WIC Staffing 

Data Collection Project 

 

Conducted by 

Burger, Carroll & Associates, Inc. 

 

For the 

United States Department of Agriculture 

Food and Nutrition Service 

Office of Analysis, Nutrition and Evaluation 

 

 January 2006 
 

WIC Staffing Data Collection Project

Final Report 

 

Office of Analysis, Nutrition, and Evaluation 

USDA, Food and Nutrition Service 

3101 Park Center Drive, Room 1014 

Alexandria, VA 22302-1500 

Principal Investigators: Project Officers: 

Dennis Bach, MPA Ed Herzog, MA, MPS 

Julie Carroll, DrPH Julie Kresge, MAEd 

Burger, Carroll and Associates, Inc. USDA, Food and Nutrition Service 

 

This report is available on the Food and Nutrition Service website:http://www.fns.usda.gov/oane.

Suggested Citation:

“WIC Staffing Data Collection Project,” Special Nutrition Program Report Series, No. WIC-05-WS, Project 

Officer: Ed Herzog. U.S. Department of Agriculture, Food and Nutrition Service, Office of Analysis, 

Nutrition, and Evaluation, Alexandria, VA:2006.

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United States Food and 

Department of Nutrition 

Agriculture Service 

January 2006 

Special Nutrition Programs 

Report No. WIC-05-WS 
Final Report 

WIC Staffing Data Collection Project i September 2005

TABLE OF CONTENTS 

ACKNOWLEDGEMENTS...............................................................................................iii 

EXECUTIVE SUMMARY ................................................................................................ 4 

PURPOSE OF THIS PROJECT............................................................................................... 4 

INSIGHTS GAINED FROM PROJECT ACTIVITIES ................................................................. 5 

SUMMARY OF OUTCOMES AND CONCLUSIONS............................................................... 10 

I. BACKGROUND INFORMATION.............................................................................. 13 

PURPOSE OF THIS PROJECT............................................................................................. 13 

I.1. LOCAL AGENCIES, CASELOAD, AND TRENDS IN STAFFING ...................................... 14 

I.1.1. Local Agencies................................................................................................. 14

I.1.2. Caseload Size................................................................................................... 14

I.1.3. Trends in WIC Local Agency Staffing ............................................................. 15

I.1.4. Role of Competent Professional Authority ...................................................... 16

I.1.5. Nutrition Service Delivery Models .................................................................. 17

I.2. OTHER RELATED LOCAL AGENCY CHARACTERISTICS............................................. 18 

I.2.1. Type of Agency................................................................................................. 19

I.2.2. Type and Hours of Clinic Facilities ................................................................ 20

I.2.3. Service Integration and Shared Staff............................................................... 20

I.2.4. Collection of Anthropometric Measures and Blood Work .............................. 21

I.2.5. Full Service Clinics and Special Populations ................................................. 21

I.2.6. Extent of Clinic Automation ............................................................................ 22

I.2.7. Caseload that is High-Risk or non-English Speaking ..................................... 22

I.3. PROGRAM STAFFING ISSUES OF INTEREST TO STAKEHOLDERS ................................ 23 

I.3.1 Positions and Staff Classifications and Promotions......................................... 25

I.3.2 WIC Local Agency Staff Duties ........................................................................ 27

I.3.3 Vacancies, Recruitment and Retention............................................................. 28

I.3.4 Staff Training.................................................................................................... 28

I.4. REVIEW OF EXISTING LITERATURE.......................................................................... 29 

I.4.1. Number of Local Agency WIC Staff................................................................. 30

I.4.2. Staffing Ratios.................................................................................................. 30

I.4.3. Staff Characteristics - Academic Degrees....................................................... 31

I.4.4. Staff Duties ...................................................................................................... 31

I.4.5. Staff Characteristics - Language, Diversity and Cultural Competency.......... 32

I.4.6. Recruitment, Retention and Vacancies............................................................ 33

I.4.7. Salaries ............................................................................................................ 34

I.4.8. Benefits ............................................................................................................ 35

I.4.9. Training ........................................................................................................... 35

I.4.10. Summary of Literature Review ...................................................................... 35

II. WIC SURVEY OF LOCAL AGENCY STAFFING (WIC SOLS)............................. 37 

II.1. PILOT TESTING RESULTS ........................................................................................ 37 

II.1.1. Reported Data From Volunteer Pilot Agencies ............................................. 37
Final Report 

WIC Staffing Data Collection Project ii September 2005

II.1.2. Information About the Pilot Local Agencies and Their Caseloads................ 38

II.1.3. Information About the WIC Clinics in Pilot Project Agencies....................... 39

II.1.4. Information About the People Working in WIC Pilot Agencies..................... 39

II.1.5. Information About the Positions in WIC Pilot Agencies................................ 48

II.1.6. Results of the Pilot Agencies’ Test Experience .............................................. 54

II.1.7. Summary of Pilot Site Feedback on Specific WIC SOLS Questions .............. 56

II.2. OUTCOMES AND CONCLUSIONS FROM THE PILOT TEST .......................................... 57 

ATTACHMENT 1 Methods and Challenges in Design of Instruments WIC Staffing Data 

Collection Pilot Project..................................................................................................... 59

ATTACHMENT 2 Local Agency Staffing Reporting System Final Paper Instrument ... 74 

ATTACHMENT 3 Local Agency Staffing Reporting System Final Electronic Instrument

......................................................................................................................................... 113 

ATTACHMENT 4 Local Agency Staffing Reported by WIC Pilot Agencies Summary of 

All WIC Duties Reported by Educational Qualification ................................................ 155 

ATTACHMENT 5 Detailed Information on Pilot Implementation Activities............... 165 

I. Detailed Pilot project Activities ................................................................................. 166 

1.1. OBJECTIVES FOR THE PILOT................................................................................. 166 

I.2. PROCESS/CRITERIA FOR SELECTING PILOT AGENCIES .......................................... 166 

II. Process for Conducting Pilot..................................................................................... 169 

II.1. TECHNICAL SUPPORT DURING PILOT................................................................... 170 

II.2. ON-SITE FOLLOW UP VISITS ............................................................................... 171 

ATTACHMENT 6 Protocol Formats for Pilot Site Visits Local Agency Staffing Paper 

Reporting System............................................................................................................ 173

ATTACHMENT 7 Protocol Formats for Pilot Site Visits Local Agency Staffing 

Electronic Reporting System .......................................................................................... 190 

ATTACHMENT 8 Local Agency Staffing Reporting System Results Matrices from Site 

Visit Protocols Paper and Electronic Instrumentation................................................... 217 
Final Report 

WIC Staffing Data Collection Project iii September 2005

ACKNOWLEDGEMENTS 

BCA would like to acknowledge the assistance and support of the project Advisory Panel, as 

follows: 

Ms. Cindy Bartosek, NWA Local Agency Section (Past) Chair, Director, Division of 

Community Health, Palm Beach County Health Department, Florida 

Ms. Colleen C. Batt, MS, RD, IBCLC, WIC Coordinator, Tippecanoe County, Indiana 

Ms. Phyllis S. Crowley, MS, RD, CD, IBCLC, State Nutrition Coordinator, Utah WIC 

Program 

Dr. Denise V. Ferris, DrPH, RD, Director, Office of Nutrition Services/WIC Program, West 

Virginia Department of Health and Human Resources 

Ms. Gloria Clark, Program Manager, WIC State Agency, Nutrition Programs Administration, 

District of Columbia 

Ms. Jeanette Jones, RD, LD, Nutrition Director, Southwest District Health, Idaho 

Ms. Carol Kronberg, RD, Health Program Manager, WIC, Public Health, Sonoma County 

Department of Health Services, California 

Ms. Barbara Keir, MA, RD, formerly, Director, Public Health Nutrition & Education 

Division, Texas Department of State Health Services 

Ms. Joy Flud, MPH, RD, LD, WIC Program Director, Muscogee (Creek) Nation, Oklahoma 

Mr. Al LoBalbo, Director of the Systems Development and Support Unit, Division of 

Nutrition, New York State Department of Health 

Dr. Janice M. Dodds, EdD, RD, Professor in Nutrition and Maternal and Child Health, 

School of Public Health, University of North Carolina at Chapel Hill 

Valued assistance was provided by Food and Nutrition Service staff throughout this project. Our 

thanks go to Hayes Brown, Ed Herzog, and Julie Kresge at FNS. An enormous thank you is 

owed to the 12 local WIC Agencies that volunteered to test the data collection instruments and 

provide both data and feedback on the structure of the questions. Our grateful appreciation is 

offered to: 

North Central Organized Regionally for 

Total Health, Philadelphia, Pennsylvania 

Metro Health, Columbus, Ohio 

San Antonio Metropolitan Health, San 

Antonio, Texas 

Maricopa County Dept. of Public Health, 

Phoenix, Arizona 

Utah County Health Department, Provo, 

Utah 

Mecklenburg County WIC Program, 

Charlotte, North Carolina 

New Mexico Dept. of Health District I, 

Service Area 1, Albuquerque, New Mexico 

Alameda County Health Care Services, 

Alameda, California 

Countryside Public Health Nursing 

Service, Benson, Minnesota 

Washington County WIC Program, 

Hudson Falls, New York 

Edgarton Women’s Health Center, 

Davenport, Iowa 

City of Plainfield WIC Program, 

Plainfield, New Jersey 
Final Report 

WIC Staffing Data Collection Project 4 September 2005

EXECUTIVE SUMMARY 

Burger, Carroll & Associates, Inc. (BCA) was engaged by USDA to conduct a study of 

the feasibility of periodic administrative reporting by local agencies regarding local WIC 

staffing issues. This WIC Staffing Data Collection pilot project was prompted by the 

General Accounting Office (GAO)1

 that in 2001 cited a range of quality of services 

between local agencies, expressed concern that local agencies may not be able to provide 

adequate services, and cited a need for improved professionalism and quality of service 

and enhanced availability of professional staff to provide direct services. 

Three approaches were identified by GAO to address the current staffing challenges in 

WIC. These were 1) assess the staffing needs of the State and local WIC agencies and 

develop strategies to address any shortcomings; 2) establish more stringent professional 

staffing requirements for local WIC agencies; and 3) establish minimum continuing 

education requirements for WIC staff in the areas of nutrition, breastfeeding promotion, 

and counseling. For each of these approaches, GAO noted both advantages and 

disadvantages. 

Interim steps identified to implement these approaches include conducting a national 

study to examine staffing characteristics (e.g., distribution, duties, recruitment). As part 

of establishing professional staffing requirements, GAO recommended use of an ideal 

“staffing pattern” based on the number of participants per agency. This would identify 

types of duties performed by professional, paraprofessional and support staff to make the 

most effective and efficient use of available resources. Additionally GAO recommended 

that standards for staff-to-participant ratios including the number of dietitians, 

nutritionists, or lactation consultants an agency should employ or have access to, based 

on the number of participants, should be included. 

PURPOSE OF THIS PROJECT

USDA determined that additional data are required to adequately respond to GAO’s 

concerns and other requests for information. This project is a component of the process 

to obtain that data. The purpose of this project was to develop and pilot test paper and 

pencil and electronic based administrative reporting instruments that would allow local 

WIC agencies to report WIC staffing information to aid USDA in addressing these 

concerns. BCA was commissioned to develop these paper and electronic-based reporting 

systems and pilot test their use in a small number of volunteer local WIC agencies. This 

data collection provides FNS with information on the availability and usefulness of a 

variety of WIC local agency staffing-related information, the feasibility of collection, and 

relevant feedback on methods of collection and sources of information. 

This work was done by BCA under guidance of an advisory panel of WIC knowledgeable 

State and local staff. Additionally, the advisory panel included an academician who 

 

1

GAO-02-142 Report to Congressional Committees, WIC Faces Challenges in Providing Nutrition 

Services, December 2001
Final Report 

WIC Staffing Data Collection Project 5 September 2005

provided more general counsel on the relevant issues. As a part of the process, BCA 

evaluated extant data, previous studies addressing WIC staffing issues and existing 

classification systems of nutrition professionals. 

