Organizational Culture and Staffing Models at the Centers for Disease Control and Prevention

Abstract

This paper recounts how the Centers for Disease Control and Prevention (CDC) struggled during the COVID-19 pandemic at executing its core public health mission of readiness and response. The paper then evaluates the current state of the agency’s workforce and organizational culture, noting a shift towards administrative functions and away from public health response. The paper then explores the history of the U.S. Public Health Service Commissioned Corps (USPHS) as well as the readiness and response in the military health system, specifically in areas where CDC mission execution broke down. Finally, the USPHS model is explored, as are policy considerations for its expansion and integration into the CDC’s primary workforce.

Note:
Funding Information: Dr. Miller and Dr. Gowda report receiving grant support from the Charles Koch Foundation, which had no role in this work.

Conflict of Interests: Dr. Lushniak reports previous service as Acting and Deputy Surgeon General. Dr. Ranasinghe reports serving on the AMA Council on Science and Public Health. Drs. Cullen, Gowda, Miller, and Phan have nothing to disclose..

Keywords: Centers for Disease Control, public health, public health policy, public health infrastructure, COVID-19, pandemic response, public health security, biosecurity

JEL Classification: I18, H11, H41, H51, H54, H56, H83