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IT’S A NEW YEAR…MEET CSTE’S NEW STAFF

Posted By Jeremy Arieh, Friday, February 3, 2017
Updated: Thursday, February 2, 2017
It is hard to believe that January is already over, and we’re well on our way into 2017. In the last few months, CSTE’s national office staff has grown to accommodate new public health endeavors and support our ongoing work. Please be sure to welcome the new members of our team as we move forward and prep for the 2017 Annual Conference in Boise, Idaho!
 
Jeremy Arieh
Jeremy Arieh joined CSTE in January as new Director of Communications with a focus on strategic internal and external communications that will increase CSTE’s visibility and recognition as the applied epidemiology resource. With nearly a decade of experience in health care communications, marketing and media relations, Jeremy comes to CSTE from the Georgia Department of Community Health (DCH), where he created and implemented strategic communications and marketing plans in the Department's key programmatic areas. Prior to his role at DCH, Jeremy spent five years as Director of Marketing & Communications for the Georgia Nurses Association and Foundation. Jeremy holds a bachelor of arts in journalism from Georgia State University. When he’s not dreaming up new communications for CSTE, Jeremy enjoys reading, writing, watching English Premier League soccer, NFL football and spending time with his family and black lab Rocky.
 
Derwin Henderson
Last September, Derwin Henderson joined CSTE as a new member of our accounting team. He previously held an accounting role at Clark Atlanta University, where he advised students how to manage debt and stick their goal of completing college and earning a degree. Prior to this, Derwin spent time as an asset analyst for Capitol City Bank & Trust Company. In this role, he managed of all the bank’s foreclosed properties. Derwin also worked for five years in an accounting capacity with Enterprise Rent-a-Car. Derwin holds a Bachelor’s degree in accounting from Morehouse College in Atlanta. He enjoys reading books on politics and history, and in his free time, he enjoys listening to jazz artists like Shirley Horn, Miles Davis, John Coltrane and Ella Fitzgerald. Derwin grew up in Los Angeles, California.
 
Thuy Kim
Thuy Kim is a two-time alumna of the University of Alabama at Birmingham, holding a Bachelor of Science in Biology, a Master of Public Health in Epidemiology and a Certificate in Global Health through the Sparkman Center for Global Health. Thuy was an epidemiologist in the Bureau of Communicable Disease at the Alabama Department of Public Health before joining the CSTE team in October 2016. Currently, she is an Associate Research Analyst focusing on CSTE’s food safety portfolio and CIFOR projects.
 
Meri Phillips
Meredith (Meri) Phillips has joined CSTE as an Associate Research Analyst on the ID Team, primarily supporting our vector-borne diseases and public health preparedness portfolios. She will also support efforts of the Public Health Law and Border/International Health subcommittees.

Meri attended Georgia Southern University where she obtained her Master of Public Health with a concentration in Environmental Health Sciences. She began her career in public health as a Florida Epidemic Intelligence Service fellow where she gained hands-on experience in applied epidemiology. Here in Georgia, she has worked at both the state (Georgia Emerging Infections Program) and local levels (Gwinnett, Newton, and Rockdale County Health Departments) as an Epidemiologist. Most recently, she was the lead for Zika response activities in GNR Counties by facilitating testing through the Georgia Public Health Laboratory (GPHL), interviewing positive travel-associated Zika cases and couriering specimens to GPHL. Her experience in infectious disease epidemiology with an emphasis on vector-borne diseases and public health preparedness will be invaluable to her new role at CSTE.

 
Nikka Sorrells
Nikka Sorrells attended the University of Louisville where she received a Master of Public Health with a concentration in Epidemiology. She has recently joined the Non-Infectious Disease team as an Associate Research Analyst at CSTE and is the staff lead for the Chronic Disease/Maternal Child Health/Oral Health track. In addition, she is also the staff lead for the Tribal Health Epidemiology, Health Disparities, WestON, and SouthON Subcommittees and/or Workgroups.

Prior to CSTE, Nikka worked at the Tennessee Department of Health as a Public Health Educator in the Health Promotion Department. During that time, she worked with community county health councils, subcommittees and workgroups on various county-wide health initiatives, projects and grants, which were primarily focused on Chronic Diseases, Maternal Child Health and Minority Health. In addition, Nikka worked with the Primary Prevention Initiative teams at the local health departments to facilitate trainings for staff and develop SMART objectives. Nikka has valuable experience in project management, meeting facilitation and budget management, and will be an asset to the CSTE team.


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Putting People First in Public Health Informatics

Posted By Juliet Sheridan, MPH, Monday, January 23, 2017
Updated: Monday, January 23, 2017

As a self-proclaimed data nerd, I was initially excited about being accepted into the Applied Public Health Informatics Fellowship (APHIF) because I’d have the chance to improve my technical skills in a real-world setting. Supported by CDC, the Council of State and Territorial Epidemiologists (CSTE) and the National Association of County and City Health Officials (NACCHO), my APHIF work is part of the “Project SHINE” professional development collaboration. Imagine my surprise when my main fellowship project for the Family Success Alliance turned out to be more about people than the technical specs.