Given the totality of the various interests to whom USDA must respond, the following 

preliminary broad objectives were identified to guide the development of the reporting 

tool(s). Implementation of the reporting tools or portions of them over the long term 

should assist USDA in: 

• Determining the current circumstances of staffing-related matters within local 

agencies 

• Examining the relationship between local agency characteristics and staffing 

issues 

• Examining the relationship between staffing issues and quality of local WIC 

service provision 

• Identifying staffing models or guidelines to support more comparable and higher 

quality service delivery 

• Monitoring changes in staffing patterns over time 

• Assisting in defining present and future professional workforce needs through 

evaluation of staffing models or guidelines 

• Identifying factors that contribute to successful professional staff recruitment and 

retention for local agencies. 

INSIGHTS GAINED FROM PROJECT ACTIVITIES

1. There are currently no staffing requirements in general, or for nutrition 

professionals, at the local agency level in federal regulation. 

While States are required to meet staffing requirements related to their administrators, 

program specialists and nutrition professionals, there are no federal staffing requirements 

that are directly applicable to WIC local agencies. 

2. Many factors other than caseload have been identified that may influence local 

staffing needs and current staffing patterns. 

These include type of agency, use of permanent versus temporary service delivery sites, 

itinerant staff and travel time, automated versus manual data systems, State agency versus 

local agency responsibilities, whether the site provides services to all categories of 

participants or is specialized (e.g., hospitals), and the level of integration with other 

health services. Additionally, information on in-kind contributions and indirect costs to 

the WIC local agency provides a more complete picture of resources available for 

staffing purposes. Public comment on this data collection effort increased the number of 

factors to be considered, including the proportion of high-risk and non-English-speaking 

clients. 
Final Report 

WIC Staffing Data Collection Project 6 September 2005

3. Staffing needs have been and will continue to be dynamic in nature. 

Program activities and circumstances continually change in a way that modifies staffing 

needs such as new emphasis on lactation consultants and peer counselors. In this 

project’s activities the need for new types of staff, such as bi-lingual or translation staff, 

due to the changing nature of the population (i.e., increasing numbers of non-Englishspeaking participants) has become evident. 

4. There are at least three fundamental staffing patterns in WIC local agencies, 

generally related to a clinic’s level of integration with public health. They are:

 Nutritionists working under Registered Dietitians (RDs) or other more senior 

 nutrition professional 

 Nutrition Assistant type CPAs (Competent Professional Authorities) working 

 under nutritionists or RDs or other more senior nutrition professional 

 Nurses working under other nurses, with program supervision by a nutrition 

 professional, in a more integrated setting 

5. Given the large number of factors thought to affect local staffing needs, existing 

staff patterns, and the differences in fundamental approaches to staffing, it will be 

difficult to define a single staffing pattern or staff to participant ratios for all agencies 

based only on caseload. 

Application of one model of role definitions between professional, paraprofessional and 

support staff seems infeasible and unnecessary. 

6. There is not a common nationwide understanding of the definition of professional 

or paraprofessional (nutrition) staff.

Non-degreed individuals who become a CPA by completing a State or local agency 

training program are typically referred to as paraprofessionals. However, the terms 

paraprofessional and CPA are not interchangeable. Some State agencies also refer to 

other non-degreed positions that assist with aspects of the certification process, such as 

measuring heights and weights or drawing blood, as paraprofessionals. Consequently, 

not all paraprofessionals working in clinics are CPAs. Further, despite the definition of 

paraprofessional provided in the “Paraprofessionals in the WIC Program Guidelines for 

Developing a Model Training Program” (Guidelines), there is not uniform interpretation 

in the term’s implicit meaning regarding educational status. While in the Guidelines 

paraprofessional refers to an individual with less than an associate's degree, there are 

State agencies that define anyone who is not registered or licensed (i.e., dietitian or 

nutritionist) as a paraprofessional, including individuals with bachelor’s, or even master’s 

degrees in nutrition. In these agencies, the registered or licensed individual may oversee 

the work of degreed nutritionists or nutrition assistant model paraprofessionals. 
Final Report 

WIC Staffing Data Collection Project 7 September 2005

7. Measurements on vacancy rates have differed significantly over time, to the point 

that it is not feasible to compare vacancies and difficulties in recruiting WIC staff over 

time.

The most recent ASTPHND Workforce Survey (AWFS 2000) indicator of a 6-percent 

vacancy rate for the public health nutrition workforce seems less severe than the reported 

situation in the mid to late 1990s when salaries, excessive workload and lack of qualified 

applicants were serious barriers to adequate staffing for local agencies. 

8. Although AWFS provides general information on the workforce surrounding 

WIC, no existing data collection (i.e., surveys or reports) adequately captures information 

addressing WIC’s unique staffing needs or staffing patterns. 

According to AWFS 2000, there was 8,130 full-time equivalent nutrition staff employed 

in WIC Programs (from 9,853 WIC nutrition staff respondents). A slightly smaller 

number of positions were reported as funded through federal WIC funds. 

Sixty-eight percent (n=6,688) of the WIC nutrition workforce indicated they were 

professionals and 32.2 percent indicated they were paraprofessionals (n=3,173). A small 

number who reported "other" were grouped with paraprofessionals here. The most 

frequently self-reported classification was nutritionist, with 33.7 percent of all WIC staff 

respondents selecting it. 

Ninety-seven percent of WIC professionals have at least a bachelor's degree, and 77.9 

percent have completed at least the bachelor's degree in nutrition or dietetics2

. Seventeen 

percent of WIC professional workers have master's degree in nutrition or dietetics and 6.6 

percent report a master's degree in public health or community nutrition. 

According to AWFS 2000, thirty-eight percent (37.6%) of the WIC nutrition workforce 

indicated they were Registered Dietitians (RDs) and 2.5 percent said they were 

Registered Dietetic Technicians (DTRs). Over half of the WIC professionals, 56 percent, 

reported being an R.D. and 37.5 percent reported being licensed or certified in their 

respective States. On the other hand, twenty-four percent (23.6%) of WIC nutrition 

professionals have no specific certification credentials. Nearly twelve percent (11.5%) of 

paraprofessionals have non-nationally recognized certification in breastfeeding. 

9. Federal guidance now exists that address many of GAO’s concerns.

In WIC Nutrition Services Standards (USDA, FNS, 2001) performance practices used in 

the delivery of quality WIC nutrition services are identified. These standards identify 

voluntary performance standards that are frequently followed and generally considered 

fundamental to the delivery of quality nutrition services by State and local WIC agencies. 

 

2

 AWFS, 2000 
Final Report 

WIC Staffing Data Collection Project 8 September 2005

State and local WIC agencies have taken the lead in ensuring professional nutrition staff 

availability in local WIC agencies. The National WIC Association’s Local Agency 

Section had gone so far as to prepare a survey to be administered to its section’s members 

in order to better enable the section to provide quality technical assistance. The State and 

local agencies may be best prepared to continue with the effort to define staffing patterns 

and ratios beyond minimum requirements. 

10. Although ratios and specific patterns may be difficult to determine and implement 

in the short term, other recommended criteria, such as those from the Nutrition Services 

Standards, may be feasible to implement. 

The WIC Nutrition Services Standards outlines qualifications, roles, responsibilities and 

performance practices for Competent Professional Authorities (CPAs) and qualified 

nutritionists to provide services to high-risk participants and oversee local agency 

nutrition services. It also defines practice measures related to staffing patterns, 

recruitment and retention for State and local agencies, including assessing nutrition 

services staffing patterns and identifying the numbers and types of personnel needed to 

ensure the provision of quality nutrition services. 

Three performance practices are included on staff training in the standards. These 

performance measures are that State and local agencies have a State-approved training 

program, training schedule, a specified number of training hours for staff and annual 

performance evaluations. 

11. While there is general agreement that the types of WIC staff and related duties 

should be identified, there is no standard WIC staff classification system in use to adopt 

for reporting purposes. 

Existing schema do not fully account for the central CPA role that exists in WIC, the 

assumptions regarding duties related to the classification are invalid for WIC, and the 

position classifications are not always mutually exclusive. There are two to three 

characterizations of WIC duties in existence. The duties list prepared by the local agency 

section of NWA, slightly augmented to account for more recently developed duties, was 

used in the WIC SOLS reporting format herein. 

12. There is an interest in the WIC community for staffing information and guidance 

on staffing ratios and patterns. 

Eight of the twelve pilot sites reported that the information would be useful to collect on 

a regular basis. Some of the remaining sites could see where it would be useful for State 

agencies or USDA to collect this information. There were multiple requests that the data 

be shared between the test sites. 

Specifically, the results from the pilot-test of the paper and electronic instruments 

indicated:

• There was wide variation in the self-reported time that it took sites to complete the 

instrument. Paper versions were completed in 30 minutes (for one small agency) to 
Final Report 

WIC Staffing Data Collection Project 9 September 2005

over forty hours. There is little predictability in this by agency size, as a small agency 

reported 12-14 hours to complete, while a large agency reported only 4 hours to 

complete. 

• Electronic versions of the instrument were self-reported as completed in two hours to 

over 30 hours. Again, this does not appear to be strictly related to size of the agency. 

• There is some evidence that the electronic instrument could be completed more 

quickly than the paper. 

• The electronic sites had more people involved in the data collection, due to the 

specified roles for accessing various sections of the report format. The role of the 

report administrator may be unnecessary for small agencies. 

• Some of the agencies completing the paper instrument enlisted assistance of clinic 

supervisors for gathering the data. This was a built-in component of the electronic 

instrument. 

• Separate detailed instructions for the paper instruments were only consulted on an asneeded basis, and in most cases, the tool (both paper and electronic) offered adequate 

instructions for each question. Pop-up windows in the web-based system were 

viewed by most as very or moderately helpful. The detailed instructions were utilized 

occasionally for the paper instrument. 

• In the web-based system minor difficulties were encountered with local staff 

unfamiliar with log-ins and passwords. 

• In both electronic and paper instruments sites reported they were able to readily get 

all requested information, although half of the sites indicated there were specific 

questions that were harder than others to answer, and some questions required going 

to other people for the answers. These were the proportion of participants that were 

high-risk or non-English speaking, the proportion of caseload receiving food 

instruments monthly, bi-monthly or tri-monthly, or questions related to the financial 

area of the program (e.g., in-kind funds, etc.). Percent of caseload that were high-risk 

and the percent of caseload that was non-English speaking were often based on proxy 

measures (e.g., preferred language indicators, etc.). Additionally, being at high-risk 

for a participant is a State definition; comparability between State agencies is not 

feasible. 

• The large agencies developed internal aids to completing the form, for both the paper 

and electronic versions. No small agencies needed additional aids. 

• Five of the twelve sites reported there were questions they did not understand. These 

questions were generally about staff training. 
Final Report 

WIC Staffing Data Collection Project 10 September 2005

• In several instances an issue was raised regarding who was best suited to report the 

duties by qualification, the individual staff member, clinic supervisor or local agency 

director. 

Specific improvements to the instrument suggested were: 

• The local agencies using the paper format would have preferred to complete the 

report electronically. They didn’t necessarily express a preference for a web-based 

report (as they knew little about it) but they would have liked the option of 

completing the paper report electronically. 

• Those local agencies using the electronic sites would have liked to be able to print the 

completed report to see the data in one place, but this capability was only available 

through the browser function. The last page of the survey didn’t prompt the user to 

submit the report, and agencies would have found it useful for it to do so. While the 

electronic report was designed to limit the manual calculations necessary in the paper 

version, the sites piloting the electronic version did not always avail themselves of 

that opportunity. Sites requested the capability to correct entries (i.e., delete staff or 

clinics once entered). This flexibility would have improved their experience in 

completing the form. 

• Electronic sites found completing the duties table to be redundant. Some States 

didn’t find it valuable to report duties by individual and thought that duties should be 

reported by educational qualification or job classification only. One agency felt that a 

distinction between primary, secondary and emergency responsibility was not clear 

and left too much room for personal judgment. 

