Last data update: Jan 27, 2025. (Total: 48650 publications since 2009)
Records 1-8 (of 8 Records) |
Query Trace: Glynn MK[original query] |
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Readiness for public health emergency response: The foundational role of a data ecosystem
Kothari M , Andreadis J , Glynn MK , Lie-Tjauw S , Isbell SDD . Public Health Rep 2023 139 (1) 333549231166450 ![]() The Centers for Disease Control and Prevention (CDC) and the broader public health system safeguard the health security of people in the United States through science and innovative practices.1,2 Obtaining high-quality, timely data enables public health partners to learn about emerging pathogens, track trends, and identify adversely affected populations. However, the COVID-19 pandemic and other public health emergencies have revealed a fragmented landscape of data and data infrastructure at all levels that limits data access and use, creates security risks, and impedes science, innovation, and collaboration.3,4 Sustainable progress is needed for effective collection, management, and sharing of diverse volumes of data across the public health system to inform timely surveillance, epidemiologic, and laboratory activities. Improving data readiness to link data, decisions, and action may require public health agencies and their constituents to adopt new practices and innovations, build a culture around data, implement common policies and standards, develop decision-support tools, and expand the capacity of the data science workforce. |
Meeting an urgent public health workforce need: Development of the CDC laboratory Leadership Service Fellowship program
Glynn MK , Liu X , Ned-Sykes R , Dauphin LA , Simone PM . Health Secur 2020 18 (5) 418-423 Laboratory scientists of the US Centers for Disease Control and Prevention (CDC) and other public health laboratories play a fundamental and increasingly complex role in implementing public health programs while ensuring laboratory safety and quality. In 2014, a series of laboratory safety incidents highlighted the need for improvement in federal and other government laboratories. One component of the CDC's response to these incidents was a new career-entry fellowship program, the Laboratory Leadership Service (LLS). Offering laboratory safety and quality training and leadership development for laboratory scientists, LLS is intended to create a pipeline of future laboratory leaders who prioritize quality and safety as a core part of their laboratory science and practice throughout their careers. LLS incorporates evidence-based practices such as the service-learning model, a competency-based curriculum, ongoing stakeholder engagement, and program evaluation to maximize the program's success. This article describes how the CDC created LLS as a workforce development measure to respond to an urgent public health need-to improve laboratory safety and quality-and presents key factors for success in quickly establishing the program. |
An exploratory review of the literature evaluating nonclinical fellowship programs
Paek M , Radkey C , Honeycutt S , Glynn MK . Eval Program Plann 2020 80 101812 Fellowship programs offer career development opportunities, provide experiential training, and can be used to recruit personnel to address specific challenges facing the public health workforce. Given the potential influence fellowships have on the future public health workforce, it is important to understand and articulate the results of such programs and to identify areas of improvement to meet current workforce needs. The purpose of this literature review was to identify common practices used to evaluate nonclinical fellowship programs. After a search of the internet and selected databases, we screened titles and abstracts using predetermined selection criteria. We then conducted a detailed review of selected papers to extract information about program characteristics (program description, sector, and program length) and evaluation characteristics (primary evaluation type, framework for evaluation, data collection methods, and respondent populations) from 33 papers. We found a limited number of published papers on the evaluation of nonclinical fellowship programs, and most focused on outcomes associated with fellows or alumni. The most useful papers for our purposes clearly described the evaluation framework that guided the evaluation. |
A novel approach for workforce surveillance at the US Department of Health and Human Services
Abeysekara P , Coronado F , Glynn MK , Simone PM . J Public Health Manag Pract 2019 27 (4) 412-416 BACKGROUND: Expert groups have recommended ongoing monitoring of the public health workforce to determine its ability to execute designated objectives. Resource- and time-intensive surveys have been a primary data source to monitor the workforce. We evaluated an administrative data source containing US Department of Health and Human Services (HHS) aggregate federal civil service workforce-related data to determine its potential as a workforce surveillance system for this component of the workforce. METHODS: We accessed FedScope, a publicly available online database containing federal administrative civilian HHS personnel data. Using established guidelines for evaluating surveillance systems and identified workforce