The Family Success Alliance (FSA) is a collective impact initiative developed to ensure that children whose families struggle to make ends meet have the educational and economic opportunities to succeed in Orange County, NC. Modeled after the Harlem Children’s Zone, FSA works in two neighborhoods called ‘Zones’ to provide a “pipeline” of evidence-based programs, services and supports from cradle to career. With over 200 participants in the first two years and yearly expansion planned, FSA needed a way to keep track of demographic, program and outcome information for each participant and their family.


The Family Success Alliance (FSA) is a collective impact initiative developed to ensure that children whose families struggle to make ends meet have the educational and economic opportunities to succeed in Orange County, NC.

Because the collaborative spans many sectors, including local government, school districts, non-profit organizations and funders, we couldn’t just set up a regular database. It was important to track not only what was happening, e.g., tracking participation in programming, but also how partners were interacting, e.g., whether the afterschool tutoring organization also referred participants to our mental health partners. We needed this tracking to occur in real-time across 13 different organizations, while also being HIPAA and FERPA compliant.

To this end, I was selected to implement a shared measurement system that all our partners could access and utilize. The United Way, one of our funders, uses a web-based case management system called Efforts to Outcomes (ETO), created by Social Solutions, Inc., which we decided to adopt for FSA. I focused first on the technical components necessary for success, such as gathering requirements, managing permissions and building reports. However, I realized that the most important pieces of this project were non-technical. How do you build trust among partners? Maintain common goals and accountability? Allow for unique organizational needs? Prioritize equity? These questions ultimately informed most of my work during my fellowship experience.



Pictured: FSA partners are pictured here during a working meeting.

Before I could begin setting up ETO, we had to create and sign a Master Data Sharing Agreement that outlined the appropriate use, storage, analysis and security for the data we would enter into our system. We found that this agreement could not move forward without numerous conversations about each partners’ experience with similar data, capacity for data management and expectations for security, confidentiality and privacy. Fundamentally, these conversations were about building trust. Do you and your partners trust each other to be good stewards of the data? Do your clients trust you to maintain their information in a secure way? The Data Sharing Agreement is just the first step in a continuing conversation about data use and practices; my role is to accompany our partners in that discussion.

Now that the Master Data Sharing Agreement is almost complete, I’ve turned my attention to getting the system set up for our community partners. In designing the forms and user interface on the website, it is crucial to keep the end goals of the collaborative in mind, so that we can measure the impact on the community. One of the guiding principles of the Alliance is equity, and that is no less true when it comes to data. This principle informs both logistical and measurement questions about our data, including who enters the data, how we train staff, if we are capturing community strengths, and whether we’re contributing to a “fixing systems” mentality instead of “fixing people”. The real questions we want to answer using this database are about families living in Orange County and whether their children are ready for kindergarten; if they have appropriate, stable housing; and if there more families living above the poverty line as a result of our work. If I focused only on the technical requirements of the database, I’d lose sight of what is truly important about the work we’re doing.



Pictured: Here, a teacher reads to children in the Kindergarten Readiness Program.

Through my APHIF experience, I’ve found that informatics is about so much more than just technical skills. Systems like ETO improve our processes and contribute to data-driven decision making, but they must also be designed with human “requirements” in mind, like trust, accountability and equity in order to be truly successful. I am so grateful to my mentors, our community partners, Family Success Alliance staff and funders for their continued support and assistance. The Orange County Health Department and the APHIF program have afforded me this unique opportunity that has changed the way I will approach public health informatics throughout my career.

Juliet Sheridan is an Applied Public Health Informatics Fellow at the Orange County Health Department in North Carolina. She received her MPH from the University of North Carolina at Chapel Hill. Ms. Sheridan’s post is the third in a series of blogs by CSTE-sponsored fellows.

Tags:  Cross cutting  Epidemiology  Fellowship  Informatics  Surveillance  Workforce Development 

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Using Electronic Health Data to Prevent Traffic Injuries & Save Lives

Posted By Kenneth Scott, PhD, MPH, Tuesday, January 10, 2017

2016 was a big year for Denver. In addition to the Denver Broncos’ Super Bowl championship, the regional transit agency introduced three new train lines, with a fourth coming soon, and Denver’s Mayor Michael Hancock launched an initiative known as “Vision Zero.” First enacted by the Swedish Parliament in 1997, Vision Zero was designed to eliminate all traffic-related deaths and serious injuries by 2020. That anyone in the 21st century could seriously imagine a city or country with no serious road traffic injuries is an indicator of how far public health and safety professionals have come in making transportation safer. Improved traffic safety has been a public health goal for decades, due in part to the early intellectual leadership of Dr. William Haddon Jr. as well as the political activism of Ralph Nader. The Center for Disease Control and Prevention (CDC) counts motor vehicle safety as one of the greatest public health achievements of the 20th century. Even so, Sweden’s notion that traffic deaths and serious injuries can be eradicated was, well… visionary.

In the first decade of Vision Zero, the number of road deaths in Sweden was cut in half. Other governments have since followed Sweden’s model, adopting Vision Zero policies of their own. In the United States, cities like Boston, Chicago and San Francisco have taken the lead with efforts to implement. Vision Zero in Denver, as in Sweden, has come both from community activism as well as political leadership. Mayor Hancock made a formal commitment to Vision Zero in February 2016 after receiving support from a network of community organizations in the Denver area. A group of city agencies is currently working to develop a Vision Zero Action Plan for Denver, with ongoing guidance from interested community groups.