• Information on staff training was the most difficult for agencies to obtain. The 

known limitations on information about staff training made it difficult to craft a good 

information-gathering question for the report as well. 

SUMMARY OF OUTCOMES AND CONCLUSIONS

There is an interest in the WIC community for staffing information and guidance on 

staffing ratios and patterns. Based upon input from the project advisory committee and 

response to multiple public presentations of the goals and objectives of this project, there 

appears to be a consensus, albeit guarded, within the regulatory, management, and service 

provider community that local WIC Program staffing needs to be evaluated and managed 

differently than in the past in regard to one or more of the following concerns: 

• The current and future need for professional labor for WIC cannot be quantified 

because there are no data to show current demand, nor any clear basis to estimate 

future need. 

• There are difficulties in recruiting and retaining professional staff for WIC 

suggesting that either there is currently a shortage of nutrition-trained 
Final Report 

WIC Staffing Data Collection Project 11 September 2005

professionals in the field or that working in WIC is not an attractive option for a 

significant number of nutrition professionals. 

• Optimal WIC staffing patterns have not been identified for efficient WIC service 

delivery. 

• Inconsistencies in service delivery have been observed between WIC local 

agencies. These inconsistencies are not fully understood. 

• Updated approaches are needed for delivering WIC nutrition services. 

The outcome of the work completed in this study is that, with some limitations, it is 

feasible to collect useful staffing related information from local WIC agencies in either 

an electronic or paper format. However, conducting an assessment of the need for 

professional nutrition labor for WIC requires not only the size of a given agency’s 

caseload and other characteristics, but the performance expected from that labor (e.g., the 

amount of time necessary, on average, for direct client services for WIC participants in a 

given time period). The need to conduct this assessment on a national level may also be 

less compelling at this point in time, as there has been little change over the past few 

years in the number of WIC local agencies and the number of WIC participants served. In 

both volunteer pilot sites and in the most recent national surveys, WIC staff vacancy rates 

are reported as low and intermittent. Although not representative, the 12 volunteer 

agencies that pilot-tested these instruments recorded 28 percent of vacancies staying open 

for 6 months or more. However, the vacancy rate was only 5 to 6 percent, a rate similar 

to that reported in national studies3

. 

Among the volunteer pilot agencies in this project, the most sought after, and hard to 

recruit employees are RD or RD eligible with a bachelor’s degree in nutrition. Among 

the pilot agencies, a large proportion indicated they did not recruit for non-RD or RD 

eligible individuals with bachelor’s degrees, or even those with advanced degrees. 

State WIC Directors offer that either there are not enough nutritionists in the labor pool in 

an area, and/or the salaries offered by WIC are not competitive enough to attract 

applicants. Some State agencies employ paraprofessional CPAs because they are less 

expensive and thus less strain on their limited budgets. Other State agencies believe that 

the certification process has been properly and more stringently defined than was 

previously possible and is now too rudimentary to require a highly educated health 

professional. 

The latter group of State agencies believes health professionals’ training and skills can be 

better utilized in other roles in WIC clinics. Over recent years, State WIC management 

information systems used by WIC local agencies have been built to address complexities 

of prescribing WIC food packages. The emphasis of measuring an individual’s nutrition 

status based on a dietary recall is gradually shifting to the need to assess a client’s 

readiness to improve nutrition habits. 

 

3

 AWFS, 2000 
Final Report 

WIC Staffing Data Collection Project 12 September 2005

All available evidence from past studies as well as this pilot shows great variety in how 

local WIC agencies are organized and how they address staffing patterns. While similar 

agencies may have best practices to offer each other, it would be most challenging to 

apply national standards in all circumstances. The value of doing so would need to be 

carefully examined. 

WIC’s strength in delivering its services and nutritional benefits has been in reaching 

even the most remote niches of the U.S. population. As an adjunct to local health care 

systems, flexible WIC staffing patterns have been a factor in past success. Increased 

standardization of State/Tribal WIC Management Information Systems (MIS) has aided 

in offsetting the variety in WIC staffing to bring similar treatment and uniform food 

benefit delivery processes across each State/Tribal jurisdiction. 

This data collection review effort provides a direction for important areas to pursue to 

continue moving forward addressing local agency staffing needs and patterns. The first 

is to come to a common vocabulary within the WIC community regarding the terms 

nutrition professional and paraprofessional. As described herein, there is not agreement 

on what criteria constitutes a nutrition professional. In most instances, a professional is 

considered someone with a minimum of a bachelor’s degree in human nutrition; in 

others, registration or being licensed is the criteria for this designation. Additional 

consensus on definitions of high-risk and non-English-speaking participants is necessary 

to compare staffing needs between States. 

 Secondly, there is a need to identify or refine performance measures that constitute 

quality services, including the average amount of professional staff time that is needed on 

an individual basis for WIC participants. It may be useful to provide the web-based 

application utilized in this study to State agencies in support of their continuing efforts to 

assess nutrition services staffing patterns, including the number and types of personnel 

needed to ensure the provision of quality nutrition services. 

Finally, the lack of information available at local agencies on training received by WIC 

staff indicates a need for continued support to State and local agencies in their ongoing 

efforts to define requirements for staff training, including budgeting specific allocations 

to do so. 
Final Report 

WIC Staffing Data Collection Project 13 September 2005

I. BACKGROUND INFORMATION 

Burger, Carroll & Associates, Inc. (BCA) was engaged by USDA to conduct a study of 

the feasibility of periodic administrative reporting by local agencies regarding local WIC 

staffing issues. This WIC Staffing Data Collection pilot project was prompted by the 

General Accounting Office (GAO)4

 that in 2001 cited a range of quality of services 

between local agencies, expressed concern that local agencies may not be able to provide 

adequate services, and cited a need for improved professionalism and quality of service 

and enhanced availability of professional staff to provide direct services. 

Three approaches were identified by GAO to address the current staffing challenges in 

WIC. These were 1) assess the staffing needs of the State and local WIC agencies and 

develop strategies to address any shortcomings; 2) establish more stringent professional 

staffing requirements for local WIC agencies; and 3) establish minimum continuing 

education requirements for WIC staff in the areas of nutrition, breastfeeding promotion, 

and counseling. For each of these approaches, GAO noted both advantages and 

disadvantages. 

PURPOSE OF THIS PROJECT

USDA determined that additional data are required to adequately respond to GAO’s 

concerns and other requests for information. This project is a component of the process 

to obtain that data. The purpose of this project was to develop and pilot test paper and 

pencil and electronic based administrative reporting instruments that would allow local 

WIC agencies to report WIC staffing information to aide USDA in addressing these 

concerns. BCA was commissioned to develop these paper and electronic based reporting 

systems and pilot test their use in a small number of volunteer local WIC agencies. This 

data collection provides FNS with information on the availability and usefulness of a 

variety of WIC local agency staffing-related information, the feasibility of collection, and 

relevant feedback on methods of collection and sources of information. 

This work was done by BCA under guidance of an advisory panel of WIC knowledgeable 

State and local staff. Additionally, the advisory panel included an academician who 

provided more general counsel on the relevant issues. As a part of the process, BCA 

evaluated extant data, previous studies addressing WIC staffing issues and existing 

classification systems of nutrition professionals. 

There were several major considerations in assessing the feasibility of implementing a 

periodic WIC local agency administrative report for collecting staffing related data. 

These include the response of the State and local agency community to the new reporting 

requirement; technical issues regarding automated reporting methods; and the 

effectiveness of the data collection instrument in providing useful information, including 

categorization of staff positions and accounting for integrated models of service delivery 

and itinerant staff. 

 

4

GAO-02-142 Report to Congressional Committees, WIC Faces Challenges in Providing Nutrition 

Services, December 2001
Final Report 

WIC Staffing Data Collection Project 14 September 2005

Given past indications of vacancy, recruitment and retention problems in WIC local 

agencies there is concern that an additional reporting requirement may not be well 

received by State and local agencies. Even the GAO, upon whose recommendation this 

work is being performed, indicated in 2001 that data collection efforts might greatly 

aggravate the situation for short-staffed program agencies. The benefits of having this 

information may not be viewed similarly by local, State, and federal agencies. 

Any agency that believes it will be negatively affected by new staffing standards will not 

be inclined to embrace a reporting system that may put them in that position. Concern by 

State agencies over the use of the information counter to their objectives in providing 

WIC services with limited administrative grants or in some unforeseen manor can temper 

agencies’ enthusiasm for providing the required information. As stated by one WIC State 

Director, “I'd hate at some point to come back and have all this used out of context.” 

I.1. LOCAL AGENCIES, CASELOAD, AND TRENDS IN STAFFING

This section of the report presents an overview of WIC local agencies, discusses 

measures of caseload and looks at previous trends in WIC staffing. 

I.1.1. Local Agencies 

There are approximately 2,200 local agencies with about 10,000 service sites in fifty (50) 

geographic State agencies, thirty-two (32) Indian Tribal Organization (ITO) State 

agencies, the District of Columbia, Puerto Rico, Guam, American Virgin Islands, and 

American Samoa that administer the WIC Program. These local agencies are a diverse 

mix of city and county public health departments, community health centers, Health 

Maintenance Organizations (HMOs), hospitals, tribal health centers, Community Action 

Programs (CAPs) and other private and public entities. These local agencies often 

maintain central administrative offices and multiple WIC service sites. The size of the 

WIC local agency staff may range from one or two individuals to over three hundred and 

fifty in the largest of agencies. 

I.1.2. Caseload Size 

Information about local agency staffing clearly must be considered in relation to the size 

of that agency. Caseload, the number of WIC participants issued food benefits for a 

month, is often viewed as the single best descriptor of the size of an agency and a key 

indicator of staffing patterns or staffing needs. An agency’s caseload in large part 

determines the number of individuals requiring services, a fundamental issue in 

determining staffing needs. However, there may be other local agency characteristics 

that confound the relationship between caseload and staffing requirements. These 

characteristics are discussed further in section 1.2. 

There are various measures of caseload size, such as total enrollment, annual 

unduplicated counts, and monthly participation; each with its own advantages and 

disadvantages as a basis for comparison. For example, total enrollment better reflects the 

effort required to certify individuals for participation. Some of these individuals may not 

return to pick up food benefits, and consequently are not included in other participation 

counts. However, agencies do not define or track enrollment consistently. Participation, 

as defined and reported on the monthly FNS-798 report, means the sum of the number of 
Final Report 

WIC Staffing Data Collection Project 15 September 2005

persons who have received supplemental foods or food instruments during the report 

month and the number of WIC infants who do not receive food benefits since they are 

exclusively breastfed by WIC women. While some agencies report the number of persons 

who have received supplemental foods and other report the number who have received 

food instruments, this is the most consistently defined and readily available measure. 

Thus, it is the most appropriate measure to use. It is expected that virtually all local 

agencies will have access to this number. 

I.1.3. Trends in WIC Local Agency Staffing 

Over the years staffing patterns in WIC have changed and evolved to meet the local 

agency environment and program requirements. For instance, when WIC was first 

implemented in States, much of the responsibility for the Program was with public health 

nurses; this staffing approach continues to exist in some places. Other State and local 

agencies, however, augmented their staff with nutritionists. Over time, the number of 

nutritionists working locally in the WIC Program has increased relative to the number of 

nurses. More recent data, observations, and verbal reports indicate that the use of 

paraprofessionals in WIC has been and is continuing to increase. In the 1994 Association 

of State and Territorial Public Health Nutrition Directors (ASTPHND) Workforce Study 

21.5 percent of the WIC nutrition workforce were paraprofessionals. Their latest 

workforce study done in 1999-2000 (AWFS 2000) indicates that paraprofessionals 

comprise nearly 33 percent of the WIC nutrition workforce. 

