For the past three years, as US public health systems have grappled with deep workforce shortages and systemic underfunding, Minnesota Public Health Corps (MNPHC) has offered an innovative model for rebuilding public health capacity grounded in service, training, and community engagement. Due to recent federal changes to AmeriCorps programs, MNPHC is sunsetting.

Established in 2021 under the federal Public Health AmeriCorps (PHA) initiative, MNPHC was designed to do two things: 1) increase capacity in governmental public health (GPH) agencies and 2) attract new professionals to the field—particularly younger individuals who might not otherwise consider public health careers. Unlike other AmeriCorps models, MNPHC placed its members directly within local public health agencies, aligning their work with agency-defined priorities and allowing for hands-on engagement.

What sets MNPHC apart is its intentional design. The program included strong administrative support from the implementation partner (Ampact), ongoing training (through the University of Minnesota), strong support from the state commission (ServeMinnesota), host site support (from well-known local public health consultants), and each member having a coach. This infrastructure enabled host site supervisors to focus on mentoring and helping members do their public health work, rather than paperwork and daily supervision.

Over the course of its first year, 63 AmeriCorps members were placed across 35 Minnesota public health agencies. A recent study published in JPHMP analyzed monthly reports from 60 members and categorized their activities using the Ten Essential Public Health Services (EPHS) framework. The findings were clear: members weren’t just observers or support staff—they were active contributors to core public health functions.

The most frequently reported activities included public health communications, community engagement, and data collection and analysis. Whether planning campaigns on women’s health, organizing naloxone training, or collecting data for community health assessments, MNPHC members played a vital role in extending public health agency capacity. Significantly, most members (79%) expressed an intention to pursue public health careers following their service—a promising sign in light of public health’s recruitment challenges.

While MNPHC members faced challenges—such as data availability, coordination with partners, and limited resources—these mirrored issues public health professionals face daily. In this sense, MNPHC also provided members with authentic, practice-based learning. Members developed skills in stakeholder engagement, data interpretation, and navigating the complexity of local systems—all essential for a future public health workforce.

The study also highlights broader implications for public health systems. First, integrating early-career professionals into public health work through structured service programs can be a highly effective way to grow and diversify career pathways. The first MNPHC cohort was relatively young (62% under age 25) and more racially diverse than the general public health workforce—two key indicators of long-term public health system transformation.

Attracting young, diverse professionals to the public health workforce is critical. A significant portion of the current governmental public health workforce is nearing retirement, creating an urgent risk of losing institutional knowledge, leadership, and operational capacity.[1] Moreover, having a more diverse workforce is essential for having a public health system that reflects, understands, and effectively serves their communities.[2] Without a pathway for early-career professionals, health departments may face staffing shortages that compromise their ability to deliver essential public health services.

Second, the success of the MNPHC model supports greater investment in similar partnerships. Almost all participating agencies reapplied to host members the following year, and several new agencies applied for members. That level of site retention and interest suggests that the model is meeting real needs at the local level.

As health departments across the country seek to strengthen capacity in the wake of the COVID-19 pandemic and decades of disinvestment, MNPHC stands out as a replicable, scalable model. It offers an on-ramp for new professionals, a relief valve for overstretched agencies, and a smart investment in the long-term health of communities. In an era where AmeriCorps is seeing large-scale cuts, analogous service and fellowship programs may be a valuable means of addressing ongoing workforce challenges.

References

[1] Leider JP, Sellers K, Bogaert K, Liss-Levinson R, Castrucci BC. Voluntary Separations and Workforce Planning: How Intent to Leave Public Health Agencies Manifests in Actual Departure in the United States. J Public Health Manag Pract. 2021 Jan/Feb;27(1):38-45. doi: 10.1097/PHH.0000000000001172. PMID: 32769420; PMCID: PMC7690638.

[2] Coronado F, Beck AJ, Shah G, Young JL, Sellers K, Leider JP. Understanding the Dynamics of Diversity in the Public Health Workforce. J Public Health Manag Pract. 2020 Jul/Aug;26(4):389-392. doi: 10.1097/PHH.0000000000001075. PMID: 31688743; PMCID: PMC7190406.