characteristics, we evaluated FedScope attributes for workforce surveillance purposes. RESULTS: We determined FedScope to be a simple, highly accepted, flexible, stable, and timely system to support analyses of federal civil service workforce-related data. Data can be easily accessed, analyzed, and monitored for changes across years and draw conclusions about the workforce. FedScope data can be used to calculate demographics (eg, sex, race or ethnicity, age group, and education level), employment characteristics (ie, supervisory status, work schedule, and appointment type), retirement projections, and characterize the federal workforce into standard occupational categories. CONCLUSIONS: This study indicates that an administrative data source containing HHS personnel data can function as a workforce surveillance system valuable to researchers, public health leaders, and decision makers interested in the federal civil service public health workforce. Using administrative data for workforce development is a model that can be applicable to federal and nonfederal public health agencies and ultimately support improvements in public health. |
Strategic development of the public health workforce: A unified logic model for a multifaceted program at the Centers for Disease Control and Prevention
Glynn MK , Paek M , Radkey C , Arvelo W , Greene E , Hardwick I , Neri A . J Public Health Manag Pract 2019 27 (1) 62-69 CONTEXT: Public health has a responsibility to ensure the ability of its workforce to deliver essential services, including mastering the core public health competencies. PROGRAM: The Division of Scientific Education and Professional Development (DSEPD) of the Centers for Disease Control and Prevention has a mission to improve health outcomes through a competent, sustainable, and empowered public health workforce. The DSEPD programs offer fellowships and other training opportunities, develop and disseminate quality public health training, and advance public health workforce development science. EVALUATION: The DSEPD developed a unified division logic model to describe the combined activities and intended outcomes of all DSEPD programs and their intended contribution to a robust public health workforce and to support ongoing program planning and evaluation. The logic model has 4 streams of work that include (1) producing and disseminating quality learning products; (2) implementing and managing fellowship programs that support learning; (3) providing public health service through fellows; and (4) advancing workforce development science through collaboration with other public health leaders.The underlying program theory is that a robust workforce has sufficient workforce, organizational, and systems capacity to deliver public health essential services and, therefore, to protect the public's health. Three scientific theories support the program theory: the quality of learning; the accepted practice of competency-based programs and the service-learning model; and use of evidence-guided decision making in workforce development programs. DISCUSSION: A unified division logic model allows DSEPD to describe its combined approaches to workforce development as a coherent portfolio with well-defined goals and measureable outcomes. The logic model effectively communicates the relationship among division programs, their shared outcomes, and their combined contributions to developing and maintaining a robust public health workforce. A unified logic model can serve as effective frame of reference for division evaluation and as evidence in public health workforce development science. |
Public Health Workforce 3.0: Recent progress and what's on the horizon to achieve the 21st-century workforce
Glynn MK , Jenkins ML Jr , Ramsey C , Simone PM . J Public Health Manag Pract 2019 25 Suppl 2 S6-s9 Twenty-five years ago, the 10 essential public health services were defined and disseminated1 and public health was charged with ensuring that our workforce had mastery of the competencies to deliver these services.2,3 Although these essential services remain a useful framework for the practice of public health, the concept of an effective public health worker has evolved in the intervening decades. The necessary skills and aptitudes now extend beyond the traditional competencies (eg, epidemiology) to focus on strategic and systems thinking, communication, and translating science to policy, along with the public health practitioner's role as chief health strategist.4–8 A subcommittee of the Public Health Functions Project Steering Committee laid out an agenda in 1994 to realize the vision of “Healthy People in Healthy Communities” and recommended actions in 5 main areas (national leadership, state and local leadership, workforce composition, curriculum development, and distance learning).1 Progress in each of these 5 areas has been documented,9–11 with particularly substantial advances observed in the last 5 years.12–16 From a federal perspective, we believe that the recent, increasing rate of these advances can be attributed to a few main factors. Collaboration among federal and other partners working at the national level has provided the necessary leadership. Partners have built upon each other's work rather than working in isolation. Accreditation of health departments has provided a consistent approach for strengthening state and local health agencies. Researchers have taken action and are building evidence that informs practice at the federal, state, tribal, local, and territorial levels. Nonetheless, gaps remain. Using the areas for action as a framework and a federal perspective, we highlight recent accomplishments and important areas for future attention to continue the path toward the public health workforce of the 21st century—a public heath workforce 3.0. |
