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pdfComponent A Recipient Performance Measures Guidance Document
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OMB Control Number: 0920-1282
Expiration date: 06/30/26
OE22-2203: Strengthening U.S. Public Health Infrastructure,
Workforce, and Data Systems Grant
Component A Recipient Performance Measure Guidance Document
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Component A Recipient Performance Measures Guidance Document
Introduction and Purpose of Guidance .................................................................................................................................................................... 3
Use of Measures .......................................................................................................................................................................................................... 4
Measures Summary ..................................................................................................................................................................................................... 5
Reporting Deadlines and Submission Guidance ..................................................................................................................................................... 6
Guidance ....................................................................................................................................................................................................................... 8
Measure A1.1. Hiring: Number of PHIG-funded positions filled by job classification and program area ................................................... 8
Measure A1.2. Retention: Overall agency staff retention rate ......................................................................................................................... 12
Measure A2.1. Hiring Timeliness: Time-to-fill position..................................................................................................................................... 17
Measure A2.2. Procurement Timeliness: Procurement cycle time from approval to move forward with procurement to execution of
contract (Pilot measure)........................................................................................................................................................................................ 20
Measure A2.3. Accreditation Involvement and Readiness: Level of involvement with Public Health Accreditation Board (PHAB)
accreditation........................................................................................................................................................................................................... 23
Appendix A: Job Classification Categories and Program Areas .......................................................................................................................... 26
Appendix B: Measure A1.1: Hiring – Example Scenario ........................................................................................................................................ 29
Component A Recipient Performance Measures Guidance Document
Introduction and Purpose of Guidance
On November 29, 2022, the Centers for Disease Control and Prevention (CDC) awarded $3.2 billion to help state, local, and territorial
and freely associated public health agencies across the U.S. strengthen their public health workforce and infrastructure through the
Public Health Infrastructure Grant (PHIG). This grant provides 107 jurisdictions (Component A recipients) with disease-agnostic
funding to support public health infrastructure needs. The three grant strategies are Strategy A1: Workforce; Strategy A2:
Foundational Capabilities; and Strategy A3: Data Modernization.1 The priority short-term outcomes recipients are expected to achieve
by the end of the five (5)-year period of performance include: (1) Increased hiring of diverse public health staff and (2) Improved
organizational systems and processes, among other outcomes. In the long term, expected outcomes include: (1) Increased size and
capabilities of the public health workforce; (2) Stronger public health foundational capabilities; (3) Increased availability and use of
public health data; and (4) Improved sharing of lessons learned.
This document does not include performance measures for Strategy A3: Data Modernization. Because of the alignment with ELC Accelerating Data Modernization
in Jurisdictions, recipients will continue to report, monitor, and discuss data modernization activities on the ELC Health Information Systems Implementation
1
Support and Monitoring calls and CDC-approved forms. Recipient agencies will not report performance measure data for Strategy A3: Data Modernization to the
Strengthening U.S. Public Health Infrastructure, Workforce, and Data Systems Grant though this may be subject to change.
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Component A Recipient Performance Measures Guidance Document
This document provides detailed information on the performance measures, data elements, and rationale for Component A recipient
reporting on grant performance measures. This document should be reviewed before reporting and submitting these data through
the Public Health Infrastructure Virtual Engagement (PHIVE) Platform.
For the purposes of this document, Component A recipients are referred to as “recipient agencies.” Recipient agencies are defined as:
the 107 public health departments in all 50 states, Washington D.C., 8 territories/freely associated states, and 48 large localities (cities
serving a population of 400,000 or more and counties serving a population of 2,000,000 or more based on the 2020 U.S. Census) that
were awarded funding through this grant.
If you have any questions about the grant performance measures or need support calculating and reporting on these
measures, please submit a programmatic technical assistance (TA) request through PHIVE.
Use of Measures
The grant performance measures are intended to be used by CDC, recipient agencies, and partners—including PHIG national partners
(Component B recipients) and the National Evaluation Team—to:
• Track and report progress consistently across recipient agencies on priority outcomes,
• Inform CDC and PHIG national partners’ TA activities, such as site visits, training opportunities, and peer-to-peer sharing
activities, to support recipients with advancing their work through this grant,
• Inform CDC and partners on progress and gaps, to ultimately identify actions to improve performance over time, and
• Stimulate discussions between Project Officers and recipients (e.g., What are opportunities for improvements? What are you
doing well that you want to share with others?), which may inform current and future grant activity planning (e.g., Work Plan
and budget development).
CDC recognizes the limitations of using performance measures to evaluate the scope of work being conducted by recipient agencies,
especially considering the flexible nature of this grant, and contextual factors. CDC will leverage other methods of collecting
information, via NOFO grant reporting requirements (e.g., work plan updates, annual progress reports, progress calls, and focused
evaluation projects), to assess progress and performance robustly.
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Component A Recipient Performance Measures Guidance Document
Measures Summary
There are seven (7) grant performance measures. These measures reflect priority outcomes for the grant. These measures were
selected to serve as meaningful markers of program outcomes; to inform actions to drive improvements for achieving intended
outcomes; to keep recipient reporting burden low; and to contribute to a meaningful set of measures overall for this grant.
There are four (4) measures for Strategy A1: Workforce and three (3) measures for Strategy A2: Foundational Capabilities.
•
•
Recipients will monitor and report data to CDC for five (5) measures (A1.1. Hiring; A1.2. Retention; A2.1. Hiring Timeliness;
A2.2. Procurement Timeliness; and A2.3. Accreditation Involvement and Readiness).
CDC will monitor data via the Public Health Workforce Interests and Needs Survey (PH WINS) for two (2) measures (A1.3.
Employee Engagement and Satisfaction and A1.4. Diversity of the Public Health Workforce). PH WINS is a periodic survey
administered by the de Beaumont Foundation. Recipients will not report these data directly to CDC.
