DHEC continues to work to ensure that staffing standards are met, and staff are effectively trained and properly supported. Employee engagement is a focus of DHEC with agency leadership actively assessing employee perspectives and attitudes toward the work environment and using that information to shape future plans and activities. A comprehensive needs assessment conducted by DHEC’s Office of Diversity, Equity and Inclusion was deployed focusing on the overall diversity, equity, and inclusion culture within DHEC, experiences with leadership and management, as well as other peers, career development and training, and policies and procedures. This needs assessment will be used to create a strategic plan for DHEC surrounding diversity, equity, and inclusion for the public health team.

The MCH Bureau is equally vested in ensuring staff are engaged and supported. The Bureau hosted a training for Division Directors and the management team, including the leaders from the newly added Division of Population Health Surveillance. This training focused on professional development, identifying both personal and professional goals, and ensuring the team’s strengths and values aligned with their everyday work. With the addition of numerous staff throughout the Bureau, this training was critical and brought everyone together working towards a common goal.

Over the last reporting period, the MCH Bureau continued to prioritize the recruitment and retention of staff. Techniques have included ensuring preferred candidates are properly identified, vetted, and hired with optimal onboarding experiences and that regular meetings are held with staff to gauge progress toward goals and to identify opportunities to promote employee retention, engagement, and development. 

The bureau director continues to work with MCH-funded staff across program areas to support professional development and growth by participating in various state and federal opportunities. These external partnerships align with the agency’s core value of teamwork and afford staff the opportunity to showcase their current work. MCH staff remain engaged with AMCHP, CityMatCH, Council of State and Territorial Epidemiologists (CSTE), American Association for Public Opinion Research (AAPOR), the National Association of State Health Policy, the National Family Planning & Reproductive Health Association as well as other. On an ongoing basis, staff participate in other skills-building opportunities offered by MCH Navigator, HRSA, as well as the Family and Youth Services Bureau (FYSB). Linked In Learning continues to be an invaluable resource to fill training needs on an interpersonal level. Several state, local and national efforts include the following:

The MCH Bureau Director, Kimberly Seals, recently completed the Diverse Executive Leaders in Public Health program with the Association of State and Territorial Health Officials (ASTHO).  As part of second cohort, this nine-month program provided leaders like Ms. Seals the opportunity to explore individual leadership identity and actions to positively influence the work and culture of organizations through communication, leadership, and goal setting.  Along with an individual leadership plan, the program increased visibility of the MCH Bureau, provided networking among peers across the country, and allowed for strategic connection with nationally recognized leaders. Ms. Seals participation embodied the core values of Embracing Excellence and Advancing Equity.

Similarly, Deputy Director Kristen Shealy is currently participating in ASTHO’s Public Health, Equity, Resilience, and Opportunity Program (PH-HERO) aimed at addressing workforce burnout, resiliency, and morale.  This program was designed to respond to growing concerns recognized during COVID-19 and health leaders support a culture of well-being and resilience at the local, state, and territorial level.  Activities affiliated with the program include partnering with the National Council for Mental Wellbeing and the Center for Creative Leadership, improving resiliency by piloting resources and tools, and receiving intensive technical assistance. 

AMCHP Leadership Lab continues to be a source MCH capacity building for new leaders in the Bureau.  During the last reporting period, Anna Bleasdale, CYSHCN Division Director, completed her participation in the New Directors Leaders Cohort.  Activities related to this program include sessions on the Title V framework in a peer-to-to learning environment.

DHEC continues to partner with agencies across SC to build and expand the MCH pipeline, including the Community Health Workers Institute, Home Visiting Consortium and the SC Telehealth Alliance. Most recently, the MCH Bureau collaborated with the University of South Carolina’s (USC) MCH Public Health Catalyst Program to offer practicum and internship experience. This program trains masters and doctorial graduates on MCH competencies, focusing on family- and community-based approaches. This partnership has strengthened the MCH Bureau’s relationship with academia and the USC’s Arnold School Public Health’s Office of Practice and Workforce Development.

Additionally, data and evaluation opportunities has been emphasized over the last reporting period. As mentioned elsewhere, the MCH Epi team have received an AMCHP intern and a CSTE Fellow to assist with upcoming Title V needs assessment and maternal mortality data capacity gaps. The MCH Leadership Team continues to collaborate with the State Data Team, Arnold School of Public Health and Revenue and Fiscal Affairs on data and evaluation projects and is committed to making data-driven programmatic decisions focused on increasing transparency and accountability.