Anticipating WIC’s increased use of paraprofessionals, USDA in 1988 promulgated 

“Paraprofessionals in the WIC Program Guidelines for Developing a Model Training 

Program”5

 (Guidelines) on appropriate role functions of WIC paraprofessionals and the 

necessary level of training. These recommendations were considered ideal for WIC 

Program services, procedures, and management, but were not formal policy. This 

document provided a definition of the paraprofessional WIC nutrition assistant, addressed 

the role for WIC professional and paraprofessional staff and the specific training needs of 

WIC paraprofessionals. “WIC nutrition assistant – a nutrition support, paraprofessional 

worker in the WIC Program who possesses less than 2 years of higher education (i.e., less 

than an associate college degree) in a nutrition-related field and whose training in 

nutrition consisted only of job-specific training provided by the State or local agency.” 

In these Guidelines, USDA defined a role for the paraprofessional as less than assuming 

Competent Professional Authority (CPA) responsibilities (the role of the CPA is 

discussed in section 1.1.4.). “WIC eligibility determinations and client certifications are 

tasks considered to be inappropriate for WIC nutrition assistants. Final eligibility 

determinations and certification require assessment of nutrition status and identification 

of nutrition-risk criteria. This level of care requires the expertise of a nutrition 

professional. Reserving these functions for the nutritionist ensures that high-risk clients 

are identified by a nutrition professional so that appropriate counseling and follow-up 

care can be provided.” “High-risk clients are to always be counseled by a nutritionist. 

Lower risk clients can be counseled by either the nutritionist or referred to the nutrition 

assistant for general nutrition education.” 

 

5

 USDA, FNS-269 
Final Report 

WIC Staffing Data Collection Project 16 September 2005

Further, “In addition to the therapeutic nutritional counseling given by the nutritionist, 

high-risk clients would also benefit from the general nutrition education provided by the 

nutrition assistant. The content of the lesson rather than the risk status of the client 

determines whether the instruction can be provided by a nutritionist or a nutrition 

assistant.” 

Considering the growth that WIC experienced since 1988, USDA is interested in 

determining the roles that actually have been assumed by paraprofessionals, the extent of 

their use as CPAs, and their State-provided preparation and training for assuming that 

role. 

I.1.4. Role of Competent Professional Authority 

The enumeration of Competent Professional Authority comes from the WIC Federal 

regulations, 7CFR246.2, 7CFR246.7, and 7CFR246.10, stating: 

“246.2 Definitions 

Competent professional authority means an individual on the staff of the local 

agency authorized to determine nutritional risk and prescribe supplemental foods. 

The following persons are the only persons the State agency may authorize to 

serve as a competent professional authority: Physicians, nutritionists (bachelor's 

or master's degree in Nutritional Sciences, Community Nutrition, Clinical 

Nutrition, Dietetics, Public Health Nutrition or Home Economics with emphasis 

in Nutrition), dieticians, registered nurses, physician's assistants (certified by the 

National Committee on Certification of Physician's Assistants or certified by the 

State medical certifying authority), or State or local medically trained health 

officials. This definition also applies to an individual who is not on the staff of the 

local agency but who is qualified to provide data upon which nutritional risk 

determinations are made by a competent professional authority on the staff of the 

local agency. 

Certification means the implementation of criteria and procedures to assess and 

document each applicant’s eligibility for the program. 

Nutritional risk means: (a) Detrimental or abnormal nutritional conditions 

detectable by biochemical or anthropometric measurements: (b) other documented 

nutritionally related medical conditions; (c) dietary deficiencies that impair or 

endanger health; or (d) conditions that predispose persons to inadequate 

nutritional patterns or nutritionally related medical conditions. 

246.7 Certification of participants 

 (e) Nutritional risk. To be certified as eligible for the Program, applicants who 

met the Program’s eligibility standards specified in paragraph (c) of this section 

must be determined to be at nutritional risk. A competent professional authority 

on the staff of the local agency shall determine if a person is at nutritional risk 

through a medical and/or nutritional assessment... 

Sec. 246.10 Supplemental foods. 

 (iii) Designate a competent professional authority to prescribe types of 

supplemental foods in quantities appropriate for each participant, taking into 
Final Report 

WIC Staffing Data Collection Project 17 September 2005

consideration the participant's age and dietary needs. The amounts of 

supplemental foods shall not exceed the maximum quantities specified in this 

section.” 

In summary, the process of determining if an applicant is eligible for the WIC Program is 

“certification.” Although there are often multiple staff members involved in the process 

of collecting and documenting the required information, the individual who officially 

declares that the applicant is at nutritional risk, by signing their name and title on the 

certification form, is the competent professional authority, or “CPA.” The CPA is also 

the individual who authorizes the food prescription for a participant. While some WIC 

information systems identify possible food prescriptions based on the participant nutrition 

risk codes identified by the CPA, or while a support staff member may actually issue the 

food prescription via food instruments, it remains a CPA responsibility to confirm the 

prescription to the participant. 

I.1.5. Nutrition Service Delivery Models 

Generally speaking, while there is much variation in how clinics are staffed, two fairly 

distinct interpretations of the nature and role of the CPA have evolved and have been 

observed to be in existence today. 

The first model utilizes professionals degreed in specific medical and nutritional fields as 

CPAs, generally nutritionists or registered nurses. In this model, the CPA is a senior 

health professional in the WIC clinic. She6

 uses information collected by either herself or 

other staff, conducts her own dietary and health assessments, or both, and applies her 

professional knowledge and judgment to determine if an individual is at nutrition risk. In 

this model, the CPA does the initial nutrition counseling as part of the certification 

process. Typically, the CPA also does follow up one-on-one counseling for participants 

determined to be high-risk. Other participants may receive the second nutrition contact 

from the CPA (either one-on-one or in classes), or may receive the second contact from a 

staff member who teaches general nutrition classes. 

A second interpretation of the role and qualifications for CPAs relies on the language in 

the regulatory definition of CPAs that includes “...State or local medically trained health 

officials.” State agencies have interpreted this to include a wide range of non-degreed 

individuals, from Licensed Practical Nurses (LPNs) to individuals who complete a State 

or local agency-developed paraprofessional training program. (It is generally assumed 

that State agencies usually require a high school diploma or equivalent for these 

individuals, although the language in the regulations is non-specific and there is little data 

either way.) In this interpretation of a CPA, there is typically less reliance on 

professional knowledge and judgment, and more emphasis on thoroughly defining all of 

the conditions of eligibility to make the process standardized and routine. Often the 

clinic automation system is designed to buttress the limitations of the CPA, by 

programming in edits and logic that prevent errors, limit discretion, and provide 

assistance in decision making (e.g., identifying or "suggesting" appropriate food 

packages). 

 

6

 For simplicity in writing, the female form is used here to refer to CPAs. Although there are certainly a 

number of men performing this role, the overwhelming majority of WIC CPAs are women. 
Final Report 

WIC Staffing Data Collection Project 18 September 2005

In these clinics, there is often a more senior health professional available who is a 

resource to, and often supervisor of, the CPA, perhaps a nutritionist. The CPA typically 

does some initial counseling as part of the certification process. Individuals who are 

identified as high-risk may get referred to a nutritionist for additional counseling or 

development of a care plan. The nutritionist may not routinely function as a CPA, but 

may be responsible for developing all the nutrition protocols and nutrition education 

lessons used in the clinic. 

State agencies have adopted this non-professional interpretation of a CPA for a variety of 

reasons. The policy allowed this practice and some have found that there simply are not 

enough qualified, degreed professionals available to staff WIC clinics. State WIC 

Directors offer that either there are not enough nutritionists in the labor pool in an area, 

the salaries offered by WIC are not competitive enough to attract applicants, or both. 

Some State agencies employ paraprofessional CPAs because they are less expensive and 

thus less strain on their limited budgets. Other State agencies believe that the 

certification process has been properly and more stringently defined than was previously 

possible and is now too rudimentary to require a highly educated health professional. 

This is consistent with increasing automation of complex functions in WIC certification. 

These State agencies believe health professionals’ training and skills can be better 

utilized in other roles in WIC clinics. 

Non-degreed individuals who become a CPA by completing a State or local agency 

training program are typically referred to as paraprofessionals. However, the terms 

paraprofessional and CPA are not interchangeable. Some State agencies also refer to 

other non-degreed positions that assist with aspects of the certification process, such as 

measuring heights and weights or drawing blood, as paraprofessionals. Consequently, 

not all paraprofessionals working in clinics are CPAs. Further, despite the definition of 

paraprofessional provided in the “Paraprofessionals in the WIC Program Guidelines for 

Developing a Model Training Program”, there is not uniform interpretation in the term’s 

implicit meaning regarding educational status. While in the Guidelines paraprofessional 

refers to an individual with less than an Associate's degree, there are State agencies that 

define anyone who is not Registered or licensed (i.e., dietitian or nutritionist) as a 

paraprofessional, including individuals with bachelor’s, or even master’s degrees in 

nutrition. In these agencies, the registered or licensed individual may oversee the work of 

degreed nutritionists or nutrition assistant model paraprofessionals. 

Currently, the use of Registered Dietitians in a Parent Agency of a WIC local agency 

offers the possibility, in some states, of the agency receiving third party reimbursement 

for some services. Generally, these services do not include the basic WIC encounters 

(certification, secondary education contact), but may provide for more extensive high risk 

follow-up of WIC participants than WIC alone could support. The WIC Program may 

benefit from the presence of these individuals else wise as their services may be available 

to the Program for more general WIC related activities as well, whereas without the 

reimbursement, the Parent Agency would not have the staff in the clinic at all. 

I.2. OTHER RELATED LOCAL AGENCY CHARACTERISTICS

There are a number of factors that have been identified as potentially influencing staffing 

levels or needs and the amount of time currently available for providing direct participant 
Final Report 

WIC Staffing Data Collection Project 19 September 2005

services. Some of these characteristics are inherent to the type of agency providing 

services, while others reflect service delivery models that result from management 

decisions. Information on most of these characteristics is not available anywhere else and 

the feasibility of collection of this data needed to be assessed in this project. Thus, it was 

necessary to include this information in the data collection instruments. This includes the 

type of agency, use of permanent versus temporary service delivery sites, itinerant staff 

and travel time, automated versus manual data systems, State agency versus local agency 

responsibilities, proportion of non-English speaking participants, whether the site 

provides services to all categories of participants or is specialized (e.g., hospitals), and 

the level of integration with other health services. Additionally, information on in-kind 

contributions and indirect costs to the WIC local agency provides a more complete 

picture of resources available for staffing purposes. These characteristics are discussed 

below. 

I.2.1. Type of Agency 

Local agencies must be either governmental entities or nonprofit agencies. The vast 

majority of agencies providing services across the country are either private, nonprofit 

agencies or local governments that contract with a State agency to provide WIC services 

in exchange for an established reimbursement. Conditions for reimbursement are defined 

in the agreement between State and local agencies. The reimbursement is often 

determined by a funding methodology directly related to the size of the caseload they are 

authorized to serve. The State agency provides the funds, and the local agency makes the 

decisions on how best to staff its clinics, although some states do have specific staffing 

requirements for local agencies. 

Private, nonprofit local agencies may have more flexibility in hiring and compensation 

decisions than local health departments that are part of city or county governments, which 

in turn may translate into differences in costs or staffing models. Consequently, when 

examining staffing data it is useful to know from which type of local agency the data 

came. 

In a few states, some or all of the services are provided by sub-units of the State agency, 

such as district or regional offices. In these states, even though all of the clinic workers 

are state employees, there is a clear distinction between the duties of the employees who 

work in these offices and the state employees who work in the "State" office. These 

district or regional offices hold WIC clinics and function much like the independent 

agencies under contract. However, they may not have the independence in hiring, 

compensation, and other staffing decisions that contracted local agencies have. 

In these states, decisions on staffing levels may be made with little regard to participation 

levels, and the WIC State agency may have little control over the funding provided to 

these offices. The offices may be required to follow statewide governmental policies 

regarding leave time, hours of operation, and similar issues. Some States have both 

contracted local agencies and sub-units of the State agency, and cannot impose the same 

rules on both types of service providers. 

Finally, in at least one small geographic State agency and several Indian Tribal 

Organizations (ITOs) State or Tribal Agency staff who are accountable for State/Tribal 

Agency responsibilities also provide direct participant services in the same manner as 
Final Report 

WIC Staffing Data Collection Project 20 September 2005

other local agency staff. In these States or ITOs, there is no local agency from an 

administrative point of view. 