Tracking progress in achieving Vision Zero requires data, which is where public health informatics comes in. Public health informatics is ultimately about transforming health-related data into useful information for public health action. I am currently a fellow working at Denver Public Health through the Applied Public Health Informatics Fellowship (APHIF) program. APHIF is supported by CDC, the Council of State and Territorial Epidemiologists (CSTE), and the National Association of County and City Health Officials (NACCHO) as part of the “SHINE” professional development collaboration. Fellows in my program are typically recent graduates of academic programs in public health or computer & information science (I defended my dissertation in epidemiology this past August). We receive one year of on-the-job training at a state or local health agency, where we learn how to communicate and work with the diverse teams of professionals involved in public health informatics.

In an effort to build injury epidemiology capacity within our department, I have been responding to information requests we receive related to injury prevention—my PhD focus. Denver Environmental Health—one of the agencies working on the Vision Zero Action Plan—requested that the Denver Public Health’s Public Health Informatics Group (PHIG) where I am embedded conduct a “hot spot” analysis of transportation injuries in the city. After evaluating different information systems, my fellowship mentors and I concluded that electronic health record data collected by Denver’s paramedics would be best suited to identify hazardous locations. Geographic location data assigned by the 911 call system are the most precise measures of injuries’ incident locations in any available health records. Also, the paramedic data capture injuries that police reports—which are publicly available and have previously been analyzed—might miss.

Through a partnership with the Denver Health Paramedics Division, we evaluated five years of transportation injury data and identified specific locations in Denver that might benefit from additional attention (e.g., intersection redesign, traffic enforcement, etc.). Denver Environmental Health and the other members of the Vision Zero work group will use our report to help develop recommendations to improve transportation safety in Denver. I look forward to seeing how the report is used.

What I have enjoyed the most about this fellowship has been working in an applied setting with committed public health practitioners and learning from professionals trained in other disciplines, including computer science, software development and database management. This cross cutting, interprofessional education is helping me and other fellows in my cohort build skills to translate across disciplines and, hopefully, secure long-term career placement in governmental public health. It has been rewarding to apply my formal education in epidemiology to public health issues and information systems specific to Denver—the city where I was born and raised. As a child, I was treated by Denver’s paramedics for injuries I sustained after running through a glass door. A surgeon at Denver Health helped me return to play after I experienced a shoulder injury playing high school football. And as a bike commuter, I have crossed through intersections that our analyses highlight for improvements. In other words, working with these particular information systems carries a personal significance for me. And from a professional standpoint, the APHIF program has given me valuable experience working in local public health which, as we say, is where the rubber meets the road.


Dr. Ken Scott is an Applied Public Health Informatics Fellow at Denver Public Health. He received his PhD from the University of Colorado and his MPH from the University of Washington. Dr. Scott’s post is the second in a series of blogs by CSTE-sponsored fellows.

Tags:  cross cutting  epidemiology  fellowship  informatics  surveillance  workforce development 

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Working Together for a Healthier Public Health Workforce

Posted By Dr. Patricia M. Simone, Tuesday, January 3, 2017
Updated: Tuesday, January 3, 2017

With 2016 now behind us, it is not an understatement to say it was a record year. Together, we faced persistent challenges such as eradicating the Ebola virus disease in West Africa, and addressing complex challenges such as opioid abuse and addiction, and lead contamination in our own backyard. We also faced newly emerging health threats, such as the emergence of the Zika virus across the continental and territorial United States and its devastating effect on infants—the first vector-borne disease to cause birth defects.

Crucially, a well-trained army of highly skilled public health professionals has met each of these challenges. Without their tireless efforts, consequences for the American public and others around the world could have been much worse. We’ve seen these disease detectives in the news. They are dedicated public health heroes, like the professionals in Miami-Dade County, Florida who went door-to-door with clipboards to track the spread of Zika infections, while others even now are at work sequencing a vaccine for the virus. Public health professionals stepped forward, suited up, and deployed to 50 medical centers in Liberia to provide emergency treatment and vaccinations to 1,750 individuals with a high risk of contracting Ebola. Disease detectives assisted Indiana in addressing the needs of a community facing the complex, coupled issues of opiate addiction and an HIV outbreak. They also climbed rooftops to swab cooling towers in New York to search for the source of a Legionellosis outbreak. Yet this same public health workforce now is endangered—not by the ravages of a foreign climate or an exotic virus – but by preventable reductions to public health budgets by federal and state governments.

U.S. Centers for Disease Control and Prevention (CDC) hosts a premier public health workforce development program. CDC has built a wide variety of workforce development opportunities over 65 years that range from placements with academic and professional institutions, to inter-agency applied fellowships, to placements in communities such as those coordinated by the Council of State and Territorial Epidemiologists (CSTE). CDC supports fellowships and programs, along with partners, to train the next generation of epidemiologists, laboratorians, decision scientists (public health economists), informaticians, and preventive medicine specialists, to name just a few.

