Public Health Workforce Interests And Needs Survey (PH .

2018

verlooklikeatmyagency?II.Workerengagement:How iningneedsofexecutivesIV.How ntsandcontactinformation

scuttingtrainingneedsandskillgaps.Findingsfrom earnedfrom oparticipateinPHWINS.Additionally,arandom nchandAdministrationPHWINSwasfieldedfrom dinpromotingandencouragingstafftoparticipate.

PH WINS Summary Report: Indiana State Department of Health452 respondents 51% response rateJOB SATISFACTION86%of workers are somewhat or verysatisfied with their jobsINTENT TO LEAVE29%of workers plan to leavegovernmental public health in 2018(3% of which plan to retire)TOP SKILL GAPS ANDTRAINING OPPORTUNITIESSupervisors and ManagersNon-supervisorsSystems and Strategic ThinkingBudget and Financial ManagementDevelop a Vision for a Healthy CommunityBudget and Financial ManagementSystems and Strategic ThinkingCultural Compentency/CompetenceExecutivesBudget and Financial ManagementChange ManagementDevelop a Vision for a Healthy CommunityOPPORTUNITIES TO IMPROVEWORKER ENGAGEMENT42% agree that "Creativity and innovation are rewarded”53% agree that "Communication between senior leadership and employees is good in my organization”56% agree that "Employees have sufficient training to fully utilize technology needed for their work”RECOMMENDATIONS Prioritize succession planning45% of Indiana’s workforce is over the age of 50. Develop a succession plan that ensures continuity of operationsduring potential transition. Invest in training for the existing public health workforceThe main motivations for staff to seek out training are personal growth/interest, covered time for training, andavailability of applicable online training opportunities. Enact workplace policies and practices that support job satisfaction and improve retentionEnsure that retention efforts directly address the workforce’s main motivations for leaving. In Indiana, the top reasonsfor leaving, other than pay, are lack of opportunities for advancement, other opportunities outside agency, andweakening of benefits. Address areas for improving employee engagementInvest early in workforce development efforts aimed at improving employee engagement to reduce future costs andlosses due to turnover.For more information, please contact the PH WINS team at PHWINS@astho.org

pleyearsofthesurvey.How ToUseThisReportThisreportprovidesanoverview ofyouragency'sresultsfrom rystatus,tenureattheagency,age,andprogram orkbookofcrosstabulartablesincludedallstafffrom smaydifferfrom esponsesfrom oryaretoolow 40%50%60%70%80%90%100%Figure1displayshow %.In2014,thenationalresponseratetoPHWINSwas46%.

17FemaleMale 4%20170.2%3.1%11.2%2.7%0.2%2.7%79.8%National 0%50%40%20%18%10%0%15%7%16%9%7%7%05years 610years 1115years1620years 21 years 05years 610years 1115years1620years 21 tely60% oftheworkforcewaswhite.

paredtothenationalestimates.AsshowninTable4,42% enationallyarenonsupervisors.

nimumExecutiveMaximumAgency 2014 35,001 45,000 45,001 55,000 55,001 65,000 85,001 95,0002017 35,001 45,000 45,001 55,000 55,001 65,000 85,001 95,000National2014 45,001 55,000 55,001 65,000 65,001 75,000 95,001 105,0002017 35,001 45,000 55,001 65,000 65,001 75,000 95,001 orsupervisors,managers,andexecutives.

ed.Nationally,81% eirorganization,and45% aresomewhatorverysatisfiedwiththeirpay.

thenextfiveyears.Nationally,28% ancementandlackofsupport.23% etiringby2022.

I.WorkerEngagement:How 93%201795%Iknow how myworkrelatestothe 10%20%30%40%50%60%70%80%90% 0%56%Communicationbetweensenior 01742%0%10%20%30%40%50%60%70%80%90% y.

sorystaffinyouragency?Describehow program es37%0%HighImportance/Low ortance/HighSkill40%50%60%Low Importance/HighSkill12%70%80%90%100%Low Importance/Low seanyemployees,wereaskedtoidentifyhow ayjob,andtheirlevelofproficiencyforthatskill,from arethoseitemsidentifiedasofhighimportancebutlow .

HighImportance/Low Skill10%3%54%32%0%6%49%33%Assesshow onhealth30%HighImportance/HighSkill40%50%60%Low %5% 5%70%80%90%100%Low Importance/Low oneormoresupervisors)wereaskedtoidentifyhow ayjob,andtheirlevelofproficiencyforthatskill,from arethoseitemsidentifiedasofhighimportancebutlow ionforahealthycommunity.

toidentifyhow ayjob,andtheirlevelofproficiencyforthatskill,from arethoseitemsidentifiedasofhighimportancebutlow elopingavisionforahealthycommunity.

III.How ality 2014improvement65%201765%EvidenceBasedPublicHealth 2014Practice53%201764%Publichealthandprimarycare ies46%24%2014201731%Multisectoralcollaboration* 201742%0%10%20%30%40%50%60%70%80%90% uality 2014improvement201770%63%EvidenceBasedPublicHealth 2014Practice201755%68%Publichealthandprimarycare 47%44%36%2014201740%Multisectoralcollaboration* 201753%0%10%20%30%40%50%60%70%80%90% 100%*Note:multisectoralcollaborationwasanew item rom provement,thoughthepercentdeclinedslightlyfrom 2014.

��ectingwastransportation(49%).

smissionistostrengthenandtransform ontFounda

sample of local health departments were invited to participate in PH WINS 2017. Methods Sample Frames All state health agencies and member agencies of the Big Cities Health Coalition (BCHC), an independent project of . Invest early in workforce development efforts aimed at improving employee engagem