Metabolomics in epidemiologic research: challenges and opportunities for early-career epidemiologists.

BACKGROUND: The application of metabolomics to epidemiologic studies is increasing. AIM OF REVIEW: Here, we describe the challenges and opportunities facing early-career epidemiologists aiming to apply metabolomics to their research. KEY SCIENTIFIC CONCEPTS OF REVIEW: Many challenges inherent to metabolomics may provide early-career epidemiologists with the opportunity to play a pivotal role in answering critical methodological questions and moving the field forward. Although generating large-scale high-quality metabolomics data can be challenging, data can be accessed through public databases, collaboration with senior researchers or participation within interest groups. Such efforts may also assist with obtaining funding, provide knowledge on training resources, and help early-career epidemiologists to publish in the field of metabolomics.

Public Health Workforce Development Needs: A National Assessment of Executives' Perspectives.

INTRODUCTION: Workforce development is one of the ten essential public health services. Recent studies have better characterized individual worker perceptions regarding workforce interests and needs, but gaps remain around workforce needs from program managers' perspectives. This study characterized management perspectives regarding subordinate's abilities and training needs and perceived challenges to recruitment and retention. METHODS: In 2017, the Directors Assessment of Workforce Needs Survey was sent to 574 managers at state health agencies across the U.S. Respondents were invited based on the positions they held (i.e., to be included, respondents had to be employed as managers and oversee specific program areas). In 2018, descriptive statistics were calculated, including Fisher's exact for inferential comparisons and Tukey's test for multiple comparisons, as appropriate. RESULTS: Response rate was 49% after accounting for undeliverable e-mails; 226 respondents met the inclusion criteria. The largest perceived barriers to staff recruitment were wages or salaries (74%) and private sector competition (56%). Similarly, wages or salaries were identified as the main cause of turnover by 70% of respondents, followed by lack of opportunities for advancement (68%), and opportunities outside the agency (67%). CONCLUSIONS: The Directors Assessment of Workforce Needs Survey fills important knowledge gaps and complements previously identified evidence to guide refinement of workforce development efforts. Although competition from the private sector remains challenging, these findings indicate that recruitment and retention must be top priorities in state health agencies nationwide. Prioritizing individual state health agency workforce gaps and committing to provide specific local-level interventions to those priorities is crucial for individual health agencies.

State Health Agency and Local Health Department Workforce: Identifying Top Development Needs.

OBJECTIVES: To identify occupations with high-priority workforce development needs at public health departments in the United States. METHODS: We surveyed 46 state health agencies (SHAs) and 112 local health departments (LHDs). We asked respondents to prioritize workforce needs for 29 occupations and identify whether more positions, more qualified candidates, more competitive salaries for recruitment or retention, or new or different staff skills were needed. RESULTS: Forty-one SHAs (89%) and 36 LHDs (32%) participated. The SHAs reported having high-priority workforce needs for epidemiologists and laboratory workers; LHDs for disease intervention specialists, nurses, and administrative support, management, and leadership positions. Overall, the most frequently reported SHA workforce needs were more qualified candidates and more competitive salaries. The LHDs most frequently reported a need for more positions across occupations and more competitive salaries. Workforce priorities for respondents included strengthening epidemiology workforce capacity, adding administrative positions, and improving compensation to recruit and retain qualified employees. CONCLUSIONS: Strategies for addressing workforce development concerns of health agencies include providing additional training and workforce development resources, and identifying best practices for recruitment and retention of qualified candidates.

CDC's "Flexible" Epidemiologist: A Strategy for Enhancing Health Department Infectious Disease Epidemiology Capacity.

CONTEXT: CDC's Epidemiology and Laboratory Capacity for Infectious Diseases (ELC) Cooperative Agreement aims to help health departments strengthen core epidemiology capacity needed to respond to a variety of emerging infectious diseases. In fiscal year 2014, $6 million was awarded to 41 health departments for flexible epidemiologists (FEs). FEs were intended to help meet health departments' unique needs and support unanticipated events that could require the diversion of resources to specific emerging or reemerging diseases. OBJECTIVE: Explore multiple perspectives to characterize how FEs are utilized and to understand the perceived value of this strategy from the health department perspective. DESIGN, SETTING, AND PARTICIPANTS: We conducted 14 in-depth interviews using a semistructured questionnaire with a heterogeneous sample of 8 state health departments; 2 different instruments were administered to ELC principal investigators (PIs) or supervisors, and FEs. The team produced a codebook consisting of both structural and data-driven codes to prepare for a thematic analysis of the data. RESULTS: Three major patterns emerged to describe how FEs are being used in health departments; most commonly, FEs were used to support priorities and gaps across a range of infectious diseases, with an emphasis on enteric diseases. Almost all of the health departments utilized FEs to assist in investigating and responding to outbreaks, maintaining and upgrading surveillance systems, and coordinating and collaborating with partners. Both PIs and supervisors highly valued the flexibility it offered to their programs because FEs were cross-trained and could be used to help with situations where additional staff members were needed. CONCLUSION: ELC enhances epidemiology capacity in health departments by providing flexible personnel that help sustain areas with losses in capacity, addressing programmatic gaps, and supporting unanticipated events. Our findings support the notion that flexible personnel could be an effective model for strengthening epidemiology capacity among health departments. IMPLICATIONS FOR POLICY & PRACTICE: Our findings have practical implications for addressing the overall decline in the public health workforce, as well as the current context and environment of public health funding at both state and federal levels.

Commentary: the role of epidemiologists in funding biomedical education and research.

Melissa Perry served as the president of the American College of Epidemiology from September 2014 to September 2015. This is a written version of her Presidential Address at the 2015 Annual Meeting. Her speech was inspired by a 2014 Wall Street Journal commentary by Dr. Ferric Fang of the Washington University School of Medicine and Dr. Arturo Casadevall of the Albert Einstein College of Medicine of Yeshiva University. They likened the process of submitting a research proposal to the National Institutes of Health to playing the Powerball lottery. In her speech, Dr. Perry argued for the urgent need for epidemiology researchers to reach out to policymakers and the public in support of our field to ensure the continuation of research projects that can help improve the health of citizens everywhere.