ORGANIZATIONS BEHIND THE SURVEY: Advocates for the public health workforce
The de Beaumont Foundation creates and invests in bold solutions to build healthier communities. The Foundation advances policy, builds partnerships, and strengthens public health to create communities where people can achieve their best possible health. www.debeaumont.org
ASTHO is the national nonprofit organization representing the public health agencies of the United States, the U.S. territories and freely associated states, and Washington, D.C. ASTHO’s mission is to support, equip, and advocate for state and territorial health officials in their work of advancing the public’s health and well-being. www.astho.org
The National Association of County and City Health Officials works to improve the health of communities by strengthening and advocating for the nearly 3,000 local health departments across the U.S., seeking optimal health, equity, and security for all people in all communities. www.naccho.org
What drives employee engagement?
JOB SATISFACTION AND ENGAGEMENT:
PREPARING FOR THE FUTURE:
The public health workforce is mission-driven, but factors like pay, lack of opportunities for advancement, and workplace culture can negatively affect engagement and satisfaction.
Public health agencies play a critical role in advancing health and wellbeing for all, and communities depend on a diverse, engaged, and skilled public health workforce.
I am determined to give my best effort at work every day.
Opportunities to improve engagement: Compared to senior leadership, fewer employees agree that creativity and innovation are rewarded and believe that communication between leadership and staff is good.
Creativity and innovation are rewarded
Non-supervisors 41%
For more information, visit: www.phwins.org
of respondents feel positively about the impact they make.
The work I do is important.
43%
The Big Cities Health Coalition (BCHC) is a forum for the leaders of America’s largest metropolitan health departments to exchange strategies and jointly address issues to promote and protect the health and safety of their residents. Collectively, BCHC member jurisdictions directly impact more than 55 million people, or one in six Americans. www.bigcitieshealth.org
95%
VS.
Executives 67%
Communication between leadership and staff is good
49%
Non-supervisors VS. 48%
Executives 69%
How are you planning for the future? Does your workforce reflect your community? How can you inspire young, diverse workers to enter a career in public health? What type of support and mentoring is available to younger employees and women in leadership roles? Do you reward creativity and innovation in your work environment?
Job Satisfaction 81%
Organizational Satisfaction 70%
Pay Satisfaction 48%
To learn more about the survey, or to read the full report, visit: www.phwins.org
2017 NATIONAL FINDINGS
Is the workforce sustainable? The workforce is aging. U.S. WORKFORCE
4742+ 38+ +
THE ROLE OF AMERICA’S PUBLIC HEALTH WORKFORCE
Who is the public health workforce?
The public health workforce is predominantly white, female, and over 40 years old — but women are underrepresented in executive positions.
Protecting communities
Promoting health and well-being
Building partnerships
PH WINS, the only nationally representative survey of state, city, and local public health workers, reveals important data that can inform important leadership decisions and strengthen the health of communities nationwide. PH WINS: Influences investments in workforce development Identifies trends in attitudes, morale, and climate
Builds the evidence base of training needs
22%
47
The workforce is well educated. 5%
2+ Races
Black/African American
Gender Gender in theinpublic the public healthhealth workforce workforce
Asian
Native Hawaiian /Pacific Islander
Tenure in: CURRENT ROLE
U.S. WORKFORCE U.S. WORKFORCE
Since 2014, there has been a
41%
increase in those planning to leave the workforce
Only 14% have formal public health training despite a 300% increase in public health graduates since ‘92.
Top 5 Reasons for Leaving
5 years or less 20+ years
CURRENT AGENCY PUBLIC HEALTH
�� ��� � �� ��� � ��� � ��
MALE MALE
51% 51%49% 49%VS. VS.