It is currently understood, then, that local service providers are generally in one of four 

groups, private nonprofit agencies, local government units, sub-units of the State agency, 

or WIC State agency office staff having clinic responsibilities. 

I.2.2. Type and Hours of Clinic Facilities 

There are three characteristics of clinic facilities that are potentially significant to staffing 

issues. The first characteristic is the distinction between permanent facilities and 

temporary sites. Permanent facilities are those that are owned or rented full-time by the 

WIC local agency, even if the clinic itself is not open full-time. Full-time possession of a 

facility generally allows the WIC Program to leave equipment, furniture, and files in the 

facility when not in use. Temporary facilities are those that are rented or used gratis by 

the WIC Program for only those days each month in which the clinic is in operation. 

Typically, staff must bring all or most of their equipment and supplies with them from 

another office on clinic days. Staff working in temporary sites have more travel and setup time, which reduces the amount of time available for direct services. 

The second characteristic is the distinction between clinics that are open full-time and 

those that are open part-time. The definitions of a full-time clinic may vary somewhat 

between agencies, but generally means that it is open at least five days a week for a 

minimum of thirty-five to forty hours. A full-time staff person could theoretically be 

assigned to work just in that one site. A part-time clinic is one that is open for only 

certain days a week or a month, or is open for only a few hours a day. The definition of a 

part-time staff member varies by local agency. 

Permanent sites can be either full-time or part-time clinics. By definition, a temporary 

site could only be a part-time clinic. The use of full-time versus part-time clinics has 

implications may be closely related to travel time and may influence the numbers and 

types of staff needed. 

The third characteristic is whether the clinic site offers extended hours, either in the 

evening or on weekends. Extended hours can be offered in any combination of 

permanent full or part-time clinics, or part-time temporary clinics. Extended hours have 

implications for staffing because they may require paying staff overtime or paying shift 

differentials, or may require additional types of staff such as security guards. 

I.2.3. Service Integration and Shared Staff 

By statute and regulation, WIC is intended to serve as an “adjunct” to health services. 

How this is accomplished in actual practice varies considerably. These variations are 

reflected in the degree of physical integration of WIC with other health services, 

including sharing, or lack of sharing, of staff from non-WIC programs with WIC. 

Some WIC clinics are in standalone facilities in which the only contact with any other 

health service is through referrals. Other WIC clinics are housed in facilities in which the 

local agency provides other health services; however, there is little or no attempt to 

integrate WIC with those other services. They operate side by side, but essentially 

independently. Participants may or may not receive their routine health care from the 

providers down the hall. Still other WIC clinics are in facilities that not only provide 
Final Report 

WIC Staffing Data Collection Project 21 September 2005

additional health services, but do so in a coordinated fashion with WIC. There may be a 

common intake process, combined patient records, and routine use in certifications of 

medical information obtained during health visits. 

In addition to the differences in physical setup, there are related differences in the use of 

staff in these clinics. Staff may perform only WIC functions and be paid only from WIC 

funds. Staff may perform both WIC and non-WIC functions (e.g. providing prenatal care 

or immunizations) and be paid from a combination of WIC and non-WIC funds. Staff 

may perform WIC functions or a combination of WIC and non-WIC functions, but be 

paid from non-WIC funds (e.g. in-kind contributions to WIC). Any sharing of WIC staff 

with other programs requires either direct billing or formal cost allocation. 

Some types of staffing arrangements may be more commonly associated with certain 

types of facilities; for example, staff performing only WIC functions in a standalone 

facility or staff with shared WIC and non-WIC functions in an integrated clinic. 

However, it is possible to have any combination of staff in any type of clinic facility. 

There may be efficiencies experienced by agencies that share staff among programs, 

effecting WIC’s staffing patterns. 

I.2.4. Collection of Anthropometric Measures and Blood Work 

Traditionally the most common approach used by clinics to obtain the current height, 

weight, and hematocrit or hemoglobin has been to have WIC staff working in the clinic 

conduct these measurements as a part of the certification process. Some local agencies, 

perhaps as part of their integration with other services, have developed arrangements for 

some or all of this information to be obtained from other sources. 

Some clinics attempt to get both anthropometric and blood work from other providers, 

while some clinics do their own anthropometrics and use blood work obtained elsewhere. 

Clinics that are co-located with other health services may be able to send a participant to 

a lab on the spot or look up the information in a shared medical record. Standalone 

clinics require more advance planning and depend on participants to bring the 

information with them to clinics. 

In local agencies with multiple clinic sites, clinics may use a variety of approaches to 

obtain medical information. In California, local agencies do virtually no on-site blood 

work. Different states have different license requirements that impact which staff can 

draw blood from patients. Consequently, the model used by State and local agencies to 

obtain medical information may affect not only the number of staff required in a clinic 

but also the type of staff required as well. 

I.2.5. Full Service Clinics and Special Populations 

The typical clinic offers services to the entire eligible population in the area, certifies all 

categories of participant (women, infants, and children) that apply, and provides food 

benefits for each month of the certification period. However, there are some exceptions. 

A local agency may provide WIC services in a prenatal clinic and only serve the patients 

of that clinic. Women may be certified for WIC during prenatal visits and pick up food 

benefits during future visits at that clinic. Some local agencies provide limited services 

in hospitals, such as certifying postpartum women and newborn infants. These new 

participants are then automatically referred to a different clinic site to receive their food 
Final Report 

WIC Staffing Data Collection Project 22 September 2005

benefits in future months. Depending on their structure, a local agency may or may not 

consider this hospital a separate clinic site. Other local agencies may establish clinics to 

serve special populations, such as non-English speaking applicants, so they can provide 

staff with appropriate skills. 

Often these clinics are an exception to the agency’s routine way of doing business, and 

have been established to provide more convenient access or better customer service. 

However, they can also be more or less efficient, and thus more or less costly, or result in 

different staffing models than other clinics. 

I.2.6. Extent of Clinic Automation 

While there are relatively few States or local agencies remaining that do not have any 

automation support, the extent of the support provided by management information 

systems varies widely from State to State. 

In some of the States with newer data systems each clinic worker has access to a personal 

computer (PC) or internet device and creates or enters data directly into a participant 

record. In many States, there are PCs in the clinic but all or most information must be 

recorded on paper forms first and then entered into the computer, often by a different 

staff person. For example a nurse or nutritionist may complete paper forms and give 

them to an administrative support staff that enters the information and then files the 

forms. This model may require more support staff than a clinic in which professional 

staff enter their own data directly into participant records. A few States still have batch 

processing systems in which staff complete forms at the clinic and send them off to a 

central data entry point. In these systems, clinic staff typically receive a “turn around 

form” somewhat later which is filed and used for future visits. 

The majority of geographic States, and many Indian Tribal Organizations (ITOs), have 

data systems that allow them to print food instruments (FIs) “on demand” in the clinic. A 

few States still have their FIs batch printed centrally (usually at the State WIC office). At 

least one State still uses manual food instruments that are completed by hand in the clinic. 

Finally, apart from how data is entered and how FIs are printed, there are significant 

differences in the functionality of the data systems in use by WIC. Some are Windowsbased systems, with drop down menus and choice fields while others are DOS based 

systems in which all the information must be entered on the keyboard. Many of the 

recent systems print growth charts, automatically calculate risk codes, and recommend 

food packages, while older systems which are gradually being replaced may have none of 

these features. 

I.2.7. Caseload that is High-Risk or non-English Speaking 

Public comment on this WIC staffing study indicated concern by locals that the 

proportion of their caseload that is high-risk, requiring more intense follow-up by 

professional staff; or the proportion of the caseload that is non-English speaking, 

requiring bi-lingual staff or translation services, have a significant influence on their 

staffing needs and patterns. 
Final Report 

WIC Staffing Data Collection Project 23 September 2005

I.3. PROGRAM STAFFING ISSUES OF INTEREST TO STAKEHOLDERS

There is interest in local agency staffing issues at the national and state levels including 

from the congressional General Accounting Office (GAO), WIC management, and within 

the professional nutrition community. The particular focus of interest varies within these 

groups. 

The Association of State and Territorial Public Health Nutrition Directors (ASTPHND), 

having completed AWFS 2000, is interested in further specific information to assist its 

members with recruiting and retaining professional staff. The Local Agency section of 

the National WIC Association (NWA), that had developed but not yet implemented its 

own survey, would like to have good quality information as a basis for providing 

technical assistance to its members on the best use of resources in hiring staff without 

endangering quality WIC services. 

GAO7

 documented significant variability across local agencies in the delivery of nutrition 

services and program administration, cited a specific need for enhanced availability of 

professional staff to provide direct services, and an overall need for improved 

professionalism and quality of service. It is an objective of FNS’s Strategic Plan8

 to 

increase the nutrition qualifications of the WIC workforce. 

Acknowledging that local agencies can legitimately vary in the ways they deliver 

nutrition services and administer the WIC Program (for example, the manner in which 

they obtain health information), GAO found variation that concerned them in a number of 

program services. “No requirement exists that local WIC agencies employ a dietitian, 

nutritionist, or lactation specialist or that their staff members have access to the services 

of these professionals. We observed that the availability of nutrition professionals who 

had sufficient time to provide individual counseling varied from agency to agency, 

resulting in a range of the quality of services provided. Without staffing requirements to 

ensure a minimum level of access to professional nutrition services, local agencies may 

not be able to provide adequate services, especially to high-risk participants.” 

Additionally, they found that “A number of factors, including state program policies, the 

characteristics of the sponsoring organization, and resource constraints, affected how the 

agencies delivered services and contributed to some of the variation we observed.” 

Differences were found by GAO in many of the areas discussed in section I.2, above and 

include: 

Obtaining health information: One site did not routinely measure participants’ 

height and weight and test blood for anemia, as was typically done at the other 

agencies to obtain required medical information. Instead, the information was 

obtained from participants’ health care providers. 

 

7 GAO/RCED-00-202, Report to Congressional Committees, Activities and Use of Nonprogram Resources 

at Six WIC Agencies. September 2000; 

8

 FNS, Revitalizing Quality Nutrition Services (RQNS) in the WIC Program, 1999 (www.fns.usda.gov) 
Final Report 

WIC Staffing Data Collection Project 24 September 2005

The use of individual care plans: Some sites routinely prepared individual care 

plans for all participants while staff at the other agencies did so only for 

participants considered to be high risk. 

Frequency of food instrument issuance One site issued vouchers to adult 

participants who were not considered to be at high nutritional risk every 3 months, 

while the other agencies issued vouchers or checks to such participants at least 

every 2 months. 

Availability of extended hours: Five of the six agencies, to varying degrees, 

offered services during scheduled evening hours (until 6:30-7:00 p.m.) a few days 

a week. 

Motor Voter: Some sites had extensive tracking of Motor Voter activities; other 

simply made voter registration forms available to participants. 

Length of individual contacts: Individual contacts were typically provided at all 

six agencies during the participant’s certification and/or recertification session but 

the length of the session, including nutrition education, lasted an average of 10 to 

60 minutes. 

Number of classes: In addition to individual sessions most sites provided some 

group nutrition education. However, the frequency of classes varied from a dozen 

classes daily to weekly, bimonthly, or monthly. 

Medical counseling services versus referrals: One site, when needed, provided 

nutrition education that involved medical nutrition counseling (to diabetic WIC 

participants, for example), while staff at the other agencies typically referred 

participants to non-WIC dietitians if such counseling was needed. 

Nutrition education to children: Only one site offered regular nutrition education 

to child participants even though children represented at least half of the 

participants at five of the six agencies. 

Use of technology: Only one site utilized computer technology in the form of a 

touch-screen kiosk to provide nutrition education to participants. 

Breastfeeding classes: Like nutrition education, breastfeeding was typically 

promoted during individual sessions. Four of the sites also offered breastfeeding 

classes. 

Hospital visits: Staff at three of the agencies routinely visited participants in the 

hospital after childbirth to encourage and support breastfeeding. 

