebraska following the principles of practice-based systems research. The assessment was designed to assess the training and education needs of local health department staff members. The questions measured the perceived importance of and respondent's capacity across 57 core competencies for public health professionals modified from the Council on Linkages Between Academia and Public Health Practice. A total of 104 staff members from seven local health departments were requested to complete the assessment and 100% of the individuals responded to and completed the assessment. Twenty-eight skills were identified as the most important skills needed for local health departments. The skills were themed and categorized into four domains. (1) Data, Evaluation, and Quality Improvement, (2) Community Engagement and Facilitation, (3) Systems Thinking and Leadership, and (4) Policy and Advocacy. The results from this analysis provide direction to strengthen and transform the public health system into one that is connected, responsive, and nimble. Additionally, it also highlighted a glaring omission that Equity, Diversity, and Inclusion should be included as the fifth domain.

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The EDIC Method: An Engaging and Comprehensive Approach for Creating Health Department Workforce Development Plans

Cited by 4 publications

References 3 publications

Creating Customized Workforce Development Plans for Medium-to-Large Public Health Departments

Creating Customized Workforce Development Plans for Medium-to-Large Public Health Departments

An Academic and Practice Partnership to Assess the Behavioral Health Needs of Nebraska

The Most Important Skills Required by Local Public Health Departments for Responding to Community Needs and Improving Health Outcomes

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