SUCCESSION PLANNING FOR LOCAL HEALTH DEPARTMENT TOP EXECUTIVES: REDUCING RISK TO COMMUNITIES

This study assessed the degree to which local health departments (LHDs) are preparing to replace retiring top executives. Questionnaires were sent to all 134 local health departments in Ohio. It is typical of many states in terms of the organization of LHDs. Ninety-two LHD top executives responded....

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Bibliographic Details
Published in:Journal of community health 2007-06, Vol.32 (3), p.169-180
Main Authors: Schmalzried, Hans, Fallon, L. Fleming
Format: Article
Language:English
Subjects:
Administrative Personnel - supply & distribution
Attitude of Health Personnel
Community Relations
Corporate planning
Departments
Disaster management
Disasters
Disease Outbreaks - prevention & control
Executives
Feedback (Response)
Government agencies
Grooming
Humans
Labor Force
Leadership
Local Government
Natural disasters
Needs Assessment
Ohio
Organizational Culture
Organizational Objectives
Organizational Policy
Periodicals
Personnel Staffing and Scheduling
Personnel Turnover
Physicians
Public health
Public Health Administration
Questionnaires
Retirement - statistics & numerical data
Risk Assessment
Risk management
Risk reduction
Staff Development - statistics & numerical data
State Schools
State Universities
Succession planning
Surveys and Questionnaires
Workforce
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Summary:This study assessed the degree to which local health departments (LHDs) are preparing to replace retiring top executives. Questionnaires were sent to all 134 local health departments in Ohio. It is typical of many states in terms of the organization of LHDs. Ninety-two LHD top executives responded. The questionnaire addressed aspects of departmental succession planning and demographic parameters of their departments. Approximately half (51.7%) of responding LHD top executives rated having succession plans as being important. Overall, local boards of health are not very concerned about actually having a succession plan. One in four (27.6%) local health departments reported that they have succession plans. Half of those were grooming a successor. Succession planning is not a high priority among the majority of LHDs, despite the fact that 43.7% of top executives reported planning to leave their current position within six years. Experienced and continuous LHD leadership is important for strong responses to public health crises like major disease outbreaks and natural disasters. Having a succession plan in place that identifies how leadership voids are filled can help minimize risks to populations in an emergency.
ISSN:0094-5145
1573-3610
DOI:10.1007/s10900-006-9044-2