60% 43% 30%
7% 14% 21%
PUBLICPUBLIC HEALTHHEALTH WORKFORCE WORKFORCE
36% 36% For every For100 every 100 male workers, male workers, 64% 64% 4 reach 4 reach the the highest highest level level of leadership of leadership
PUBLICPUBLIC HEALTHHEALTH EXECUTIVES EXECUTIVES BY GENDER BY GENDER
Inadequate Lack of Pay Advancement 46%
Workplace Environment
Job Satisfaction
Lack of Support
31%
26%
26%
40%
Certain populations that are already underrepresented are poised to leave in large numbers in the next year:
U.S. CENSUS U.S. CENSUS
79% 79%
plan to leave in the next year for reasons other than retirement
25% MASTERS
Average tenure in a position is just over 7 years.
21% 21%
25%
plan to retire in the next five years
White
Hispanic or Latino
FEMALEFEMALE
22%
have an advanced degree
DOCTORAL
18% NO COLLEGE
RESPONDENTS RESPONDENTS
NEARLY HALF
30%
15% ASSOCIATES
American Indian /Alaska Native
Health departments face a high rate of turnover. Nearly half of the workforce is considering leaving public health as a profession in the next five years.
of the workforce is considering leaving the profession in the next five years
42
MEDIAN AGE
37% BACHELORS
Race/Ethnicity
25% 33% 35%
Millennials are the largest group in the U.S. workforce but are underrepresented in the public health workforce.
DEMOGRAPHICS:
America’s public health workforce plays a vital role in protecting the health of people and the communities where they live, learn, work, and play. Health professionals protect and improve community health by: Preventing disease
37% 40%
0.6% SILENT/GREATEST 2% BABY BOOMERS GEN X MILLENNIALS 0.2% POST-MILLENNIALS 5%
TURNOVER:
For every For100 every 100 femalefemale workers, workers, only 2only reach 2 reach that level that level
32%
of Millennials
34%
of those with a degree in public health
31% of men
24%
of women executives
Is the workforce sustainable? The workforce is aging. U.S. WORKFORCE
4742+ 38+ +
THE ROLE OF AMERICA’S PUBLIC HEALTH WORKFORCE
Who is the public health workforce?
The public health workforce is predominantly white, female, and over 40 years old — but women are underrepresented in executive positions.
Protecting communities
Promoting health and well-being
Building partnerships
PH WINS, the only nationally representative survey of state, city, and local public health workers, reveals important data that can inform important leadership decisions and strengthen the health of communities nationwide. PH WINS: Influences investments in workforce development Identifies trends in attitudes, morale, and climate
Builds the evidence base of training needs
22%
47
The workforce is well educated. 5%
2+ Races
Black/African American
Gender Gender in theinpublic the public healthhealth workforce workforce
Asian
Native Hawaiian /Pacific Islander
Tenure in: CURRENT ROLE
U.S. WORKFORCE U.S. WORKFORCE
Since 2014, there has been a
41%
increase in those planning to leave the workforce
Only 14% have formal public health training despite a 300% increase in public health graduates since ‘92.
Top 5 Reasons for Leaving
5 years or less 20+ years
CURRENT AGENCY PUBLIC HEALTH
�� ��� � �� ��� � ��� � ��
MALE MALE
51% 51%49% 49%VS. VS.
60% 43% 30%
7% 14% 21%
PUBLICPUBLIC HEALTHHEALTH WORKFORCE WORKFORCE
36% 36% For every For100 every 100 male workers, male workers, 64% 64% 4 reach 4 reach the the highest highest level level of leadership of leadership
PUBLICPUBLIC HEALTHHEALTH EXECUTIVES EXECUTIVES BY GENDER BY GENDER
Inadequate Lack of Pay Advancement 46%
Workplace Environment
Job Satisfaction
Lack of Support
31%
26%
26%
40%
Certain populations that are already underrepresented are poised to leave in large numbers in the next year:
U.S. CENSUS U.S. CENSUS
79% 79%
plan to leave in the next year for reasons other than retirement
25% MASTERS
Average tenure in a position is just over 7 years.