Recipient participation in PH WINS, Public Health Accreditation Board (PHAB) Accreditation, and the Association of State and
Territorial Health Officials (ASTHO) Profile or the National Association of County and City Health Officials (NACCHO) Profile Surveys is
highly encouraged.
Strategy
A1. Workforce
Topic
Hiring
Retention
Employee Engagement
and Satisfaction
Diversity2 of the Public
Health Workforce
Hiring Timeliness
Measure
A1.1. Number of PHI grant-funded positions
filled by job classification and program area
A1.2. Overall agency staff retention rate
A1.3. Employee engagement and satisfaction
A1.4. Diversity of the public health workforce
A2.1. Time-to-fill position
Reporting Frequency
6 months
12 months
Not Applicable; monitored
via PH WINS data
Not Applicable; monitored
via PH WINS data
6 months
A workforce could be diverse as it relates to, for example, race/ethnicity, culture, language, age, gender, specific geographic area of the health department’s
jurisdiction, or skillset. The health department may seek to recruit and hire a workforce that reflects the characteristics and demographics of the population using
health department services. (PHAB Standards & Measures for Initial Accreditation, v 2022)
2
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Component A Recipient Performance Measures Guidance Document
A2.
Foundational
Capabilities
Procurement
Timeliness
A2.2. Procurement cycle time from approval to
move forward with procurement to contract
execution (Pilot measure; Optional for 8/1/23
6 months
A2.3. Level of involvement with PHAB
accreditation
12 months
reporting period submission date)
Accreditation
Involvement and
Readiness
Reporting Deadlines and Submission Guidance
The grant Period of Performance is 12/1/2022 – 12/1/2027. This grant follows a reporting period of six (6) months for three measures
(A1.1. Hiring; A2.1. Hiring Timeliness; and A2.2. Procurement Timeliness) and a reporting period of twelve (12) months for two
measures (A1.2. Retention and A2.3. Accreditation Involvement and Readiness). All data are due within 60 days of close of reporting
period, on the dates indicated below.
The reporting portal will be open for performance data submission two months prior to the submission due date. Recipient agencies
will submit all performance measures data via PHIVE.
Year
Year 1
Year 2
Year 3
Year 4
Year 5
Reporting Period
1
2
3
4
5
6
7
8
9
10
Dates
12/1/2022 – 5/31/2023
6/1/2023 – 11/30/2023
12/1/2023 – 5/31/2024
6/1/2024 – 11/30/2024
12/1/2024 – 5/31/2025
6/1/2025 – 11/30/2025
12/1/2025 – 5/31/2026
6/1/2026 – 11/30/2026
12/1/2026 – 5/31/2027
6/1/2027 – 11/30/2027
Data Submission Due Date
8/1/2023*
2/1/2024
8/1/2024*
2/1/2025
8/1/2025*
2/1/2026
8/1/2026*
2/1/2027
8/1/2027*
2/1/2028
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Component A Recipient Performance Measures Guidance Document
*Recipient agencies will report data every twelve (12) months, on dates indicated, for two (2) measures: A1.2. Retention and A2.3
Accreditation Involvement and Readiness.
Recipient agencies will report on the data elements defined in the Guidance section below. For each measure, recipients will also
respond to the following questions:
1. Are the data provided questionable or low/poor quality? (Yes/No)
a. Select “yes” if you feel that, for any reason, the data for the performance measure are of poor quality, incomplete, or of
uncertain validity. Please tell us if you have serious doubts about whether this measure should be interpreted as
accurate for your agency, for this reporting period. If you select “yes,” please explain.
2. Does the data provided adhere to the definitions established by CDC in the performance measures guidance? (Yes/No)
3. Describe any data limitations, including reasons unable to report, and steps taken to obtain data and/or improve data quality
in the future. If you reported on these data using a definition that was different than provided in CDC’s guidance, please
describe. (Open-ended, optional)
4. Does this performance measure reflect one of your agency priorities for this grant? (Yes/No)
5. Provide any additional context or information related to this measure. (Open-ended, optional)
Within this guidance, text in blue underlined font are hyperlinks. To access the hyperlinked section of the document, press CTRL and
click + on the text. Bold italic font is used to emphasize select key terms.
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Component A Recipient Performance Measures Guidance Document
Guidance
Measure A1.1. Hiring: Number of PHIG-funded positions filled by job classification and program
area
Topic
Measure
Definition
Purpose
Terms and
Definitions
Hiring
Number of PHIG-funded positions filled by job classification and program area
Number of PHIG-funded positions filled by job classification and program area (cumulative since December
2022, as of the end of the reporting period), including positions filled with current employees and new hires
A sufficient public health workforce within governmental public health agencies is needed to accelerate
prevention, preparedness, and response to emerging health threats and improve public health outcomes.
Increased hiring and retention of diverse public health staff is an intended outcome of this grant. Types of
hiring activities recipients may implement include, among others, expanding recruitment efforts, creating new
positions, improving hiring incentives, and creating new hiring mechanisms (with Component B partners’
assistance).
The intent of this measure is to understand the number of positions supported by funds from this grant within
health departments across all three strategies (A1, A2, and A3). This includes positions supported within health
departments that have received direct funding, and it also includes positions supported within local health
departments (LHDs) that did not receive direct funding from this grant (i.e., LHDs that were distributed funds
from this grant from state health department recipients). Recipients will report on the number of positions filled
by job classification and program area, so CDC can better understand the gaps these positions are supporting
(e.g., program-specific vs. cross-cutting).
• If recipients need assistance with hiring, PHIG national partner TA providers may work with them to
understand key barriers to recruitment or hiring and suggest or provide alternate strategies.
• If recipients meet their workforce goals for the grant, PHIG national partner TA providers may work with
them to identify lessons learned and disseminate successful strategies for recruiting and hiring staff.
Position filled: The terms of employment have been agreed upon and no one else can occupy that position.
Total positions filled by job classification and program area: Total number of positions under this grant filled
since the beginning of the grant.