Developing well-rounded public health professionals from many interests and backgrounds demands well-tested programs that encourage learning through experience with respected public health experts, coupled with excellent training. In addition to these opportunities, CDC offers free online learning and is the only agency in the Department of Health and Human Services currently accredited to award seven types of continuing education certifications for health professionals. Most graduates of CDC fellowships choose careers in governmental public health.

But our successes—and the health security of Americans—are at risk. CDC over the past several years has become increasingly unable to keep up with the demand for public health professionals who are prepared to meet the constantly evolving public health challenges America and our neighbors throughout the world face. Our resources are stretched thin, and we now must make difficult decisions about which public health fellowships cannot be sustained fully. CDC and public health departments cannot predict what new challenges we will face tomorrow or in the coming years. We know from experience how important it is for America to have highly trained, dedicated professionals ready to meet the next challenge. Yet the threat of proposed budget reductions persists, while federal and local costs to support these programs continue to rise. And demand for CDC’s programs continues to exceed the available opportunities. For example, CSTE’s applied epidemiology fellows program in 2016 received more than 600 applications, but the CDC budget only allowed funding for 22. If more reductions occur, even fewer applicants will be accepted for training.

Public health professionals, like the brave men and women in our military, face the enemy on the front lines. For public health professionals, that means being on the ground wherever America’s health security is threatened—at home or overseas. And like our defense security, our nation’s public health security requires sustained investments in these people who dedicate their careers to service in public health. In the end, a healthy public health workforce is the only way to ensure a healthy nation.


Dr. Patricia M. Simone is the Director of CDC’s Division of Scientific Education and Professional Development in the Center for Surveillance, Epidemiology and Laboratory Services. She has held numerous leadership positions in CDC and has served on the frontlines of public health herself, retiring as a captain from the U.S. Public Health Service Commissions Corps in 2013.

Tags:  Epidemiology  Fellowship  Surveillance  Workforce Development 

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Channeling John Snow: Poisoning Data for HIV/HCV Prevention

Posted By Nate Wright, Tuesday, December 27, 2016
Updated: Tuesday, December 20, 2016

It is difficult to distill my experiences as a CSTE Applied Epidemiology Fellow (AEF) in the Minnesota Department of Health (MDH) into one blog post. I hit the ground running from day one of my fellowship and have been enjoying the experiences ever since. Primarily, my work focuses on suicide and drug overdose, but those topics encompass and overlap considerably with other related public health matters. For example, my projects have included evaluating Minnesota’s Violent Death Reporting System, examining American Indian drug overdose deaths in Minnesota, working with Minnesota’s American Indian community to address the drug overdose crisis, and providing epidemiological assistance to a concerned Minnesota community that saw an increase in suicides from a bridge. I have also presented at local, state, regional, and national conferences, and have produced work for various publications. These are some of the projects I expected from my AEF, but I have also been involved with projects I never would have anticipated, such as evaluating the public health impact of a new statute in Minnesota that allows for religious objections to autopsies.

One project that I am proud of, and has been rewarding to work on, has been our efforts to better understand counties in Minnesota that may be at higher risk for an outbreak of HIV or Hepatitis C Virus (HCV) associated with injection drug use. The 2014 outbreak of HIV associated with injection drug use in Indiana raised concerns about the ability to detect and respond to a similar outbreak in Minnesota. A workgroup at the MDH was convened with participation from both infectious disease and injury prevention units. The goal was to identify potentially high risk areas for an outbreak of HIV or HCV, as well as where future resources for treatment and prevention of HIV or HCV should be placed in Minnesota.

We identified currently available data sources that could provide insight into counties at greater risk of an outbreak. The results of our analyses validated current knowledge of locations throughout Minnesota with a greater number of drug poisoning hospitalizations and cases of HIV or HCV. However, the findings also highlighted areas of the state with greater numbers of poisoning hospitalizations, but fewer cases of HIV or HCV. These areas may be at greater risk of an infectious disease outbreak, and it may be beneficial to target them with prevention measures, such as disease screening, referral to care, and syringe exchange programs.

At about the same time I completed our analysis, the Centers for Disease Control and Prevention (CDC) released a similar analysis titled, “County-level Vulnerability to Rapid Dissemination of HIV/HCV Infection among Persons who Inject Drugs.” The goals of the CDC analysis were similar to ours, except the CDC analyzed data for all counties in the United States and used a more sophisticated statistical method. The CDC report only published results for the highest risk counties in the United States, of which there were no Minnesota counties. However, the methods of the CDC analysis were replicated at the MDH with Minnesota county data to compare the MDH method and the CDC method. The two methods ultimately identified a similar group of counties in Minnesota that were found to be at higher potential risk for an outbreak of disease. The methods and data used in the statistical model continue to be refined to more accurately represent the population and risk factors in Minnesota to ensure it provides the most accurate picture of risk across the state. We’ve presented the results of this project at state and national conferences, and they will continue guide our thinking at the MDH as to how to address and prevent drug poisoning hospitalizations and HIV or HCV infection from occurring. There’s also potential for these results to help inform state policymakers as they seek legislative solutions to substance abuse.