Use of lactation specialists: Staff at all of the agencies were trained to promote 

breastfeeding. In three sites there was also at least one certified lactation 

consultant. 

Transportation to participants: All of the agencies except one provided services at 

temporary clinics or sites. Staff in these agencies traveled to temporary clinics or 

sites to provide services, while two did not. The clinic that did not offer 

temporary services did offer participants free or reduced-cost transportation, on 

request. 
Final Report 

WIC Staffing Data Collection Project 25 September 2005

I.3.1 Positions and Staff Classifications and Promotions 

While there is general agreement that the types of WIC staff and related duties should be 

identified, there is no standard WIC staff classification system in use to adopt for 

reporting purposes. This section of this report presents position classification systems 

that have been used in other instances of collecting staffing information or promoted as 

systems of career ladders for the nutrition workforce. These include classifications 

utilized in the AWFS 2000, those utilized in the WIC Dynamics study, those defined by 

the Public Health Foundation, and those defined by the NWA local agency section. 

Although all of these have been considered, none of these classification systems are 

adequate for use in an ongoing local agency administrative data collection system. They 

do not fully account for the central CPA role that exists in WIC, the assumptions 

regarding duties related to the classification are invalid, and the position classifications 

are not always mutually exclusive. 

AWFS 2000 utilized a system with nine classifications for the nutrition workforce that 

could be consolidated into two major classes, professional/management and 

paraprofessional staff. The professional staff included three classes intended to 

encompass the bulk of supervisory, management and budgetary responsibilities. 

Positions are as follows: 

Paraprofessional 

• Nutrition Assistant 

• Nutrition Technician 

• Breastfeeding Counselor 

• Other 

Professional 

• Nutritionist 

• Public Health Nutritionist 

• Clinical Nutritionist 

• Public Health Nutrition Consultant 

Professional/Management 

• Public Health Nutrition Supervisor 

• Public Health Nutrition Director 

• Assistant Public Health Nutrition Director 

The WIC Dynamics study also utilized the concept of professional and paraprofessional 

staff, although they were defined differently than the Workforce Study. For WIC 

Dynamics professionals included licensed nutritionist and nurses. Paraprofessionals 

included, for example, nutrition assistants. Additionally, data was collected on clerical 

staff in this study. 

Another personnel classification system is based on Personnel in Public Health Nutrition 

– A Summary Guide from the Public Health Foundation. It identifies nutrition 

professional positions and responsibilities as: 
Final Report 

WIC Staffing Data Collection Project 26 September 2005

Nutritionist IV (Nutrition Manager), program management 

Nutrition III (Nutrition Supervisor), site supervisor, etc; oversee all nutrition 

services, planning on site, quality assurance, evaluation of services and staff; 

responsible for oversight of nutrition staff members 

Nutritionist II (RD Nutritionist), specialized training for community-public health 

nutrition and WIC or master’s degree in public health nutrition, masters in 

nutrition, etc. 

Nutritionist I (bachelor’s in nutrition, meeting ADA requirements) with State 

agency sponsored or Community Nutrition Educators who has completed course 

and exam for Nutritionist I. 

Community Nutrition Educators (CNE), bachelor’s in any area with minimum 15 

hours of nutrition coursework). Required State agency provided training course 

for WIC nutrition provided after hire but before assumption of CNE position. 

Community Nutrition Aides (CNA), paraprofessionals, high school diploma or 

GED plus specialized, nutrition and WIC specific training provided after hire but 

before actual assumption of CNA position (CNA-in–training). 

A classification system set up specifically for WIC local agencies was developed by the 

NWA Local Agency Section for a proposed staffing survey of local agencies. Categories 

of positions are defined in this survey as: 

CPAs

• WIC Director/Coordinator 

• Nutritionist Supervisor 

• Public Health Nutritionist (RD/LN) 

• Nutritionist (4 year degree, not RD/LN) 

Support for Professionals

• Lactation Consultant 

• Dietetic Technician (DTR) 

• Paraprofessionals 

Administrative/Clerical Support

• Issuance Staff 

• Clerical Support 

• Administrative Support (non-issuance) 

Other Professional Staff

• Health Educator 

• Registered Nurse 

• Physician 

• Health Aide/LPN, etc 

• Social Worker 

• Other (specify) 
Final Report 

WIC Staffing Data Collection Project 27 September 2005

For the purpose of developing staffing ratios, NWA identified the following 

groupings of staff. 

• Professional nutrition staff including registered and/or licensed staff and 

those who have completed a four-year degree in nutrition 

• Paraprofessional staff including health educators, peer counselors and 

support staff that have completed paraprofessional nutrition training 

modules 

I.3.2 WIC Local Agency Staff Duties 

While there is general agreement that the duties of WIC staff should be identified, there is 

no standard list of WIC duties to utilize. This section of this report identifies various 

ways that WIC duties have been classified in other instances of collecting staffing 

information. 

The GAO defined a set of activities for which to conduct time analysis in six clinics 

visited. The activities were defined as participant services activities (scheduling 

participants, determining participants’ eligibility, assessing participants’ nutritional risk, 

making referrals and conducting follow-up, explaining benefits and procedures to 

participants, issuing checks, providing or receiving training or other professional 

development, and making record notations); nutrition education activities (providing oneon-one nutrition education or counseling, providing group nutrition education, 

developing materials and activities, consulting with medical providers regarding nutrition 

education of individual participants, providing or receiving training or other professional 

development, monitoring and evaluating nutrition education activities); breastfeeding 

promotion and support (providing one-on-one breastfeeding instruction/counseling, 

providing group breastfeeding instruction/counseling, developing materials and activities, 

consulting with medical providers regarding breastfeeding, issues, providing or receiving 

training or other professional development, monitoring and evaluating breastfeeding 

promotion activities); and administration (outreach to potential participants, outreach to 

health care providers and other organizations, clerical tasks, travel, personnel tasks, 

accounting and finance, vendor management , general management, organize self/work, 

and miscellaneous). 

NWA, in its efforts at preparing a survey for administration to local agency, identified the 

following list of duties of WIC staff members. These duties include: 

Appointment scheduling 

Intake (income, residence, and motor voter) 

Collect heights and weights 

Collect blood work 

Obtain health history 

Conduct health screening (immunizations, lead, etc.) 

Assess nutrition risk, determine eligibility 

Assign food package 

Make referrals to other services 

Complete dietary recall or equivalent 
Final Report 

WIC Staffing Data Collection Project 28 September 2005

Special formula prescription and follow-up 

Therapeutic nutrition counseling and care plans 

Provide high-risk counseling and nutrition care plans 

Food instrument issuance 

Provide individual nutrition education 

Provide group nutrition education 

Breastfeeding promotion & support with individuals or groups 

All other nutrition education activities 

Developing or providing staff training 

Outreach activities 

Vendor management 

Personnel supervision 

Program planning and management, including budgeting 

Clinic management 

This list of duties was found to be an excellent basis for defining the duties in the report 

formats to be developed. A few modifications from this list were made. 

I.3.3 Vacancies, Recruitment and Retention 

In the mid to late 1990’s concerns over vacancies, recruitment and retention of WIC staff 

was wide-spread. While over the past ten years, many State agencies have initiated 

strategies to address recruitment and retention issues. The Nutrition Guidelines for 

Practice address this issue specifically with a recommended practice of State and local 

agencies using appropriate strategies to recruit and retain nutrition services staff. The 

strategies include providing career opportunities, establishing staffing patterns, promoting 

WIC as a potential employer, marketing careers in WIC to professionals, providing staff 

training and competitive salaries, establishing job performance standards and to provide 

mentoring opportunities for new staff. 

I.3.4 Staff Training 

The increasing utilization of WIC paraprofessionals and the use of individuals without 

professional development training requirements (i.e., not registered or licensed 

nutritionists) has increased the importance of staff training. Requiring all staff to receive 

continuing education, even though not required to meet professional certification and 

license requirements, could improve the quality of services and enhance the 

professionalism of staff. GAO recommended that State agencies establish for their local 

agencies minimum continuing education requirements for staff in the areas of nutrition, 

breastfeeding promotion, and counseling. West Virginia has subsequently developed 

several specific performance measures for staff training requirements. AWFS 2000 

identified the perceived top five training needs among the workforce. Based on this 

information, they are: 

• nutrition with special health care needs, 

• breastfeeding, 

• infant and pre-school nutrition, prenatal nutrition, and 
Final Report 

WIC Staffing Data Collection Project 29 September 2005

• counseling for behavior change and nutrition education. 

Guidance provided from USDA to States in “Paraprofessionals in the WIC Program. 

Guidelines for Developing a Model Training Program” identified training needs of WIC 

paraprofessionals and components of a model paraprofessional training program. 

Subsequently, States developed many training programs for paraprofessionals. 

Finally, three practices are included on staff training in WIC Nutrition Services 

Standards. These performance measures are that for State and local agencies that use 

State or medically trained paraprofessionals or professional staff to serve as CPAs or 

provide nutrition services have a State approved training program, including a training 

schedule with the opportunity to obtain annually a specified number of training hours 

related to job responsibilities, demonstration of knowledge and performance skills and 

annual performance evaluations.

I.4. REVIEW OF EXISTING LITERATURE 

The following resources were reviewed on the subject of WIC staffing: AWFS 2000; the 

1996 USDA/FNS WIC Participant and Program Characteristics Study (PC-96); the WIC 

Dynamics Study; staffing needs assessment conducted by the West Virginia WIC 

Program; an in-house analysis of local agency vacancies in one State’s local agencies and 

the WIC Nutrition Services Standards. 

ASTPHND has been tracking trends in the public health nutrition workforce since 1985. 

Their latest survey of the professional and paraprofessional public health nutrition 

workforce in the State and territorial agencies, AWFS 2000, was conducted during 1999-

2000. The study was designed as a census of persons who work as nutrition professionals 

or paraprofessionals in a public health nutrition program, such as WIC, or in other public 

health programs or services under the purview of the State health agency. AWFS 2000 

was intended to reach all individuals in public health nutrition positions. Ten thousand, 

three hundred and nine (10,309) responses were received, for an estimated response rate 

of 88 percent from the 11,718 eligible positions identified. However, the State of Idaho 

and many Indian Tribal Organizations (ITOs) did not participate at all in this study, so the 

results probably underestimate slightly the actual number of individuals in public health 

nutrition positions. California responded in the most recent survey; they had not in the 

previous. 

The Participant Characteristic study of 1996 (PC96) included a mail survey of local WIC 

agencies. Four hundred (400) agencies were identified in a proportionate-stratified 

sample and sent the survey with questions on sponsoring agencies and service delivery. 

Included in the survey was a specific set of questions regarding staffing issues. Ninetyfive percent of the sample completed their Summary of Local Programs (SLP) form. 

The WIC Dynamics Study was completed by 1995 and addressed State agency 

administration, local agency administration and operations, nutrition services, integration 

and coordination with other programs, synthesis of reported changes on State and local 

agency operations, and factors affecting quality of services. The final report (chapter III) 
Final Report 

WIC Staffing Data Collection Project 30 September 2005

addressed issues relevant to this WIC Staffing project. Those issues included local 

agency scheduling, operation, staffing, and space and facilities. 

In 1996, West Virginia reported findings regarding staffing ratios and times expended for 

core, administrative and ancillary functions for nineteen clinic sites used in the study 

sample9

. Ratios were calculated for three classifications of functions for each site. The 

three ratios were the number of CPAs to total staff, the number of CPAs to participation, 

and the total number of staff to participation. Additionally, West Virginia provided 

results of an April 2002 self-assessment survey of local agency nutrition staff members. 

Finally, individuals identified by USDA/FNS regional offices as being involved with 

State level activities on staffing issues were contacted for information regarding recent 

State efforts. From one of these States we received data on staff vacancies at the local 

level, the analysis of which is presented below. While this is not an official personnel 

report of staffing, and is not an annualized measure, this data does define nutrition 

position vacancy rates as “snapshots in time” in December of 2000, 2001 and 2002 for 

this State. 