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Component A Recipient Performance Measures Guidance Document
Positions filled with current employees by job classification and program area: Number of positions under
this grant filled with staff already employed at the agency. This should include any internal transfers supported
through this grant.
Positions filled with new hires by job classification and program area: Number of positions under this grant
filled with new hires.
•
See Appendix A: Job Classification Categories and Program Areas at the end of this document for a
description of the categories and program areas. CDC acknowledges the categories may not be a 1:1
match for all recipients. Please do your best to select the single best category for each position. Use the
“Other” category, if needed.
Guidance on calculating positions filled:
• Count all positions filled (full-time, part-time, contractual, and seasonal) supported by this grant funding
during the reporting period.
o For state recipients: include positions filled within LHDs, to whom your agency distributed grant
funding (only LHDs who did not receive direct funding from this grant).
• Count of positions does not include count of turnover (i.e., if a position is supported by grant funds and
that staff person leaves, and someone new is hired, this counts as one position).
• Any dollar from this grant that touches any human resource (e.g., contractor, consultant, fellow, intern,
FTE, etc.) at any percentage at all should be included in the number of positions. Therefore, recipients
should strive to include every human resource funded with grant dollars and appears in your budget.
• Include positions fully and/or partially funded. There is no need to estimate full-time equivalent (FTE)
percentages.
• Include staff transferred from one program/NOFO to this one, i.e., count staff that will be retained by
grant once other funding runs out (e.g., ELC, COVID-19 funding).
• Do not include any in-kind staff working on this grant.
• Do not double count staff if they are working in more than one job classification category or program
area. If positions have crossover categories or operate within several of the job classification categories
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Component A Recipient Performance Measures Guidance Document
Data Elements to
be Reported
or program areas, select the single best category, i.e., the category the position works on most (>50%)
of the time.
Recipients will enter the following information:
1. Total number of positions filled by job classification and program area (Number)
a. Recipient agency
b. LHDs funded by state recipient (state recipients only)
c. Year 1 goal* (previously reported to CDC; pre-populated)
d. Year 5 goal* (previously reported to CDC; pre-populated)
2. Positions filled with current employees by job classification and program area (Number)
a. Recipient agency
b. LHDs funded by state recipient (state recipients only)
3. Positions filled with new hires by job classification and program area (Number)
a. Recipient agency
b. LHDs funded by state recipient (state recipients only)
4. Provide additional comments, including description of "Other" Job Classifications not categorized above.
(Open-ended, Optional)
5. Provide additional comments, including description of "Other" Program Areas not categorized above.
(Open-ended, Optional)
*Recipients previously reported the Year 1 and Year 5 goals to CDC. These targets will be pre-populated in
PHIVE and used to calculate the percent of positions filled based on intended hiring goals for Year 1 and Year 5.
Example Scenario
At of the end of the reporting period, the recipient has filled 6 positions with PHI grant funds; 3 of these
positions were filled with new hires and 3 were filled with current employees. The new hires are a Chronic
Disease Program Manager, Contracts Specialist, and Community Health Worker (Communicable Disease). The
current employees are an Environmental Epidemiologist, Health Equity Communications Specialist, and Health
Educator (working on COVID-19 and Influenza 60% and Maternal and Child Heath 40%). The recipient is a state
health department, and LHDs funded through the grant have not yet filled any positions, as of this reporting
period.
The recipient would report (see Appendix B: Measure A1.1: Hiring – Example Scenario for sample data):
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Component A Recipient Performance Measures Guidance Document
1. Total number of positions filled by job classification and program area (See Appendix B)
a. Recipient agency
b. LHDs funded by state recipient (state recipients only)
2. Positions filled with current employees by job classification and program area (See Appendix B)
a. Recipient agency
b. LHDs funded by state recipient (state recipients only)
3. Positions filled with new hires by job classification and program area (See Appendix B)
a. Recipient agency
b. LHDs funded by state recipient (state recipients only)
4. Provide additional comments, including description of "Other" Job Classifications not categorized above:
None
5. Provide additional comments, including description of "Other" Program Areas not categorized above:
Health Educator covers two areas, but was only counted in Communicable Disease Control program
area because majority of time will be in that role. Additionally, the Health Equity Communications
Specialist was only counted in Communications.
Unit of
Measurement
Reporting
Frequency
Considerations
Number of positions
6 months
•
•
•
CDC understands that focusing this measure on PHIG-funded positions will not reflect other work with
which recipients are engaged to expand and retain their public health workforce.
State recipients who distributed grant funding to LHDs (only LHDs who did not receive direct funding
from this grant) are to include counts of staff hired by LHDs, supported by funds from this grant.
Data from this measure may be compared to recipient-reported data on the total size of overall agency
workforce (see Measure A1.2: Retention, data element “A1: Number of staff, including permanent and
temporary/contract staff, on last day of reporting period”) to assess the total size of the recipient
workforce and changes in workforce size over time.
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Component A Recipient Performance Measures Guidance Document
Measure A1.2. Retention: Overall agency staff retention rate
Topic
Measure
Definition
Purpose
Retention
Overall agency staff retention rate
Retention rate, including permanent and temporary/contract staff
• A1 = Number of staff, including permanent and temporary/contract staff, on last day of reporting
period
• B1 = Number of new hires, including permanent and temporary/contract staff, during reporting
period
• C1 = Number of staff, including permanent and temporary/contract staff, on Day 1 of reporting
period
Retention rate for permanent staff only
• A2 = Number of permanent staff on last day of reporting period (Number)
• B2 = Number of new hires (permanent staff only) during reporting period (Number)
• C2 = Number of permanent staff on Day 1 of reporting period (Number)
A sufficient public health workforce within governmental public health agencies is needed to accelerate
prevention, preparedness, and response to emerging health threats and improve public health outcomes.
