Competency Guidelines for Public Health Laboratory Professionals: CDC and the Association of Public Health Laboratories.

These competency guidelines outline the knowledge, skills, and abilities necessary for public health laboratory (PHL) professionals to deliver the core services of PHLs efficiently and effectively. As part of a 2-year workforce project sponsored in 2012 by CDC and the Association of Public Health Laboratories (APHL), competencies for 15 domain areas were developed by experts representing state and local PHLs, clinical laboratories, academic institutions, laboratory professional organizations, CDC, and APHL. The competencies were developed and reviewed by approximately 170 subject matter experts with diverse backgrounds and experiences in laboratory science and public health. The guidelines comprise general, cross-cutting, and specialized domain areas and are divided into four levels of proficiency: beginner, competent, proficient, and expert. The 15 domain areas are 1) Quality Management System, 2) Ethics, 3) Management and Leadership, 4) Communication, 5) Security, 6) Emergency Management and Response, 7) Workforce Training, 8) General Laboratory Practice, 9) Safety, 10) Surveillance, 11) Informatics, 12) Microbiology, 13) Chemistry, 14) Bioinformatics, and 15) Research. These competency guidelines are targeted to scientists working in PHLs, defined as governmental public health, environmental, and agricultural laboratories that provide analytic biological and/or chemical testing and testing-related services that protect human populations against infectious diseases, foodborne and waterborne diseases, environmental hazards, treatable hereditary disorders, and natural and human-made public health emergencies. The competencies support certain PHL workforce needs such as identifying job responsibilities, assessing individual performance, and providing a guiding framework for producing education and training programs. Although these competencies were developed specifically for the PHL community, this does not preclude their broader application to other professionals in a variety of different work settings.

Core courses in public health laboratory science and practice: findings from 2006 and 2011 surveys.

OBJECTIVES: We identified academic training courses or topics most important to the careers of U.S. public health, environmental, and agricultural laboratory (PHEAL) scientist-managers and directors, and determined what portions of the national PHEAL workforce completed these courses. METHODS: We conducted electronic national surveys in 2006 and 2011, and analyzed data using numerical ranking, Chi-square tests comparing rates, and Spearman's formula measuring rank correlation. RESULTS: In 2006, 40 of 50 PHEAL directors identified 56 course topics as either important, useful, or not needed for someone in their position. These course topics were then ranked to provide a list of 31 core courses. In 2011, 1,659 of approximately 5,555 PHEAL scientific and technical staff, using a subset of 25 core courses, evidenced higher core course completion rates associated with higher-level job classification, advanced academic degree, and age. The 2011 survey showed that 287 PHEAL scientist-managers and directors, on average, completed 37.7% (n=5/13) of leadership/managerial core courses and 51.7% (n=6/12) of scientific core courses. For 1,659 laboratorians in all scientific and technical classifications, core-subject completion rates were higher in local laboratories (42.8%, n=11/25) than in state (36.0%, n=9/25), federal (34.4%, n=9/25), and university (31.2%, n=8/25) laboratories. CONCLUSIONS: There is a definable range of scientific, leadership, and managerial core courses needed by PHEAL scientist-managers and directors to function effectively in their positions. Potential PHEAL scientist-managers and directors need greater and continuing access to these courses, and academic and practice entities supporting development of this workforce should adopt curricula and core competencies aligned with these course topics.

Salaries and compensation practices in public health, environmental, and agricultural laboratories: findings from a 2010 national survey.

CONTEXT: The public health, environmental, and agricultural laboratory (PHEAL) workforce is a key component of the public health infrastructure. The national laboratory workforce faces an ongoing challenge of recruitment and retention of workers often related to pay and other compensation issues. OBJECTIVE: To collect information on laboratory salaries and laboratory compensation practices using a national compensation survey targeting the PHEAL workforce. PARTICIPANTS: Seventy-three of 109 (67%) PHEAL directors in the 50 states and District of Columbia collectively employ 3723/4830 (77%) PHEAL employees in the United States. METHODS: A standardized survey was developed and administered in 2010. Compensation data were compiled by job classification, geographic region, laboratory gross operating budget size, laboratory staff size, and laboratory type. RESULTS: Laboratory staff size ranged from 3 to 327 individuals (mean = 74 and median = 51). Median base salaries were lowest in the Southwest and South and highest in the Mountain and Pacific regions. Mean and median laboratory gross operating budgets for all participating PHEALs were $8 609 238 and $5 671 500, respectively. Extra cash compensation, used by 8 of 60 (13.3%) PHEALs, was more likely to go to a scientist-manager or scientist-supervisor. CONCLUSIONS: In 2010, a standardized national compensation survey of technical and scientific public health employees working in 73 PHEALs was effective in collecting previously unavailable data about laboratory salaries, laboratory budgets, and payroll practices. Laboratory salaries varied by geographic region and there was an uneven distribution of extra cash compensation among job classifications. The compensation data collected may be useful in characterizing and improving laboratory salary structures and practices to better support workforce recruitment and retention.

Basic personnel tools to help ensure a future public health and environmental laboratory workforce.

Competition is growing in the United States for a shrinking national pool of qualified laboratory scientists. Public health and environmental laboratories (PHELs) must address this problem using a range of strategies and tools to ensure that a highly technical workforce of PHEL scientists is available in the future. One of these tools is the use of common personnel standards involving job titles and definitions, job classifications and minimum qualifications, and multi-step career paths. This article explains in detail the need for structure and use of common, basic personnel standards in developing and retaining a national workforce of PHEL scientists.