I.4.1. Number of Local Agency WIC Staff 

According to AWFS 2000, there was 8,130 full-time equivalent nutrition staff employed 

in WIC Programs (from 9,853 WIC nutrition staff respondents). A slightly smaller 

number of positions were reported as funded through federal WIC funds. 

In the mid-1990's concerns regarding the sufficiency of staff, professional, 

paraprofessional and clerical was wide spread. Forty-four (44) to sixty-seven (67) 

percent of local agencies reported having insufficient professional staff to support WIC 

operations10. Only fifty-two percent of local agencies reported having sufficient or more 

than sufficient number of paraprofessionals11, although 49 percent of agencies in that 

general time period did not have any paraprofessional staff12. Of the 51 percent that used 

them at that time, 27 percent found the number to be insufficient. Forty-two percent of 

agencies reported they had less than a sufficient number of clerical staff13. 

I.4.2. Staffing Ratios 

Between 365 and 400 participants per staff were reported by West Virginia for the full 

scope of clinic services. Similar ratios are reported for Pennsylvania and Ohio in the 

West Virginia study. They reported slightly smaller but still similar staff-to-participant 

ratios for Massachusetts. Some factors were identified by West Virginia which appeared 

to influence these staffing ratios. These include the level of program integration within 

the agency and the use of contracted versus government sites. 

 

9

 WV WIC – Staffing Needs Assessment Report, July 31, 2002 

10 WIC Dynamics and PC-96 

11 PC-96 

12 WIC Dynamics 

13 WIC Dynamics 
Final Report 

WIC Staffing Data Collection Project 31 September 2005

GAO found in six clinics of geographic State agencies, 300, 308, 381, 460 and 545 

participants per FTE staff. In this work the single ITO State agency had 134 participants 

per staff member. West Virginia also reported the average number of participants per 

CPA to be 846, with a high of 1,141 and a low of 639. 

There are some guidelines or requirements for particular staffing ratios of which we 

became aware through discussions with the advisory committee members and others. 

These guidelines are based on what is believed is required to work from a management 

perspective considering historical program management and review activities. With 

caveats for consideration of unique clinic situations and environments, and variation in 

double or triple month issuance, one State (Texas) has suggested to its local agencies that 

one CPA per 1000 participants and one clerical staff person per 500 participants is 

reasonable. Another State (California) requires one full-time RD on staff per 1,200-1,500 

participants in local agency caseload. 

I.4.3. Staff Characteristics - Academic Degrees 

Sixty-eight percent (n=6,688) of the WIC nutrition workforce indicated they were 

professionals and 32.2 percent indicated they were paraprofessionals (n=3,173). A small 

number who reported "other" were grouped with paraprofessionals here. The most 

frequently self-reported classification was nutritionist, with 33.7 percent of all WIC staff 

respondents selecting it. 

Ninety-seven percent of WIC professionals have at least a bachelor's degree, and 77.9 

percent have completed at least the bachelor's degree in nutrition or dietetics14. 

Seventeen percent of WIC professional workers have master's degree in nutrition or 

dietetics and 6.6 percent report a master's degree in public health or community nutrition. 

According to AWFS 2000, thirty-eight percent (37.6%) of the WIC nutrition workforce 

indicated they were Registered Dietitians (RDs) and 2.5 percent said they were 

Registered Dietetic Technicians (DTRs). Over half of the WIC professionals, 56 percent, 

reported being an R.D. and 37.5 percent reported being licensed or certified in their 

respective States. On the other hand, twenty-four percent (23.6%) of WIC nutrition 

professionals have no specific certification credentials. Nearly twelve percent (11.5%) of 

paraprofessionals have State or agency recognized certification in breastfeeding. 

I.4.4. Staff Duties 

Little specific information exists about the actual performance of duties throughout the 

various classifications within the nutrition workforce, or specifically the WIC workforce. 

There are, however, several classification systems that have attempted to direct the 

activities of the various levels of positions, generally increasing the level of management 

and supervisory responsibilities as education or professional status increased. These 

systems are presented in section I.3.1 of this report and were considered in design of the 

current pilot. 

 

14 AWFS, 2000 
Final Report 

WIC Staffing Data Collection Project 32 September 2005

A theoretical model of positions classifications and duties was used in AWFS 2000, 

based on those in Personnel in Public Health Nutrition for the 1990s, A Comprehensive 

Guide15. The duties are broken into direct and non-direct patient services. Non-direct 

patient services include policy, planning & evaluation, management, supervision, fiscal 

control, record keeping, and outreach. Direct services include consultation, education, 

care coordination and case management, counseling, and screening. 

Based on these criteria, sixty-three percent of WIC professionals spend greater than 75 

percent of their time on direct services while 84 percent of paraprofessionals spend 

greater than 75 percent of their time on direct services. Twenty-one percent of WIC 

professional nutrition staff spend less than 50 percent of their time at direct services while 

nine percent of paraprofessionals spend less than 50 percent of their time at direct 

services. Thus, a paraprofessional is more likely to be providing direct client services 

than a professional. 

The classification scheme used in AWFS 2000 provide a subset of classes with 

management and budgetary responsibilities. While there were far higher proportions of 

individuals that classified themselves into these categories who did have supervisory and 

budgetary responsibility than individuals who were in other classes, many of the 

individuals in non-management professional categories also have these responsibilities, 

including nearly a quarter of all nutritionists. Thus, for WIC, with its many nutritionists, 

classifying nutritionists within this classification scheme would not accurately reflect 

their job duties. 

Finally, there appears to be little opportunity for population-based activities, with only 3 

percent of all respondents reporting this activity. 

I.4.5. Staff Characteristics - Language, Diversity and Cultural Competency 

Current issues within the WIC community are language skills, diversity, and cultural 

competency of the WIC staff. Cultural and linguistic competencies are often deemed 

desirable for the provision of quality nutrition services. The AWFS 2000 indicated that of 

the WIC nutrition workforce, 21 percent were Hispanic, 12 percent were AfricanAmerican and 6.6 percent were Asian. (This should be interpreted carefully as there was 

significant underreporting on the race/ethnicity variable in this study.) Nearly thirty 

percent of the nutrition workforce had Spanish as a first or second language. Eightythree percent had English as a first language. English was reported to be the second 

language for 12 percent of the workforce. More than 30 percent of all respondents spoke 

more than one language. The composition of the WIC workforce does not reflect the 

characteristics of the participants themselves, with the White, non-Hispanic nutrition 

workforce disproportionate to the number of White, non-Hispanic participants. Further, 

it is plausible that it is paraprofessionals as opposed to the professionals that are most 

likely to be bilingual. The availability of Spanish speaking professional nutritionists is 

presumed to be less than professionals who are not required to be bi-lingual, although 

exactly how this plays out in terms of candidates available in future is unknown. 

 

15 Public Health Foundation, Washington, D.C., 1991 
Final Report 

WIC Staffing Data Collection Project 33 September 2005

I.4.6. Recruitment, Retention and Vacancies 

AWFS 2000 found a 5.1 percent vacancy rate for the entire public health nutrition 

workforce with approximately 600 of 11,718 positions vacant. In the mid 1990’s 30-34 

percent of agencies found it difficult to hire professionals, 15-20.1 percent had difficulties 

hiring paraprofessionals and 14-18 percent had difficulty hiring clerical staff. In PC-96, 

41 percent of agencies attributed difficulties in hiring to salary and benefits, 30 percent to 

lack of qualified applicants, 15 percent to poor working conditions, and 13 percent to 

hiring freezes. WIC Dynamics found forty-three to fifty-eight percent cited salary and 

benefits as reasons for their difficulty in recruiting and retaining these staff; 32 percent 

cited workload as a contributing factor; and 14-21 percent cited shortage of dietitians and 

nutritionists as reasons for not filling positions. As reported in the final report for the 

study, the difficulties seemed to be worse in rural settings. Other reasons for the inability 

to fill positions and provide an adequate quality of services were agency imposed hiring 

freezes (16 percent), low moral (18 percent), and staff attitude and turnover (17 percent). 

West Virginia reported that four of their eight local agencies in their study sample had 

significant shortages of nutritionists for extended periods (i.e., three months to one year), 

at least partially due to difficulty recruiting candidates that meet current minimum 

qualifications (a bachelor's degree with a minimum of 12-15 hours of nutrition course 

work). 

More recent data comes from a single State, Florida, that provided data on vacancy rates, 

by position type (delineated below in increasing seniority), by year at the time of the 

inquiry. 

Florida Local Agency Vacancy Rates for 2000-2002 by Position 

YEAR Nutr Ed 

(n=145) 

Diet Tech 

(n=37) 

PHN 

(n=49) 

Sr. PHN 

(n=111) 

PHN Sup 

(n=82) 

SR PHN 

Sup (n=52)

PH Nutr 

Dir (n=29) 

Total 

(n=516) 

2000 18.9% 10.3% 36.9% 16.4% 9.3% 9.4% 0.0% 15.5% 

2001 16.8% 5.2% 19.6% 11.0% 10.8% 11.4% 0.0% 12.2% 

2002 13.8% 3.0% 26.8% 21.5% 11.6% 4.0% 0.0% 13.8% 

AVERAGE 16.5% 6.2% 27.8% 16.3% 10.6% 8.3% 0.0% 13.9% 

Generally speaking, there appears to be a slight reduction in the vacancy rates overall 

over the three years, although not for all positions. The positions providing direct 

participant services, Public Health Nutritionists and Nutrition Educator appear to be the 

most difficult to keep filled, with 16-28 percent vacancy rates averaged across the three 

points in time. Dietetic Technicians have one of the lowest vacancy rates of these 

categories, at about 6 percent. 
Final Report 

WIC Staffing Data Collection Project 34 September 2005

I.4.7. Salaries 

Most WIC nutrition workforce positions are budgeted employees for the program AWFS 

2000 found that 96.1 percent of positions were employee positions and only 3.1 percent 

were independent contractors. The WIC Dynamics Study found that in the early 1990s 

the use of contract or consulting staff existed in 28 percent of local agencies. At that 

time, according to the respondents, this represented an increasing trend. It is noted that 

this was, and may still be, a method to use during a period of program growth or 

contraction. 

AWFS 2000 provided a salary range for each class of positions for which individuals 

reported information. The salaries in the ranges did not necessarily reflect any 

individual's actual salary, but rather the position they held. The figures in each range in 

Table 1 below are the median of the minimum and maximum salary reported for each 

category. This table reflects only the data reported and does not contain data for parttime positions, contracted positions or the "other" and "breastfeeding counselor" 

categories. It should be noted, that when classification is based on self-assessments of 

work as in AWFS 2000, there is a high degree of subjectivity in position classification 

which may result in misclassification. 

 Table 1 

AWFS 2000 Median Salary Ranges by Staff Positions 

for U.S. Public Health Nutrition Workforce 

Staff Position Median Minimum and 

Maximum Salaries (# of 

responses) 

PHN Director $35,264-$54,260 (292) 

Asst. PHN Director $34,992-$53,435 ( 99) 

PHN Supervisor $33,021-$48,287 (621) 

PHN Consultant $35,100-$49,914 (353) 

PH Nutritionist $29,858-$43,496 (638) 

Clinical Nutritionist $29,661-$43,968 (359) 

Nutritionist $26,352-$39,000 (1531) 

Nutrition Technician $20,736-$29,163 (755) 

Nutrition Assistant $18,804-$25,251 (898) 
Final Report 

WIC Staffing Data Collection Project 35 September 2005

Not surprisingly, the national data may not be valid for any given State agency. A 

comparison of the national salary ranges (AWFS 2000) and the West Virginia salary 

ranges for nutrition classification titles (WV Civil Service), indicate WV salary ranges 

were below the national average median salary range. 

I.4.8. Benefits 

There is little empirical or even anecdotal information regarding benefits for the 

workforce. The WIC Dynamics Study found that in one large urban local agency most of 

the staff were part-time (39 hours or less) or on contract because WIC staff are city health 

department employees and the program budget could not support the city’s high fringe 

rate for full benefits. An earlier visit to this site by Abt Associates, Inc. in 1988 also 

reported a large number of part-time staff and the requirement that WIC follow the city’s 

civil service procedures in hiring staff. 