Data suggests that strategies to increase retention of the public health workforce must be prioritized, given
current trends in actual separations of workforce from the state, local, territorial, and freely associated state
governmental public health agencies. Public health agencies have reported challenges with retaining skilled
workers, particularly among different sub-groups, such as younger staff.3,4 Increased hiring and retention of
diverse public health staff is an intended outcome of this grant. Types of retention activities recipients may
implement include, among others, strengthening retention incentives, rewarding creativity and innovation,
creating promotional opportunities, improving employee satisfaction and engagement, and transitioning
staff from one program NOFO to another one.
Sellers, K., Leider, J. P., Lamprecht, L., Liss-Levinson, R., & Castrucci, B. C. (2020). Using Public Health Workforce Surveillance Data to Prioritize Retention Efforts for
Younger Staff. American journal of preventive medicine, 59(4), 562–569. https://doi.org/10.1016/j.amepre.2020.03.017
4 Leider, Jonathon P., Brian C. Castrucci, Moriah Robins, Rachel Hare Bork, Michael R. Fraser, Elena Savoia, Rachael Piltch-Loeb, and Howard K. Koh. “The Exodus Of
State And Local Public Health Employees: Separations Started Before And Continued Throughout COVID-19.” Health Affairs 42, no. 3 (March 2023): 338–48.
https://doi.org/10.1377/hlthaff.2022.01251.
3
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Component A Recipient Performance Measures Guidance Document
Terms and
Definitions
The intent of this measure is to assess the stability of the public health workforce within recipient agencies.
This information will help monitor recipients’ abilities to maintain, make progress, and/or overcome
challenges in retaining their public health workforce and maintaining a functional workforce system.
• If recipients need assistance with maintaining and/or improving their staff retention rate, Component B
Partner TA providers may work with recipients to understand why staff are leaving and determine
approaches to improve retention.
• If recipients can maintain and/or improve their staff retention rate, Component B partner TA providers
may work with recipients to identify lessons learned and disseminate successful retention strategies.
Permanent staff: Permanent staff are part-time and full-time governmental employees. Permanent staff
are regular employees, typically eligible for benefits, and do not have a defined duration of employment.
Temporary/contract staff: Temporary/contract staff have a defined duration of employment.
Temporary/contract staff are not typically eligible for benefits through the government agency. Includes
limited-term employees (LTEs).
A1: Number of staff, including permanent and temporary/contract staff, on last day of reporting
period: Count of total number of staff at the recipient agency, including permanent and
temporary/contract staff, on the last day of the reporting period (e.g., May 31, 2023).
A2: Number of permanent staff on last day of reporting period: Count of permanent staff at the recipient
agency on the last day of the reporting period (e.g., May 31, 2023).
B1: Number of new hires, including permanent and temporary/contract staff, during reporting period:
Count of staff newly hired within the recipient agency, including permanent and temporary/contract staff,
during the reporting period (e.g., June 1, 2022, to May 31, 2023).
• Staff whose first day of work falls within the reporting period (do not count from when the offer is
extended or accepted).
• Include staff that were new hires whether they were retained or exited during the reporting period.
B2: Number of new hires (permanent staff only) during reporting period: Count of permanent staff
newly hired within the recipient agency during the reporting period (e.g., June 1, 2022, to May 31, 2023).
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Component A Recipient Performance Measures Guidance Document
•
•
•
Staff whose first day of work falls within the reporting period (do not count from when the offer is
extended or accepted).
Include staff that transitioned from temporary/contract positions to permanent positions during the
reporting period.
Include staff that were new hires whether they were retained or exited during the reporting period.
C1: Number of staff, including permanent and temporary/contract staff, on Day 1 of reporting period:
Count of staff employed at the recipient agency, including permanent and temporary/contract staff, on Day
1 of the reporting period (e.g., June 1, 2022).
C2: Number of permanent staff on Day 1 of reporting period: Count of permanent staff employed at the
recipient agency on Day 1 of the reporting period (e.g., June 1, 2022).
Recipient agency: The state, local, territorial, or freely associated state health department or agency
awarded funding through this grant. If the health department operates within a larger governmental unit
or is part of a “super public health agency” or “umbrella agency,” include only the division or department
awarded funding.
Data Elements to be
Reported
Guidance on types of staff to include:
• Enter data for individual persons, not positions.
• Include all staff at the recipient agency, not just those funded through this grant. There is no need
to estimate full-time equivalent (FTEs) percentages.
• Include only staff employed within the recipient agency; (if applicable) exclude staff from a larger
governmental unit or “super agency.” For example, if you operate within a broader Department of
Health and Human Services, only include the Division of Public Health in your calculations.
• Do not include any volunteers, federal assignees, and Direct Assistance positions.
• Do not include seasonal staff.
Recipients will enter the following information:
A1. Number of staff, including permanent and temporary/contract staff, on last day of reporting period
(Number)
A2. Number of permanent staff on last day of reporting period (Number)
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Component A Recipient Performance Measures Guidance Document
B1. Number of new hires, including permanent and temporary/contract staff, during reporting period
(Number)
B2. Number of new hires (permanent staff only) during reporting period (Number)
C1. Number of staff, including permanent and temporary/contract staff, on Day 1 of reporting period
(Number)
C2. Number of permanent staff on Day 1 of reporting period (Number)
Example Scenario
Recipients will enter data for A1, A2, B1, B2, C1, and C2 in PHIVE. The system will calculate two retention
rates: one for staff including temporary staff and contractors (A1-B1)/C1) and one for permanent staff only
(A2-B2)/C2.
Retention rate for staff, including permanent and temporary/contract staff. The reporting period is
from June 1, 2022 to May 31, 2023. The recipient agency employs 100 staff (including staff in
temporary/contract positions) on May 31, 2023 (A1). Between June 1, 2022 and May 31, 2023, 10 of those
staff were hired, including temporary/contract staff (B1). There were 120 staff (including
temporary/contract staff) employed by the agency on June 1 (C1). The retention rate is (A1-B1)/C1*100, or
in this example, (100-10)/120: 0.75*100 = 75%. Note: Recipient will not need to calculate the rate. Rates will
be calculated automatically in PHIVE.
