Growth Through Inservice Training: Knowledge—Attitude
| Autor: | Paul W. Purdom, Grant W. Husband, B. Russell Franklin |
|---|---|
| Rok vydání: | 1955 |
| Předmět: |
Government
medicine.medical_specialty Inservice Training Sanitation media_common.quotation_subject Public health Charter Articles General Medicine Public administration humanities Attitude Hygiene medicine Humans Organizational structure Business Building inspection Physiological Phenomena Biological Phenomena Health department media_common |
| Zdroj: | American Journal of Public Health and the Nations Health. 45:336-341 |
| ISSN: | 0002-9572 |
| Popis: | course for their city government by adoption of the Home Rule Charter 1 in 1951. Recommendations of the 1949 Public Health Survey2 that an Advisory Board of Health be created and other administrative changes be made within the Department of Public Health were incorporated in the new charter. In addition, it established a Department of Licenses and Inspections which required further reorganization of services provided by the Department of Public Health. Changes of great magnitude and complexity were wrought in the organizational structure of the city. This discussion will be confined to innovations in the administration of environmental sanitation services and the associated training problems. Designated to administer and enforce statutes, ordinances and regulations relating to public health including those dealing with air, water, food and drugs, health hazards and pests, including animal, insect and plant life," the Health Department was also delegated responsibility for public health research and education. Housing sanitation, including plumbing, was consolidated with building inspection services from other departments in the new Department of Licenses and Inspections, and all licensing functions were similarly transferred. Prior to adoption of the Home Rule Charter, there were two divisions related to sanitation in the Health Department with independent units staffed by specialized inspectors. Territories served by the different units were overlaid. Operations were carried out from a central office under very loose supervision. The result was an inefficient, inflexible, and ineffective organization. Typical was the practice of as many as three types of inspectors-milk, food, and restaurant-visiting a single eating establishment. Upon the appointment of a public health engineer as director of environmental sanitation in January, 1953, all sanitation services, except air pollution control, were combined in a single unit. Air pollution control has since been added by Administrative Board order. According to the natural functional relationship, activities were realigned into sections: Air Pollution Control, Environmental Health, Milk and Food Sanitation, Veterinary Medicine, Industrial Sanitation, and Housing Hygiene. To provide better direction and efficiency of operations, field services were based in five district offices each under a sanitation supervisor. Because of an unusually small field inspection staff, the most effective use of personnel became a necessity. Thus, it was decided to generalize the field personnel to the greatest extent possible. During the development of these plans the Public Health Service, at the request of Philadelphia, made evaluations of milk and restaurant sanitation pro |
| Databáze: | OpenAIRE |
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