21% 21%
25%
plan to retire in the next five years
White
Hispanic or Latino
FEMALEFEMALE
22%
have an advanced degree
DOCTORAL
18% NO COLLEGE
RESPONDENTS RESPONDENTS
NEARLY HALF
30%
15% ASSOCIATES
American Indian /Alaska Native
Health departments face a high rate of turnover. Nearly half of the workforce is considering leaving public health as a profession in the next five years.
of the workforce is considering leaving the profession in the next five years
42
MEDIAN AGE
37% BACHELORS
Race/Ethnicity
25% 33% 35%
Millennials are the largest group in the U.S. workforce but are underrepresented in the public health workforce.
DEMOGRAPHICS:
America’s public health workforce plays a vital role in protecting the health of people and the communities where they live, learn, work, and play. Health professionals protect and improve community health by: Preventing disease
37% 40%
0.6% SILENT/GREATEST 2% BABY BOOMERS GEN X MILLENNIALS 0.2% POST-MILLENNIALS 5%
TURNOVER:
For every For100 every 100 femalefemale workers, workers, only 2only reach 2 reach that level that level
32%
of Millennials
34%
of those with a degree in public health
31% of men
24%
of women executives
Is the workforce sustainable? The workforce is aging. U.S. WORKFORCE
4742+ 38+ +
THE ROLE OF AMERICA’S PUBLIC HEALTH WORKFORCE
Who is the public health workforce?
The public health workforce is predominantly white, female, and over 40 years old — but women are underrepresented in executive positions.
Protecting communities
Promoting health and well-being
Building partnerships
PH WINS, the only nationally representative survey of state, city, and local public health workers, reveals important data that can inform important leadership decisions and strengthen the health of communities nationwide. PH WINS: Influences investments in workforce development Identifies trends in attitudes, morale, and climate
Builds the evidence base of training needs
22%
47
The workforce is well educated. 5%
2+ Races
Black/African American
Gender Gender in theinpublic the public healthhealth workforce workforce
Asian
Native Hawaiian /Pacific Islander
Tenure in: CURRENT ROLE
U.S. WORKFORCE U.S. WORKFORCE
Since 2014, there has been a
41%
increase in those planning to leave the workforce
Only 14% have formal public health training despite a 300% increase in public health graduates since ‘92.
Top 5 Reasons for Leaving
5 years or less 20+ years
CURRENT AGENCY PUBLIC HEALTH
�� ��� � �� ��� � ��� � ��
MALE MALE
51% 51%49% 49%VS. VS.
60% 43% 30%
7% 14% 21%
PUBLICPUBLIC HEALTHHEALTH WORKFORCE WORKFORCE
36% 36% For every For100 every 100 male workers, male workers, 64% 64% 4 reach 4 reach the the highest highest level level of leadership of leadership
PUBLICPUBLIC HEALTHHEALTH EXECUTIVES EXECUTIVES BY GENDER BY GENDER
Inadequate Lack of Pay Advancement 46%
Workplace Environment
Job Satisfaction
Lack of Support
31%
26%
26%
40%
Certain populations that are already underrepresented are poised to leave in large numbers in the next year:
U.S. CENSUS U.S. CENSUS
79% 79%
plan to leave in the next year for reasons other than retirement
25% MASTERS
Average tenure in a position is just over 7 years.
21% 21%
25%
plan to retire in the next five years
White
Hispanic or Latino
FEMALEFEMALE
22%
have an advanced degree
DOCTORAL
18% NO COLLEGE
RESPONDENTS RESPONDENTS
NEARLY HALF
30%
15% ASSOCIATES
American Indian /Alaska Native
Health departments face a high rate of turnover. Nearly half of the workforce is considering leaving public health as a profession in the next five years.
of the workforce is considering leaving the profession in the next five years
42
MEDIAN AGE
37% BACHELORS
Race/Ethnicity
25% 33% 35%
Millennials are the largest group in the U.S. workforce but are underrepresented in the public health workforce.