Retention rate for permanent staff. The reporting period is from June 1, 2022 to May 31, 2023. The
recipient agency employs 80 permanent staff on May 31, 2023 (A2). Between June 1, 2022 and May 31,
2023, 5 of those staff were hired (B2). There were 90 permanent staff employed by the agency on June 1
(C2). The retention rate is (A2-B2)/C2*100, or in this example, (80-5)/90: 0.75*100 = 83.3%. Note: Recipient
will not need to calculate the rate. Rates will be calculated automatically in PHIVE.
Unit of
Measurement
Reporting
Frequency
Considerations
Number of staff (rates will be calculated automatically in PHIVE)
12 months
•
CDC understands other factors may influence the retention rate within a recipient agency. This
includes contextual factors external to the agency (such as COVID-19), factors internal to the
agency (such as organizational culture), or differences in activities described in recipient Work Plans
related to use of this grant funding. For example, state recipients may pass along funding to LHDs
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Component A Recipient Performance Measures Guidance Document
•
•
•
to support retention of staff at the local level but not use grant funds to support retention within
their agency. Recipients will be able to provide additional context that may inform the
interpretation of the retention rate.
CDC understands that there may be a significant number of temporary/contract response workers
hired during COVID that may leave agencies in the next year and a half. Thus, we are asking for
data that both includes and excludes temporary/contract staff to better understand the impact of
the drop in this funding and the role of this grant in supporting and sustaining these staff, if any.
CDC is not collecting information from recipients on staff retention by sub-group because the
identification of sub-groups to monitor will be different based on each health department’s
priorities and the communities they serve. Suggested sub-groups for additional analysis and
monitoring may include but are not limited to race/ethnicity, agency leadership and management
vs. non-management, and age.
Data reported for “A1: Number of staff, including permanent and temporary/contract staff, on last
day of reporting period” is assumed to represent the total size of overall recipient agency workforce
and will be used by CDC to assess the total size of the recipient workforce and changes in
workforce size over time.
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Component A Recipient Performance Measures Guidance Document
Measure A2.1. Hiring Timeliness: Time-to-fill position
Topic
Measure
Definition
Purpose
Terms and
Definitions
Hiring Timeliness
Time-to-fill position
Median number of calendar days from the date the job description was posted for hiring to date of first day
of work (for all employees that started at the recipient agency during the reporting period).
Improved organizational systems and processes, through strengthened workforce systems, processes,
and/or policy improvements, is an intended outcome of this grant. Specifically, improving the timeliness for
filling a position can improve public health agencies’ ability to attract and retain higher quality candidates,
improve productivity, and reduce costs. Recipients may be working to improve human resources (HR)
processes by upgrading their HR systems (hardware and software); developing policies or tools to improve
the management of human resources; and working on improving recruitment and retention strategies,
among others.
The intent of this measure is to monitor and understand the ability of recipients to maintain, make progress,
and/or overcome challenges in filling job positions in a timely manner.
• If recipients need assistance with improving time to fill positions, PHIG national partner TA providers
may work with recipients to understand how to help improve processes and/or develop interim
hiring strategies to fill positions more efficiently.
• If recipients can fill positions efficiently, in a manner appropriate for their jurisdictions’ needs, PHIG
national partner TA providers can work with recipients to identify and disseminate successful hiring
strategies and lessons learned.
Job description posted: Date job opening is posted.
First day of work: Date of first day of work for employee.
Median: The middle value in a set of data.
Guidance on types of job positions to include:
• Include job positions for all employees that started at the recipient agency.
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Component A Recipient Performance Measures Guidance Document
•
•
•
Include all agency staff, not just those funded through this grant, employed by the agency. This
includes permanent (full-time or part-time) and temporary/contract staff.
Include job positions for staff that accept an offer for an internal transfer from within the agency.
Do not include positions outsourced or contracted out to a vendor.
Guidance on job offers to include:
• Include all employees that started at the agency between the dates of the first and last day of the
reporting period (e.g., December 1, 2022 to May 31, 2023).
• The date the job description is posted can be prior to the start of the reporting period.
Data Elements to
be Reported
Example Scenario
Guidance on calculating the median number of calendar days:
• Determine the number of calendar days (from date job description was posted to date of
employee’s first day of work) for all employees that started at the recipient agency during the
reporting period from smallest to largest. All job offers accepted at any point of the reporting period
should be included, regardless of whether the job description was posted prior to the reporting
period.
• The midpoint value is the median. For an even number of observations (i.e., employees that started
at the agency) the median will be the average (i.e., mean) of the two middle values.
Recipients will enter the following information:
1. Median number of calendar days to fill position (Number)
2. Minimum number of days to fill position (Number)
3. Maximum number of days to fill position (Number)
4. Number of job postings the data are based on (Number)
The agency hired 9 new employees this reporting period. The number of calendar days from the date the
job description was posted to the start date for each employee was: 15, 30, 33, 40, 41, 45, 60, 65, 80 days.
The time to fill position is 41 days. The recipient will report:
1. Median number of calendar days to fill position: 41 days
2. Minimum number of days to fill position: 15 days
3. Maximum number of days to fill position: 80 days
4. Number of job postings the data are based on: 9 job postings
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Component A Recipient Performance Measures Guidance Document
Unit of
Measurement
Reporting
Frequency
Considerations
Number of days
6 months
•
•
Timeliness of hiring can be affected in multiple phases of the hiring process (e.g., writing the job
description, securing funding, HR staff posting the position opening, gaining leadership approval,
sending an offer letter); however, CDC is asking for the first time point at which a position is posted
for the ease of having a consistent start time for this measure.
CDC understands there may be a limited number of qualified potential applicants for some
positions, that there is a high demand for some open positions in the general job market (e.g.,
nurses), and that the department of health may have limited purview over some hiring processes.
Recipients will have the opportunity to provide additional contextual information.