CSTE Applied Epidemiology Fellow Nate Wright presents his work before administration officials at the Substance Abuse and Mental Health Services Administration.

This project was particularly interesting because it brought together units of the MDH that often don’t have an opportunity to collaborate. Each unit brought their area of expertise to the table to work together to address this problem. For me, this project brought home the point that we as public health practitioners can accomplish more by working with each other and across our units. Bringing together colleagues with different perspectives on complex public health challenges helps push public health forward and improve the health of Minnesotans and our communities.

These project examples highlight a few of the tangible accomplishments of my AEF, but I have also grown personally and professionally as a result of these experiences. I strive to fully understand the data, including their strengths and limitations, and potential policy implications of findings. I’ve been reminded through meetings with those in my community that ultimately there are people behind the numbers—the data are representative of the true public health challenges facing people in the community that we are working to address.

The AEF has afforded me opportunities that few other recent graduates and new employees experience. My mentors have been wonderful and have provided the guidance and expertise to ensure my fellowship has been an extraordinary time as part of the Injury and Violence Prevention Section. As I reflect back on the first year of my fellowship, I begin to understand the wonderful experiences this fellowship has offered and I look forward to the work and opportunities that are still to come in my fellowship and beyond.


 
Nate Wright is a CSTE Applied Epidemiology Fellow in the Minnesota Department of Health. He is a graduate of the University of Minnesota School of Public Health where he received his Masters of Public Health in Epidemiology. Mr. Wright’s post is the first in a series of blogs by CSTE Applied Epidemiology Fellows to be posted in the coming weeks.
 

Tags:  data  epidemiology  Fellowship  Substance Abuse  Surveillance  Workforce development 

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Assessing the Training Needs of Epidemiologists

Posted By Jessica Arrazola, Tuesday, December 20, 2016
Updated: Tuesday, December 20, 2016

The recent publication “Examining state health agency Epidemiologists and their training needs” describes the applied epidemiology workforce as highly educated, with gaps in relevant skills requiring development.1 These gaps are not in traditional epidemiology “shoe leather,” but in the cross cutting skills of collaboration, change management, and communication. Similar to other assessments of the public health workforce, workers self-report a need for more training in these non-technical skills. As we enter into the era of “Public Health 3.0”—a major upgrade in public health practice to emphasize cross-sectoral policy to address social determinates of health—it will be necessary for epidemiologists to work beyond their silos to successfully implement surveillance and informatics initiatives.

The Council on Education for Public Health (CEPH) recognizes this need for training in cross cutting skills and is changing the accreditation criteria of schools and programs of public health.2 These changes aim to shift the delivery of the Master of Public Health (MPH) curriculum from the traditional five areas of public health to foundational knowledge and competencies as well as applied learning experiences beyond the traditional practicum. The 22 MPH competencies are arranged across eight domains: evidence-based approaches to public health, public health and health care systems, planning and management to promote health, policy in public health, leadership, communication, interprofessional practice, and systems thinking.

The change in accreditation criteria will eventually have a downstream effect in preparing the public health workforce, but training in cross cutting skills for the current workforce is needed now. The Council of State and Territorial Epidemiologists (CSTE) aims to provide epidemiologists a forum for discussion, resources, and training for cross cutting skills. One example is the recently developed toolkit of resources to promote scientific writing among applied epidemiologists. Since June 2016, CSTE has identified new leadership for the Epi Methods Subcommittee, reinvigorated the Workforce Subcommittee and added a co-chair, and has initiated an Early Career Professionals Workgroup. While other subcommittees and workgroups are topical in nature, the Epi Methods and Workforce Subcommittees’ activities strive to promote a trained and qualified workforce on cross cutting skills.

CSTE will continue to support activities to foster a prepared workforce. The Epi Methods Subcommittee Chairs, Diana Cervantes of the Texas State Department of Health and Talia Brown of Boulder County Public Health, have led the group to develop a strategic plan for 2016-2017 with two major priority areas: 1) Enhancing awareness and promoting best practices in applied epidemiology methods and 2) Working to build and maintain capacity for the application of epidemiologic methods. The Workforce Subcommittee will also develop a strategic plan to be presented at the 2017 CSTE Annual Conference.

CSTE remains committed to equipping epidemiologists with the diverse skills they need—technical and otherwise—to succeed in an evolving public health landscape. You can help us by joining the Workforce and/or Epi Methods Subcommittees to support our workforce development initiatives.


Jessica Arrazola is CSTE’s Acting Director of Workforce Development. To receive more information about the Early Career Professionals Workgroup or other CSTE workforce development projects, contact Jessica at Jarrazola@cste.org.

