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In 2010, the Bureau of Injury Prevention was merged within the Bureau of Occupational Health at the New York State Department of Health. This merger created opportunities for enhancing surveillance, consolidating programs, and sharing resources available to each Bureau. However, it also created struggles for identity, and concerns regarding grant deliverables. Both Bureaus received large amounts of external funding which helped direct their work. Due to differences among the external funders as to how data are utilized and interpreted, along with variances that define the role of the health department, cultural issues needed to be addressed to allow the programs to truly merge.
METHODS:
Strategic planning was implemented involving all professional staff in the new Bureau of Occupational Health and Injury Prevention. This allowed staff to learn about each other’s programs and discuss where potential overlap of programs could occur.
RESULTS:
This merger is an on-going evolving process that should result in stronger programs on both sides.
CONCLUSIONS:
As state health departments are being asked to do more with less, and as programs are reaching out to partners conducting similar work, it is necessary to understand the underlying factors and issues that drive programs before changes can be implemented.