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Component A Recipient Performance Measures Guidance Document
Measure A2.2. Procurement Timeliness: Procurement cycle time from approval to move forward
with procurement to execution of contract (Pilot measure)
Topic
Measure
Definition
Purpose
Terms and
Definitions
Procurement Timeliness (Pilot measure)
Procurement cycle time from approval to move forward with procurement to execution of contract
Median number of calendar days from date of approval to move forward with procurement to date of
execution of contract.
Improved organizational systems and processes by addressing information technology, data modernization,
human resources, financial management, contract, and procurement services is an intended outcome of this
grant. This measure focuses on the ability of health departments to have ready and timely access to available
resources by examining the timeliness of their procurement process.5 Many recipients are implementing
improvements to their procurement services including, but not limited to, streamlining their procurement
process; developing and/or updating their practices and policies; conducting trainings; hiring more
procurement and financial staff; and upgrading their procurement systems.
The intent of this measure is to understand how recipients have improved their overall procurement process
by assessing the timeliness of an agency’s procurement cycle time. Monitoring procurement cycle time can
help indicate where there might be improvements or opportunities in the public health system’s ability to
spend money more efficiently. Obtaining this data is also an opportunity to show the need for continued
funding and investments in public health infrastructure.
• If recipients are interested in obtaining assistance with procurement processes, PHIG national partner TA
providers may conduct site visits, facilitate opportunities for peer-to-peer visits and/or peer-to-peer
group learning collaboratives, and work with recipients to understand how to help improve processes.
• If recipients can maintain and/or make improvements to this process in a manner that is meaningful to
their jurisdictions’ needs, PHIG national partner TA providers may work with recipients to identify lessons
learned and disseminate successful strategies for improving this process.
Procurement approval: The start date for the measure is the date of official approval to move forward with
the procurement; this is defined as when all necessary approvals have been obtained and the procurement is
Procurement of equipment, supplies, and services refers to the policies, procedures, and actions taken by the health department to obtain the necessary
equipment and supplies that may be needed to carry out both its regular agency functions and those functions that may be needed during times of emergencies,
disasters, or outbreaks. This area includes contracting for public health services.
5
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Component A Recipient Performance Measures Guidance Document
allowed to take place. Necessary approvals are determined by the recipient agency and may include multiple
levels of leadership approval within an agency and/or specific processes to acquire a vendor to perform a
service or provide support.
Contract execution: The end date for the measure is the date all relevant parties sign the contract, and the
contract is finalized.
Median: The middle value in a set of data.
Guidance on types of procurements to include:
• Include all procurements executed between the first and last date of the reporting period (e.g.,
December 1, 2022 to May 31, 2023). The contract initiation date can be prior to the start of the
reporting period.
• Include all formal contracts with external vendors, organizations, or agencies. A formal contract is a
written and signed legal document.
• Include only contracts whose scope of work is designed and managed by the recipient agency (i.e.,
exclude contracts managed by other government entities).
• Do not include verbal agreements or memoranda of understanding (MOUs).
Data Elements to
be Reported
Guidance on calculating the median number of calendar days:
• Determine the number of days (from date of approval to move forward with the procurement to date
the contract was executed), for each contract with vendors and external organizations, from smallest
to largest. All contracts executed during the reporting period should be included, regardless of
whether the process was initiated during or prior to the reporting period.
• The midpoint value is the median. For an even number of observations (i.e., number of executed
contracts) the median will be the average (i.e., mean) of the two middle values.
Pilot measure: For the first reporting period, CDC will pilot test this performance measure on procurement
timeliness. We understand some recipients may not be able to report on this performance measure by the
first reporting period. Therefore, for the first reporting period (August 2023 submission), this measure is
optional.
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Component A Recipient Performance Measures Guidance Document
Example Scenario
Unit of
Measurement
Reporting
Frequency
Considerations
Recipients will enter the following information (Optional):
1. Median number of calendar days from procurement approval to contract execution (Number)
2. Minimum number of days from procurement approval to contract execution (Number)
3. Maximum number of days from procurement approval to contract execution (Number)
4. Number of procurements the data are based on (Number)
5. In the data limitations field, recipients may also provide more information on the types of
procurements included or excluded for this measure (including use of a dollar threshold to exclude
certain types of procurements); the start and end point used for reporting on this measure if they do
not align with CDC’s definition; and systems used to track this information or explanation of manual
processes used to report on this measure (Open-ended)
The agency executed 4 contracts during this reporting period. The number of calendar days from the date of
approval to move forward with procurement to the date of execution of the contract was: 88, 129, 150, and
230 days. The procurement cycle time is 139.5 days. Recipient will report:
1. Median number of calendar days from procurement approval to contract execution: 139.5 days
2. Minimum number of days from procurement approval to contract execution: 88 days
3. Maximum number of days from procurement approval to contract execution: 230 days
4. Number of procurements the data are based on: 4 procurements
Number of days
6 months
•
CDC understands there may be bottlenecks during various phases of approval to move forward with
procurement and contract execution that are outside of the recipient agency’s purview. CDC is
interested in understanding the time between approval to move forward with procurement and
execution, including those bottlenecks. CDC understands some of these bottlenecks may be due to
the time other entities outside of the recipient agency (i.e., other offices, bureaus, departments, etc.),
spend on activities, such as review and approval. Recipients will have the opportunity to provide
additional contextual information.
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Component A Recipient Performance Measures Guidance Document
Measure A2.3. Accreditation Involvement and Readiness: Level of involvement with Public Health
Accreditation Board (PHAB) accreditation
Topic
Measure
Definition
Purpose
Terms and
Definitions
Accreditation Involvement and Readiness
Level of involvement with PHAB Accreditation
Accreditation status and involvement in the Public Health Accreditation Board (PHAB) accreditation program.
Improved health department quality, accountability, and performance based on standards and measures is an
intended outcome of this grant. By formally engaging in PHAB accreditation, health departments are assessed
against Standards and Measures aligned with the Essential Public Health Services (EPHS) and the Foundational
Public Health Services’ (FPHS) eight foundational capabilities for a strong public health infrastructure. One way to
measure progress towards implementation of foundational capabilities and delivery of EPHS is to assess the
accreditation status of recipient agencies and level of involvement in the PHAB accreditation program.
