Recommendations for enhancing retention in a shared staff model between a university and state public health department

Background/Significance: Universities and state public health departments in several states share one or more staff members with responsibilities in each organization. Recruiting and retaining qualified candidates for these positions can be difficult, as the traditional promotion paths through either organization are often not wholly applicable.

Objective/Purpose: The primary objective of this study was to assess the strengths and limitations of the shared staffing model between the University of New Hampshire (UNH) and the NH Division of Public Health Services. The purpose of this assessment was to inform a set of recommendations for improving retention of staff.

Methods: Key informant interviews were conducted to elicit information from shared staff members as well as their direct supervisors and other stakeholders. Interviews covered a range of topics including funding source, job security, job satisfaction, promotion, balancing the demands of multiple roles and bosses, performance reviews, salary, and other salient factors.

Results: Shared staffing models can provide qualified staff to public health agencies and universities at a reduced organizational cost. Concerns about the stability of positions and ambiguity regarding promotion were high among all shared staff. Although multiple roles and bosses presented challenges, staff reported that this was not the serious problem which they had originally anticipated.

Discussion/Conclusions: Retention may be improved by securing stable funding sources and providing clear career advancement guidelines tailored for staff that split their time between teaching, research, and practice. Teaching is perceived as enhanced by the practical experience of those in shared staffing roles.