Communicating science: the role of Centers for Disease Control and Prevention's field-based Epidemic Intelligence Service officers, 2009-2014
Coronado F , Chen GM , Smith CK , Glynn MK . J Public Health Manag Pract 2015 22 (4) 403-8 CONTEXT: A highly skilled public health workforce is needed for responding to health threats, and that workforce must be able to communicate its scientific findings effectively. OBJECTIVE: We evaluated the scientific communication effectiveness of the Centers for Disease Control and Prevention's (CDC's) field-based Epidemic Intelligence Service officers (EISOs). DESIGN: A descriptive analysis of all scientific information products produced and submitted for institutional clearance by CDC's field-based EISOs during 2009-2014. MAIN OUTCOME MEASURE(S): The number of abstracts, journal manuscripts, Morbidity and Mortality Weekly Reports (MMWRs), and other information products approved by CDC during 2009-2014; the number of those products published; and of those published, the number cited in the scientific literature. RESULTS: During 2009-2014, a total of 152 field-based EISOs produced 835 scientific information products, including 437 abstracts, 261 manuscripts, and 103 MMWRs. The majority of scientific information products submitted for clearance were abstracts (52.3%), and infectious diseases (75.3%) constituted the majority of topics. Among the 103 MMWRs and 261 manuscripts cleared, 88 (85%) and 199 (76%) were published, respectively, with the majority also infectious disease-related. The 199 published manuscripts were cited in the scientific literature 2415 times, and the 88 published MMWRs were cited 1249 times. Field-based EISOs published their work in 74 different peer-reviewed medical and public health journals, with 54% published in journals with impact factors of 1 to 5. CONCLUSIONS: Field-based EISOs' publications are a measurable marker that reflects proficiency in epidemiology, written communication, and professionalism, and those publications are a direct reflection of EISOs' contribution to local and state health departments. Our study establishes a baseline for future evaluations of publication outcome of scientific information products by EISOs. Information released by EISOs provides health professionals with the scientific knowledge necessary for improving their practice and helps CDC achieve a broader societal, environmental, cultural, and economic impact. |
Characterization of the Federal Workforce at the Centers for Disease Control and Prevention
Coronado F , Polite M , Glynn MK , Massoudi MS , Sohani MM , Koo D . J Public Health Manag Pract 2013 20 (4) 432-41 CONTEXT: Studies characterizing the public health workforce are needed for providing the evidence on which to base planning and policy decision making both for workforce staffing and for addressing uncertainties regarding organizing, financing, and delivering effective public health strategies. The Centers for Disease Control and Prevention (CDC) is leading the enumeration of the US public health workforce with an initial focus on CDC as the leading federal public health agency. OBJECTIVE: To characterize CDC's workforce, assess retirement eligibility and potential staff losses, and contribute these data as the federal component of national enumeration efforts. METHODS: Two sources containing data related to CDC employees were analyzed. CDC's workforce was characterized by using data elements recommended for public health workforce enumeration and categorized the occupations of CDC staff into 15 standard occupational classifications by using position titles. Retirement eligibility and potential staffing losses were analyzed by using 1-, 3-, and 5-year increments and compared these data across occupational classifications to determine the future impact of potential loss of workforce. RESULTS: As of the first quarter of calendar year 2012, a total 11 223 persons were working at CDC; 10 316 were civil servants, and 907 were Commissioned Corps officers. Women accounted for 61%. Public health managers, laboratory workers, and administrative-clerical staff comprised the top 3 most common occupational classifications among CDC staff. Sixteen percent of the workforce was eligible to retire by December 2012, and more than 30% will be eligible to retire by December 2017. CONCLUSIONS: This study represents the first characterization of CDC's workforce and provides an evidence base upon which to develop policies for ensuring an ongoing ability to fulfill the CDC mission of maintaining and strengthening the public's health. Establishing a system for continually monitoring the public health workforce will support future efforts in understanding workforce shortages, capacity, and effectiveness; projecting trends; and initiating policies. |
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