The intent of this measure is to track recipients’ current involvement in the PHAB accreditation program. CDC will
use this information to help understand how recipients are strengthening their foundational capabilities toward a
stronger public health infrastructure. CDC will also use this information to monitor changes in accreditation status
and involvement in the PHAB accreditation program over the project period of the grant.
Public Health Accreditation Board (PHAB): The independent accrediting body for state, local, and territorial and
freely associated health agencies.
Accreditation status: The accreditation status of the recipient agency in the PHAB accreditation program.
• Accredited: recipient agency is currently accredited by PHAB (received and maintained a status of initial
Data Elements
to be Reported
accreditation from PHAB and has not yet received a reaccreditation decision).
• Reaccredited: recipient agency is currently reaccredited by PHAB (received a status of continued
accreditation from PHAB and currently maintains its accreditation status).
• Not accredited: recipient agency is not currently accredited by PHAB.
Recipient agencies will answer the following question.
Please select the statement that best reflects your agency’s involvement with the Public Health Accreditation Board
(PHAB) national accreditation program (select one)
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Component A Recipient Performance Measures Guidance Document
1. Accredited: My agency has achieved initial accreditation and plans to, or is in the process of, applying for
reaccreditation (this includes those working on an ACAR for reaccreditation)
2. Accredited: My agency has achieved initial accreditation but does not plan to apply for reaccreditation
3. Accredited: My agency has achieved initial accreditation but is undecided about intent to apply for
reaccreditation
4. Reaccredited: My agency has achieved reaccreditation and plans to maintain our accreditation status in the
future.
5. Reaccredited: My agency has achieved reaccreditation and is undecided (or does not know) whether we
will maintain our accreditation status in the future.
6. Reaccredited: My agency has achieved reaccreditation but will not maintain our accreditation status in the
future.
7. Not accredited: My agency achieved accreditation but is no longer accredited (e.g., didn’t apply for or
receive reaccreditation or did not maintain accreditation status)
8. Not accredited: My agency is not planning or preparing to apply for accreditation
9. Not accredited: My agency intends to apply and is working to meet the standards (including working on
required plans and processes or addressing other gaps)
10. Not accredited: My agency has registered for the PHAB Readiness and Training process
11. Not accredited: My agency is working towards accreditation using the Pathways Recognition Program.
12. Not accredited: My agency has applied and is in the accreditation process (i.e., submitting documentation,
awaiting site visit, completed site visit, working on an ACAR, or pending accreditation status decision)
13. Not accredited: My agency is undecided about intent to apply for accreditation
Additional Guidance:
• State recipients are not required to provide information on the accreditation status of LHDs in their state;
however, recipients may provide this or other contextual information, if interested, in the open-ended
question - Provide any additional context or information related to this measure.
• Include only accreditation through PHAB.
Unit of
Measurement
Reporting
Frequency
N/A
12 months
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Component A Recipient Performance Measures Guidance Document
Considerations
•
CDC understands that recipient agencies have different levels of capacity to pursue accreditation.
Participation in PHAB accreditation is highly encouraged.
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Component A Recipient Performance Measures Guidance Document
Appendix A: Job Classification Categories and Program Areas
The information provided below is relevant to Measure A1.1: Hiring (Number of PHIG-funded positions filled by job classification and
program area). Job classification and program area categories are derived from categories from the Foundational Public Health
Services, and the NACCHO Profile and PH WINS survey instruments.
Job Classification Categories:
1. Agency leadership and management: Department/Bureau Director, Deputy Director, Public Health Agency Director,
Program Director, Health Officer.
2. Program manager: Public Health Program Manager.
3. Business, improvement, and financial operations staff: Attorney or Legal Counsel, Business Support – Accountant/Fiscal,
Business Support Services – Administrator, Business Support Services – Coordinator, Grants or Contracts Specialist, Human
Resources Personnel, Other Business Support Services, Community Health Planner, Quality Improvement Worker, Training
Developer/Manager, Workforce Development Staff. May include positions focused on accreditation and performance
improvement.
4. Office and administrative support staff: Clerical Personnel -Administrative Assistant, Clerical Personnel -Secretary, Customer
Service/Support Professional, Custodian, Other Facilities or Operations Worker, Implementation Specialist, Medical/Vital
Records Staff.
5. Information technology and data system staff: Information Systems Manager/Information Technology Specialist, IT
Support Staff, Public Health Informatics Specialist, Informatics staff, Web Developer/Computer Programmer.
6. Public information, communications, and policy staff: Public Information Specialist, Policy Analyst, Communications
specialist, Web Content Writer/Content Developer.
7. Laboratory workers: Laboratory Technician, Laboratory Quality Control Worker, Laboratory Scientist/Medical Technologist,
Laboratory Aide or Assistant.
8. Epidemiologists, statisticians, data scientists, other data analysts: Epidemiologist, Population Health Specialist, Statistician,
Economist, Data or Research Analyst, Data Scientist, Program Evaluator.
9. Behavioral health and social services staff: Behavioral Health Professional, Disease Intervention Specialist/Contact Tracer,
Peer Counselor, Health Navigator, Social Worker/Social Services Professional.
10. Community health workers and health educators: Health Educator, Community Health Worker.
11. Public health physician, nurse and other clinicians or healthcare providers: Nursing and Home Health Aide, Nutritionist or
Dietitian, Other Oral Health Professional, Other Nurse -Clinical Services, Physician Assistant, Public Health Dentist, Public
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Component A Recipient Performance Measures Guidance Document
12.
13.
14.
15.
Health/Preventive Medicine Physician, Registered Nurse -Public Health or Community Health Nurse, Registered Nurse Unspecified, Pharmacist, Licensed practical or vocational nurse, Nurse Practitioner Emergency Medical Technician/Advanced
Emergency Medical, Technician/Paramedic, Emergency Medical Services Worker, Other Health Professional/Clinical Support
Staff, Physical/Occupational/Rehabilitation Therapist, Public Health Veterinarian.