1 Chapple-McGruder, T., Leider, J., Beck, A., Castrucci, B., Harper, E., Sellers, K., Arrazola, J., and Engel, J. (2016). Examining state health agency epidemiologists and their training needs, Annals of Epidemiology.
2 Hadler, J. (2014). 2013 Epidemiology Capacity Assessment. Accessed via http://www.cste2.org/2013eca/CSTEEpidemiologyCapacityAssessment2014-final2.pdf
3 Council on Education for Public Health. (2016). 2016 revised criteria. Accessed via http://ceph.org/criteria-revision/

Tags:  Cross Cutting  epidemiology  Fellowship  membership  staff spotlight  Workforce Development 

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CSTE and Epi’s Work Around the World

Posted By Jennifer Lemmings, Friday, December 2, 2016
Updated: Thursday, December 1, 2016

On November 4, President Obama signed an Executive Order reinforcing the Global Health Security Agenda (GHSA) as a presidential-level priority and bolstering the United States as a major catalyst for supporting the GHSA and its promise. In his Executive Order, President Obama highlights the role of protecting global security as a key tenet of the United States’ national strategy to combat biological threats. He points out that in a globalized world, in order to protect ourselves, we must protect and bolster other nations’ health infrastructures.

The United States, joining the World Health Organization (WHO), Food and Agriculture Organization of the United Nations (FAO), World Organisation for Animal Health (OIE), Global Partnership Against the Spread of Weapons and Materials of Mass Destruction, the International Criminal Police Organization (INTERPOL), and other relevant organizations and stakeholders, will coordinate amongst governmental and non-governmental entities in order to advance the “global health agenda.” This will include the development of an inter-agency council to draft guidance for the agencies and support and track global health issues and how the United States can lead and participate in addressing them, among other things.

CSTE is pleased to support the President’s efforts, acknowledging that walls cannot stop the spread of disease, and therefore national health security can only be achieved through the protection of global health security. CSTE’s international role has accelerated rapidly within the last two years as we work to better support epidemiology surge capacity needs. Funding from the Centers for Disease Control and Prevention (CDC) and the CDC Foundation enabled CSTE to support international public health emergencies in Ebola, and now in Zika.

In January 2015, four French speaking senior epidemiologists traveled to four high risk Ebola Virus unaffected countries in Western Africa. As part of a comprehensive strategy to contain the regional Ebola epidemic, CDC and other international partners during this period were working in 18 unaffected high risk countries, with the aim of increasing capacity to detect and control any introduced Ebola Virus cases. The goal was to enhance the epidemiologic capacity in these countries and to provide:

  • Capacity building, technical assistance and guidance to the Ministries of Health/Health Departments surrounding Guinea, Sierra Leone and Liberia; and
  • Assessment of existing capacities and recommendations for improvement of policies and procedures
Funding for this work continued, and since August 2015 CSTE has supported an additional 40 deployments including those from the New York City Department of Health and Mental Hygiene, with an average deployment in Western Africa of 43 days.
 
As needs in the Zika response efforts have increased, CSTE is also supporting epidemiology work in Puerto Rico. Currently six deployments are completed or underway.

CSTE urges the new administration to continue support for these important efforts, and will continue to advocate for funding for epidemiologists to protect our nation’s health.

Tags:  Disaster Epidemiology  epidemiology  Global Health  Health security  infectious disease  Outbreak  surveillance 

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Welcome CSTE's New Face of Finance

Posted By CSTE, Friday, November 18, 2016
Updated: Thursday, November 17, 2016

Earlier this month, the Council of State and Territorial Epidemiologists (CSTE) welcomed John Lisco to the organization as its new Senior Director of Finance. John has a wealth of experience in public health and management, overseeing several programs and projects at the Centers for Disease Control and Prevention (CDC), serving on the Emory University faculty, and working in the private sector. We asked John to share more about what drives him, his goals for this new position and CSTE, and what keeps him busy in his spare time.

 

How have your prior work experiences prepared you for CSTE?
Over the course of my career, I have had the opportunity to work in a variety of public health and health care settings in both the public and private sectors. These experiences have allowed me to develop leadership, management, and financial skills, which I bring to my position as Senior Director of Finance at CSTE.

I began my CDC career in 1995 in the Division of Cancer Prevention and Control as a program consultant with the National Breast and Cervical Cancer Early Detection Program and National Skin Cancer Prevention Education Program. While there, I led a workgroup to develop projections for a national colorectal cancer screening program, which led to federal funding for colorectal cancer screening several years later. Subsequently, I held leadership positions that focused on workforce development, helping to prepare the current and future public health workforce to meet the emerging and on-going challenges in the 21st century. These positions included serving as Chief of the Public Health Prevention Service, Coordinator of the CDC/Agency for Toxic Substances and Disease Registry (ATSDR) Leadership and Management Institute, and Deputy Director of the Division of Scientific Education and Professional Development, where I was responsible for the effective planning, implementation, and monitoring of an annual budget that ranged from $32 - $62M. In my last position at CDC, I served as the Deputy Director of the Program Integration Unit in the Center for Surveillance, Epidemiology, and Laboratory Services helping to further solidify and nurture CDC’s relationships with several critical partners, including CSTE, the Association of Public Health Laboratories, and the Association of Schools & Programs of Public Health.

Prior to joining CDC, I served as a senior associate faculty member in the Department of Behavioral Science and Health Education at the Rollins School of Public Health, Emory University. Before the Emory appointment, I worked as an area manager for the national employee health promotion program at AT&T™.

In addition to holding a master of public health degree in health policy and management from the Rollins School of Public Health, I also have advanced degrees in musicology and music therapy. During my tenure as a music therapist, I held several staff and leadership positions, working in a number of hospital-based settings, including adult and adolescent psychiatry, alcohol and drug rehabilitation, chronic pain, and physical rehabilitation.