DEMOGRAPHICS:
America’s public health workforce plays a vital role in protecting the health of people and the communities where they live, learn, work, and play. Health professionals protect and improve community health by: Preventing disease
37% 40%
0.6% SILENT/GREATEST 2% BABY BOOMERS GEN X MILLENNIALS 0.2% POST-MILLENNIALS 5%
TURNOVER:
For every For100 every 100 femalefemale workers, workers, only 2only reach 2 reach that level that level
32%
of Millennials
34%
of those with a degree in public health
31% of men
24%
of women executives
ORGANIZATIONS BEHIND THE SURVEY: Advocates for the public health workforce
The de Beaumont Foundation creates and invests in bold solutions to build healthier communities. The Foundation advances policy, builds partnerships, and strengthens public health to create communities where people can achieve their best possible health. www.debeaumont.org
ASTHO is the national nonprofit organization representing the public health agencies of the United States, the U.S. territories and freely associated states, and Washington, D.C. ASTHO’s mission is to support, equip, and advocate for state and territorial health officials in their work of advancing the public’s health and well-being. www.astho.org
The National Association of County and City Health Officials works to improve the health of communities by strengthening and advocating for the nearly 3,000 local health departments across the U.S., seeking optimal health, equity, and security for all people in all communities. www.naccho.org
What drives employee engagement?
JOB SATISFACTION AND ENGAGEMENT:
PREPARING FOR THE FUTURE:
The public health workforce is mission-driven, but factors like pay, lack of opportunities for advancement, and workplace culture can negatively affect engagement and satisfaction.
Public health agencies play a critical role in advancing health and wellbeing for all, and communities depend on a diverse, engaged, and skilled public health workforce.
I am determined to give my best effort at work every day.
Opportunities to improve engagement: Compared to senior leadership, fewer employees agree that creativity and innovation are rewarded and believe that communication between leadership and staff is good.
Creativity and innovation are rewarded
Non-supervisors 41%
For more information, visit: www.phwins.org
of respondents feel positively about the impact they make.
The work I do is important.
43%
The Big Cities Health Coalition (BCHC) is a forum for the leaders of America’s largest metropolitan health departments to exchange strategies and jointly address issues to promote and protect the health and safety of their residents. Collectively, BCHC member jurisdictions directly impact more than 55 million people, or one in six Americans. www.bigcitieshealth.org
95%
VS.
Executives 67%
Communication between leadership and staff is good
49%
Non-supervisors VS. 48%
Executives 69%
How are you planning for the future? Does your workforce reflect your community? How can you inspire young, diverse workers to enter a career in public health? What type of support and mentoring is available to younger employees and women in leadership roles? Do you reward creativity and innovation in your work environment?
Job Satisfaction 81%
Organizational Satisfaction 70%
Pay Satisfaction 48%
To learn more about the survey, or to read the full report, visit: www.phwins.org
2017 NATIONAL FINDINGS
ORGANIZATIONS BEHIND THE SURVEY: Advocates for the public health workforce
The de Beaumont Foundation creates and invests in bold solutions to build healthier communities. The Foundation advances policy, builds partnerships, and strengthens public health to create communities where people can achieve their best possible health. www.debeaumont.org
ASTHO is the national nonprofit organization representing the public health agencies of the United States, the U.S. territories and freely associated states, and Washington, D.C. ASTHO’s mission is to support, equip, and advocate for state and territorial health officials in their work of advancing the public’s health and well-being. www.astho.org
The National Association of County and City Health Officials works to improve the health of communities by strengthening and advocating for the nearly 3,000 local health departments across the U.S., seeking optimal health, equity, and security for all people in all communities. www.naccho.org
What drives employee engagement?