Preparedness staff: Emergency Preparedness/Management Worker.
Environmental health workers: Environmental Health Worker, Environmental Health Technician, Environmental Health
Physicist, Environmental Health Scientist, Environmental Engineer.
Animal control and compliance/inspection staff: Licensure/Regulation/Enforcement Worker, Sanitarian or Inspector, Animal
Control Worker, Disability claims/benefits examiner or adjudicator, Medical Examiner.
Other: Student, Professional or Scientific, Interns, Fellows, Other (not categorized)
If positions have crossover categories or operate within several of the job classification categories, select the category that this
position will work on most (>50%) of the time. Do not double-count staff if they are working in more than one category.
Job Program Areas (Aligned with the Foundational Public Health Services)
1. Access to and Linkage with Clinical Care: Clinical Services (excluding TB, STD, family planning), Emergency Medical Services,
Immunizations - clinical, Immunizations - non-clinical, Mental Health, Oral Health/Clinical Dental Services, School Health,
Substance Abuse, including tobacco control programs
2. Emergency Preparedness and Response: All Hazards
3. Accountability and Performance Management: Accreditation coordinators, QI staff, performance management leads
4. Assessment and Surveillance: Community Health Assessment/Planning, Disability services, including disability
determinations, Enforcement/Inspection/Licensing/Certification of Facilities, Epidemiology Surveillance, Informatics, Medical
Examiner, Public Health Genetics, Public Health Laboratory, Vital Records
5. Chronic Disease and Injury Prevention: Non-Communicable Disease/Chronic Disease, Health Promotion/Wellness,
Injury/Violence Prevention
6. Communicable Disease Control: COVID-19 Response, Communicable Disease - HIV, Communicable Disease - Influenza,
Communicable Disease - STD, Communicable Disease - Tuberculosis, Communicable Disease - Viral Hepatitis, Other
Communicable Disease
7. Communications
8. Community Partnership Development: Community Health Assessment/Planning
9. Environmental Public Health: Environmental Health, Animal Control
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Component A Recipient Performance Measures Guidance Document
10. Equity
11. Maternal, Child and Family Health: Children and Youth with Special Health Care Needs, Maternal and Child Health - Family
Planning, Maternal and Child Health - WIC
12. Organizational Competencies: Leadership & Governance; Information Technology Services; Workforce Development &
Human Resources; Financial Management, Contract, & Procurement Services, including Facilities and Operations; Legal
Services & Analysis
13. Policy Development and Support
14. Other
If positions have crossover categories or operate within several of the program areas, select the category that this position will work
on most (>50%) of the time. Do not double-count staff if they are working in more than one category.
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Component A Recipient Performance Measures Guidance Document
Appendix B: Measure A1.1: Hiring – Example Scenario
At of the end of this reporting period, the recipient has filled 6 positions with PHIG funds; 3 of these positions were filled with new
hires and 3 were filled with current employees. The new hires are a Chronic Disease Program Manager, Contracts Specialist, and
Community Health Worker (Communicable Disease). The current employees are an Environmental Epidemiologist, Health Equity
Communications Specialist, and Health Educator (working on COVID-19 and Influenza 60% and Maternal and Child Heath 40%). The
recipient is a state health department, but LHDs funded through the grant have not yet filled any positions, as of this reporting
period.
The tables below provide examples of the data a recipient would report for this measure. These tables are not how data will be
entered in PHIVE but could serve as an approach for tracking this information by recipients.
Job Classification Categories – Example Scenario
1. Total number of PHIGfunded positions filled (since
12/1/22, as of 5/31/2023)
Recipient
LHDs funded by
agency
state recipient
1. Agency leadership and
management
2. Program manager
3. Business, improvement, and
financial operations staff
4. Office and administrative
support staff
5. Information technology and
data system staff
6. Public information and public
policy staff
7. Laboratory workers
2. Number of positions filled
with current employees
3. Number of positions filled
with new hires
Recipient
agency
LHDs funded by
state recipient
Recipient
agency
LHDs funded by
state recipient
0
0
0
0
0
0
1
0
0
0
1
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
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Component A Recipient Performance Measures Guidance Document
8. Epidemiologists, statisticians,
data scientists, and other data
analysts
9. Behavioral health and social
services staff
10. Community health workers
and health educators
11. Public health physician, nurse,
and other health care providers
12. Preparedness staff
13. Environmental health workers
14. Animal control and
compliance/inspection staff
15. Other
Total
0
0
0
0
0
0
0
0
0
0
0
0
2
0
1
0
1
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
6
0
0
0
3
0
0
0
3
0
0
Job Program Areas
1. Total number of PHIGfunded positions filled (since
12/1/22, as of 5/31/2023)
Recipient
LHDs funded
agency
by state
recipient
1. Access to and Linkage with
Clinical Care
2. Emergency Preparedness and
Response
2. Number of positions filled
with current employees
3. Number of positions filled
with new hires
Recipient
agency
LHDs funded
by state
recipient
Recipient
agency
LHDs funded
by state
recipient
0
0
0
0
0
0
0
0
0
0
0
0
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Component A Recipient Performance Measures Guidance Document
3. Accountability and
Performance Management
4. Assessment and Surveillance
5. Chronic Disease and Injury
Prevention
6. Communicable Disease Control
7. Communications
8. Community Partnership
Development
9. Environmental Public Health
10. Equity
11. Maternal, Child, and Family
Health
12. Organizational Competencies
13. Policy Development and
Support
14. Other
Total
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
2
1
0
0
1
1
0
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
6
0
0
0
3
0
0
0
3
0
0
Page 31
| File Type | application/pdf |
| Author | Chung, Christina L. (CDC/DDPHSS/CSELS/DSEPD) |
| File Modified | 2023-06-15 |
| File Created | 2023-06-15 |