What most excited you about the Senior Director of Finance position?
Over the last 10 years I have had the opportunity to work with leadership and staff at CSTE on the funding for several cooperative agreements related to workforce development, including the Applied Epi Fellowship, Applied Public Health Informatics Fellowship, Health Systems Integration Program, and the Informatics Training in Place Program. When I was approached about the Senior Director of Finance position, I was excited about the possibility of working with CSTE’s Executive Director Jeff Engel and many of the staff with whom I had developed strong professional relationships and for an organization whose mission and work I understood and respected. In addition, I was at a point in my life and career where I was ready for a new challenge and considering what kind of work to do next. This opportunity came along at just the right time.

What do you see as the key challenges and opportunities for CSTE?
Not only is my position new, but there is a new organizational structure at CSTE, which includes three other new Senior Director positions that also report to the Executive Director. Although we have all worked together in different roles in the past, moving forward the new organizational structure provides both a challenge and an opportunity for the five of us to develop a robust, cohesive primary leadership team for CSTE overall, while providing strong leadership for our own functional teams.

As CSTE has grown under Jeff’s leadership, we have outgrown many of the financial management systems we use to monitor, track, and analyze how we use our resources. We need to replace them with systems that will meet our current and future needs, and allow us to respond to internal and external requests for information and reports in real-time.

Likewise, as the number of projects has grown, we need to ensure that we have the appropriate staff on board to lead the writing of proposals and statements of work, develop budgets, and track all grants and contracts.

What are your top three priorities in your first year?
First, I want to work with key staff to conduct a thorough business requirements assessment to identify CSTE’s financial management needs and ensure that new, interoperable systems are in place that fulfill those needs. Second, I hope to hire one to two new staff to coordinate all grants and contracts for CSTE. Finally, I want to get up to speed on all aspects of CSTE’s financial activities and needs, and provide leadership that ensures that the finance team supports the organization’s mission, vision, and strategic plan.

Where do you hope to see CSTE in five years?
It may be a bit early for me to talk about where I see CSTE in five years, since I am so new to the organization. That said, I expect that we will have the systems, people, and resources in place to ensure that the day-to-day fiscal operations of CSTE run smoothly and that we are able to support the continued growth of the organization.

Just for fun, what can you share with us about your personal life?
I am a firm believer in work-life balance and the importance of having interests outside of the workplace. As you may have noticed by my education and work background, I have had a circuitous route to public health, that has included a life-long interest in music. I studied piano and harpsichord in college, and growing up in the 1960’s and 1970’s learned to play the guitar, as well. For the past two years, I have been playing keyboards in a garage band called Cover to Cover, which has performed at several venues in the Atlanta area. Likewise, exercise has been a great outlet for me. I go to the gym every morning before work and try to get outdoors on the weekends for runs and walks with my daughter.

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The Never Ending Fight for Public Health Funding

Posted By Emily J. Holubowich , Friday, November 4, 2016
Updated: Friday, November 4, 2016
Emily Holubowich, Senior Vice President at CRD Associates, is CSTE’s Washington representative and leads our advocacy efforts in the nation’s capital.
 

On September 28, Congress provided $1.1 billion in emergency supplemental funding to support epidemiologists and other public health professionals in the fight against the Zika virus—280+ days late and $800 million short of the President’s funding request. Despite the bill’s shortcomings, the funding is a welcome relief for those on the frontlines of the Zika response.

On October 26, the Department of Health and Human Services (HHS) provided its spend plan to Congress as required by the law, detailing how the Centers for Disease Control and Prevention (CDC) and other agencies will allocate resources for a range of Zika-related activities. As expected, CDC will rely heavily on state and local health departments to prevent, detect, and respond to the epidemic. Specifically, CDC will award at least $70 million of its $394 million in Zika supplemental funding to support epidemiology, laboratory surveillance, and vector control and surveillance. CDC has already provided Epidemiology and Laboratory Capacity (ELC) supplemental guidance to states (proposals are due November 20) and funds will be awarded before the end of the calendar year. In addition, CDC will restore $44 million that was redirected from the Public Health Emergency Preparedness (PHEP) grants to support Zika-related activities in the absence of new funding—funding that is already making its way back to state and local health departments.

With our attention now on the swift allocation of funding and ongoing response, it’s easy to forget how difficult it was to get here. The Council of State and Territorial Epidemiologists (CSTE) was actively engaged in efforts to secure Zika emergency funding during the last 8 months, first endorsing the administration’s request for $1.9 billion in emergency funding in February. Our vector-borne disease surveillance capacity assessment published in Mortality and Morbidity Weekly Report on the impact of budget cuts was a key pillar of our advocacy and education efforts, and was featured in a congressional hearing. CSTE actively participated in the “Zika Coalition” led by the March of Dimes, co-signing multiple letters to Congress and participating in meetings with key lawmakers. CSTE’s President-Elect Janet Hamilton of the Florida Department of Health took a break from her activities on the frontlines of the state’s Zika response to travel to Capitol Hill and share her experiences with a standing-room-only crowd of advocates, congressional staff, and lawmakers as part of the Coalition for Health Funding’s annual “Public Health 101” congressional briefing series, sponsored by the Congressional Public Health Caucus.