JOB SATISFACTION AND ENGAGEMENT:
PREPARING FOR THE FUTURE:
The public health workforce is mission-driven, but factors like pay, lack of opportunities for advancement, and workplace culture can negatively affect engagement and satisfaction.
Public health agencies play a critical role in advancing health and wellbeing for all, and communities depend on a diverse, engaged, and skilled public health workforce.
I am determined to give my best effort at work every day.
Opportunities to improve engagement: Compared to senior leadership, fewer employees agree that creativity and innovation are rewarded and believe that communication between leadership and staff is good.
Creativity and innovation are rewarded
Non-supervisors 41%
For more information, visit: www.phwins.org
of respondents feel positively about the impact they make.
The work I do is important.
43%
The Big Cities Health Coalition (BCHC) is a forum for the leaders of America’s largest metropolitan health departments to exchange strategies and jointly address issues to promote and protect the health and safety of their residents. Collectively, BCHC member jurisdictions directly impact more than 55 million people, or one in six Americans. www.bigcitieshealth.org
95%
VS.
Executives 67%
Communication between leadership and staff is good
49%
Non-supervisors VS. 48%
Executives 69%
How are you planning for the future? Does your workforce reflect your community? How can you inspire young, diverse workers to enter a career in public health? What type of support and mentoring is available to younger employees and women in leadership roles? Do you reward creativity and innovation in your work environment?
Job Satisfaction 81%
Organizational Satisfaction 70%
Pay Satisfaction 48%
To learn more about the survey, or to read the full report, visit: www.phwins.org
2017 NATIONAL FINDINGS
ORGANIZATIONS BEHIND THE SURVEY: Advocates for the public health workforce
The de Beaumont Foundation creates and invests in bold solutions to build healthier communities. The Foundation advances policy, builds partnerships, and strengthens public health to create communities where people can achieve their best possible health. www.debeaumont.org
ASTHO is the national nonprofit organization representing the public health agencies of the United States, the U.S. territories and freely associated states, and Washington, D.C. ASTHO’s mission is to support, equip, and advocate for state and territorial health officials in their work of advancing the public’s health and well-being. www.astho.org
The National Association of County and City Health Officials works to improve the health of communities by strengthening and advocating for the nearly 3,000 local health departments across the U.S., seeking optimal health, equity, and security for all people in all communities. www.naccho.org
What drives employee engagement?
JOB SATISFACTION AND ENGAGEMENT:
PREPARING FOR THE FUTURE:
The public health workforce is mission-driven, but factors like pay, lack of opportunities for advancement, and workplace culture can negatively affect engagement and satisfaction.
Public health agencies play a critical role in advancing health and wellbeing for all, and communities depend on a diverse, engaged, and skilled public health workforce.
I am determined to give my best effort at work every day.
Opportunities to improve engagement: Compared to senior leadership, fewer employees agree that creativity and innovation are rewarded and believe that communication between leadership and staff is good.
Creativity and innovation are rewarded
Non-supervisors 41%
For more information, visit: www.phwins.org
of respondents feel positively about the impact they make.
The work I do is important.
43%
The Big Cities Health Coalition (BCHC) is a forum for the leaders of America’s largest metropolitan health departments to exchange strategies and jointly address issues to promote and protect the health and safety of their residents. Collectively, BCHC member jurisdictions directly impact more than 55 million people, or one in six Americans. www.bigcitieshealth.org
95%
VS.
Executives 67%
Communication between leadership and staff is good
49%
Non-supervisors VS. 48%
Executives 69%
How are you planning for the future? Does your workforce reflect your community? How can you inspire young, diverse workers to enter a career in public health? What type of support and mentoring is available to younger employees and women in leadership roles? Do you reward creativity and innovation in your work environment?
Job Satisfaction 81%
Organizational Satisfaction 70%
Pay Satisfaction 48%
To learn more about the survey, or to read the full report, visit: www.phwins.org
2017 NATIONAL FINDINGS