The challenge to the public health community now becomes keeping lawmakers’ short attention spans on the long-term Zika response and the needs of the public health infrastructure, more broadly. Some lawmakers think they have already “solved” the Zika problem with the appropriation of the $1.1 billion in emergency funding. Not only is this funding insufficient to support the immediate response, it will not address Zika’s long-term threat nor will it address the underlying weaknesses of the public health system after years of underinvestment that have been exposed by the virus.

Unfortunately, Zika is here to stay and will only get worse. As CDC Director Dr. Tom Frieden noted recently, “Zika and other diseases spread by [the Aedes aegypti mosquito] are really not controllable with current technologies. We will see this become endemic in the hemisphere." Meanwhile, the public health infrastructure will continue to buckle under the weight of mounting public health threats—both known and unknown. CSTE will continue to serve on the Zika Coalition’s steering committee to drive advocacy efforts around future funding needs for Zika response. CSTE will also continue to advocate for increased investment in ELC grants and the public health workforce. Only strong, stable, and sustained investment in the underlying public health infrastructure will ensure CSTE members and other public health officials are equipped and ready to combat all public health threats.


CSTE’s Executive Director Dr. Jeff Engel, President-Elect Janet Hamilton, and Washington Representative Emily Holubowich on Capitol Hill for a congressional briefing on the Zika response (Sept. 23, 2016).

Tags:  epidemiology  infectious disease  outbreak  surveillance 

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THE PREDICTIVE POWER OF PLACE: EFFECTS OF RACIAL AND ECONOMIC SEGREGATION ON DIFFERENCES IN LIFE EXPECTANCY ESTIMATES AT THE NEIGHBORHOOD LEVEL – District of Columbia, 2009-2013

Posted By Emily M. Putzer, MA; Rowena Samala, MPH; Delmar Little, MPH; Fern Johnson-Clarke, PhD, Friday, October 21, 2016
Updated: Thursday, October 20, 2016

Life expectancy is an important population level health outcome for several reasons: It incorporates a wide range of health “problems,” it is a concept largely understood by community residents, and it is available at the “neighborhood” level, increasing relevancy.

The District of Columbia Department of Health participated in a pilot study supported by the Centers for Disease Control and the Council of State and Territorial Epidemiologists that provided technical assistance in determining small area estimates for life expectancy. This research supported and worked in tandem with the community health improvement process that was developing DC Healthy People 2020, the District’s health priority framework that contains over 150 population level health outcome objectives and targets for the year 2020 and 85 recommended strategies.

Because of these benefits of life expectancy as a key indicator, it is really the cornerstone of how we can communicate with diverse groups of District residents and stakeholders around health status, health outcomes, and contributing factors. In shifting the public health paradigm to a more holistic concept of health, incorporating social determinants as key factors influencing health outcomes is crucial to creating impactful policies and programs that improve population health.

A key goal of DC Healthy People 2020 and the DC Department of Health is to advance health equity through a focus on social determinants of health. DC Healthy People 2020 (DC HP2020) works in tandem with our newly-created Office of Health Equity (OHE) and stakeholders to bring about changes in policies (via Health in All Policies), programs, and system-level improvements by providing key health outcome data and recommending evidence-based strategies that will most effectively improve population health outcomes, reduce health disparities, and advance health equity. We know that the most impactful interventions to improve population health include tackling socioeconomic factors and changing the context through policies in order to enable a person’s default behavior to be a healthy behavior. DC HP2020 strategies focus on these two areas as well as improving data infrastructure to better measure key health outcomes for all.



Framing the study using segregation variables vs. “race” or poverty allows us to talk about places and how they enable healthy residents or unhealthy residents. It moves the conversation from, “how can we design public health interventions to target Black (or low-income) populations?” to “how can we change the social/structural makeup of this neighborhood to improve health?” You may have answers to these questions that overlap, but the former question may miss potential solutions such as: responsible community development, housing improvements, school integration policies, increased school funding, minimum wage policies, etc.

While income inequality is generally accepted as a structural challenge in our society, many people look the other way when confronted with the systemic/structural racism that exists. The more research that can allow people to think critically about how our society has been structured to disadvantage certain communities while advantaging others (and how those disadvantages harm health and the advantages support health), the closer we get to restructuring our society and dismantling the harmful systems, to truly allow everyone to reach his/her full potential of health.

Ultimately, we must go past simply documenting disparity. We have been doing that for many years and there has been little progress. We must discover underlying factors, tease out specific social and other neighborhood conditions that point to poor (or excellent) health outcomes, and design and implement programs and policies to effectively target those conditions. Future analyses will include more variables to describe social determinants and neighborhood conditions in order to get a more complete picture of key factors that can help explain differences in health outcomes and point to potential solutions for improving population health.


Authors: Emily M. Putzer, MA; Rowena Samala, MPH; Delmar Little, MPH; Fern Johnson-Clarke, PhD District of Columbia Department of Health
 
Disclaimer: The above contents are solely the viewpoints of the authors and do not necessarily represent the official views of CDC or CSTE.

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