I.4.9. Training 

There is little to no information on the training received by local agency staff, or of State 

or locally imposed training requirements. GAO noted that there was no defined 

commitment to improve local agency staff training opportunities and suggested there was 

reluctance by local agencies to invest staff time or funding in training or continuing 

education. In WIC grants there is no identification of funds in or specific amounts of 

funds to be used for training in WIC; there are also no reporting requirements to State or 

local agencies regarding resources specifically used for training. 

I.4.10. Summary of Literature Review 

Based on AWFS 2000, it appears that the public nutrition workforce is composed of 

approximately 11,000 individuals. Three thousand six hundred (3,600) have a 

bachelor’s degree in nutrition or dietetics, and 1600 have a master’s degree in 

nutrition/dietetics, public health or community nutrition. Another 1250 have a nonnutrition bachelor’s degree. Between 3,170 and 3,550 are paraprofessionals – defined 

here as individuals with an associate’s degree or less. Participant to staff ratios have 

been reported for geographic State agencies from 300-550. This ratio appears 

significantly lower for Indian Tribal Organizations (ITOs). 

Paraprofessional staff members are more involved in providing direct services than 

professionals, although professionals spend a significant amount of time on direct 

services as well. Existing position classification systems do not properly define the 

duties of professional WIC staff. Little information is available publicly specific to the 

cultural competency of the professional versus paraprofessional work force. 

Measurements on vacancy rates have differed significantly over time, to the point that it 

is not feasible to compare vacancies and difficulties in recruiting staff over time. The 

AWFS 2000 indicator of a 6 percent vacancy rate seems less severe than the reported 

situation in the mid to late 1990s when salaries, excessive workload and lack of qualified 

applicants were serious barriers to adequate staffing for local agencies. 
Final Report 

WIC Staffing Data Collection Project 36 September 2005

While the existing data are informative, and in some cases very much so, there are 

limitations in terms of its validity and how it may be generalized to WIC. While AWFS 

2000 appears to provide useful information, the interpretation of it must be done carefully 

with the results validated for each particular use. Not all States respond to the survey 

(in the 2004 iteration Idaho did not respond, previously California had not) and ITOs do 

not participate. The methodology for collecting the information was left to each 

individual State's representative to the organization. This may have resulted in a lack of 

methodological consistency. Some States may have provided extensive training to staff 

on completing the survey information while others did not. It is possible that the level of 

follow up to ensure proper compliance with instructions varied. Some nutrition 

professionals may have been able to gain clarifications about the survey, while others 

may have had no resource for this information. 

An additional serious concern with existing data is the lack of information regarding 

professional staff at the local level who are not nutritionists, dietitians, or health workers, 

but who interact with the nutrition professionals in terms of increasing efficiency or 

effectiveness of WIC service delivery activities. Further, there is no information on 

agency characteristics to assist with the interpretation of the staffing information. 

Other limitations with existing information include: 

1. Local agency level data from PC-96 and WIC Dynamics are getting old and are 

limited in scope. 

2. Existing workforce data are not an optimally focused view of the WIC workforce 

in that the current WIC workforce consists of more paraprofessionals and entrylevel positions than the non-WIC nutrition workforce. Little delineation is made 

for the categories of staff that are utilized heavily in WIC. Additionally, the 

reporting methods in AWFS 2000 may not have properly accounted for the skills 

and knowledge of professionals (perhaps college trained) in paraprofessional 

positions, since individuals with non-nutrition degrees were grouped as 

paraprofessionals. Degrees received by individuals in this group were not 

determined. 

3. Existing data are based on a less than optimal position classification scheme for 

the local agency setting in terms of the qualifications and types of duties 

performed as related to job classifications. 

4. Existing data do not specifically address Competent Professional Authorities in 

WIC, an essential role in program staffing. 

5. Existing data are extremely limited on policies and practices regarding training of 

staff. 

6. Existing data are extremely limited on the employment benefits received by staff. 

7. Existing data are extremely limited on availability of career ladders to members of 

the workforce and WIC is not separately identified where information does exist 
Final Report 

WIC Staffing Data Collection Project 37 September 2005

8. There is little existing information on nutrition services provided by local 

agencies. 

9. Existing data from the AWFS 2000 do not examine or specify non-nutrition 

related capacities in the workforce that are evident. "Other" is the second largest 

single classification for academic degrees. 

These limitations identify a need for obtaining additional staffing information with a 

particular focus on WIC's needs. 

II. WIC SURVEY OF LOCAL AGENCY STAFFING (WIC 

SOLS) 

This section of the report defines the criteria set out at the onset of development for 

obtaining effective reporting instruments, identifies types of information desired from 

WIC local agency administrative reporting, and references the details how the 

information was included in the instruments that were pilot-tested. Attachment 1 

describes in detail the methods used and challenges present in developing the reporting 

instruments for gathering this information and the rational behind the final product. The 

final paper instrument is presented in Attachment 2 of this report. Sample screen shots 

from the final electronic instrument (WIC SOLS Online) are presented in Attachment 3. 

The fundamental requirements considered in designing an effective report 

instrumentation were that completing the report would not be an unreasonable burden; 

that there are common definitions and a common understanding among the respondents 

and State and federal officials of the data being requested; that there is consistency in 

how staffing reports are completed; that there are no ambiguous or non-mutually 

exclusive response categories, and that response categories are detailed enough to 

capture all meaningful distinctions in local agency staffing patterns. 

Information being collected in the reports includes the types and number of staff and fulltime equivalents, qualifications of local agency staff, staff duties, recruitment, retention 

and vacancies, training and salaries and benefits. Additional local agency information 

was included in the instruments to demonstrate the feasibility of collecting this 

information to allow adequate interpretation of staffing information. 

II.1. PILOT TESTING RESULTS

This section of the report presents some of the data that were collected from the volunteer 

WIC local agencies that pilot-tested the instruments. Results from the pilot testing are 

presented below in two sections, the data reported by these agencies and the results of the 

validation site visits after the agencies completed the reports. 

II.1.1. Reported Data From Volunteer Pilot Agencies 

Information is reported below on local agencies and their caseloads, the clinics of the 

pilot agencies, the people working in WIC in the pilot agencies, and the staff positions in 

the pilot agencies. This information is not representative of the WIC Program nationally. 
Final Report 

WIC Staffing Data Collection Project 38 September 2005

It reflects only those agencies that participated in the pilot-testing. It is presented as an 

illustration of the usefulness of the data collected. 

II.1.2. Information about the Pilot Local Agencies and Their Caseloads. 

Twelve local agencies volunteered to participate in the pilot-test of the WIC SOLS report 

formats. 

• Their monthly reported participation ranged from 1,614 to 87,982. The agencies 

were mostly local governmental units (n= 10), a few nonprofit agencies (n=2), 

and one sub-unit of the State government. 

• These agencies reported to have between 0 and 70 percent of caseload as highrisk [0 (n=2), 8 (n=1), 15 (n=1), 17 (n=1), 20 (n=1), 22 (n=1), 45 (n=1), 52 (n=1), 

and 70 (n=1). One agency reported they didn't know this information, and one 

agency did not respond to this question. However, several agencies indicated 

that there was no objective source for this information and estimates were made 

by local agency directors. 

• Like-wise, the proportion of caseload that is non-English speaking, reported 

between 2-65 percent, was often not really known and estimates, or proxy 

measures, were reported. Specifically, agencies reported 2, 5, 9, 11, 15, 21, 36, 

37, 41, and 65 percent. The proxy measures included such things as the percent 

of caseload that was Hispanic, or a language preference indicator. One agency 

reported not knowing this information and this information was missing for one 

agency. Two agencies indicated they did not have staff with adequate language 

skills to serve participants (see Attachment 2 for specific wording of the 

question). 

• Food instruments (FIs) are issued monthly to all participants in one of the 

agencies; and issued tri-monthly to all of their participants by four of the agencies. 

In two and four of the remaining agencies over half of participants receive food 

instruments monthly and tri-monthly, respectively. Five agencies issue monthly 

to less than ten percent of their participants. The balance of participants in these 

agencies receives food instruments either bi or tri-monthly. 

• Five of the twelve agencies reported receiving additional financial support for 

operating the WIC Program beyond that provided by the WIC State agency. This 

support was dynamic, with five agencies reporting this support having recently 

changed (three increased, two decreased). 

• Indirect or overhead costs were reported to be paid by seven of the local agencies 

at rates between 2.7 percent and 30 percent. The basis of the indirect or overhead 

cost rates are salaries (n=2), total personnel costs (n=2), total direct costs (n=1), 

and other (n=1). One agency did not report this information. Overhead costs are 

managed as direct costs for four agencies, as indirect costs for four agencies, and 

are in-kind services for two agencies. This information was not reported for two 

agencies. 
Final Report 

WIC Staffing Data Collection Project 39 September 2005

• The data reported for monthly travel time to provide WIC benefits for all staff for 

month ranged from 0 to 60 hours (0=4, 3=1, 4=1, 5=1, 12=1, 44=1, 50=1 60=1) 

per month; one agency did not report this information. 

II.1.3. Information About the WIC Clinics in Pilot Project Agencies 

Information on forty-nine WIC clinics, or physical sites for which caseload could be 

provided, were reported by the twelve agencies. Forty-four of these clinics were 

permanent sites, four were mobile and one was reported to be a temporary site. Twenty 

of these clinics offer extended operations; forty-eight are full time. Forty-two sites 

operate in a non-integrated fashion, five clinics reported integrated services but no shared 

staff, and two clinics had integrated services and staff. In forty-four sites WIC staff 

conduct both anthropometric and blood measures themselves. Forty-five of the clinics 

provide all services to all participants. 

Twenty-six clinics record participant data directly into a computer; eighteen record on 

paper, then transfer the information into a computer on-site, four had virtually no 

automated records, and one recorded onto paper and then entered into a computer outside 

the clinic. Food instruments were reported to be produced and issued on-demand with 

computers at forty-four of the clinics, two printed the food instruments in advance of 

issuance, two issued food instruments in another fashion, and one clinic manually issues 

food instruments. The level of automation in WIC clinics remains a variable factor in 

staffing needs. 

II.1.4. Information About the People Working in WIC Pilot Agencies 

II.1.4.1. Staff Qualifications 

A total of seven hundred and twenty-three staff members were reported to work in the 

twelve local agencies in the pilot tests of the paper and electronic report forms (624.5 

FTE). Of these, one hundred and seventy-two (172), twenty-four percent (24%) were 

individuals with a minimum of a bachelor's degree in human nutrition; sixty-one (61) or 

eight percent (8%) were individuals with degrees in nursing and other specific health and 

human service areas; and four hundred and ninety individuals fit the criteria for other 

WIC staff (68 percent), although this group was predominantly individuals with a high 

school degree or competency based training as their only academic preparation 

(n=443/490). Detailed information on the breakdown of qualifications of staff is 

provided below in Table 2. Additionally, eighty-three individuals (29.1 FTE) served as 

breastfeeding peer counselors and there are another thirty-eight individuals (16.35 FTE) 

who provide volunteer services to the program in these agencies. Eleven WIC staff are 

IBLCE certified, three are nutritionists and seven are nurses. 

TABLE 2: 

 DETAILED WIC STAFF QUALIFICATIONS 

ACROSS 12 LOCAL AGENCIES 

CATEGORY OF STAFF TOTAL 

PERCENT 

OF ALL 

STAFF 

Individuals with Human Nutrition Degrees (minimum Bachelor’s) 

and Equivalents (FTEs) 
Final Report 

WIC Staffing Data Collection Project 40 September 2005

TABLE 2: 

 DETAILED WIC STAFF QUALIFICATIONS 

ACROSS 12 LOCAL AGENCIES 

CATEGORY OF STAFF TOTAL 

PERCENT 

OF ALL 

STAFF 

Bachelor’s Degree in Nutrition (not RD or RD eligible) 53 7.3%.

Master’s or Doctorate Degree in Nutrition (not RD or RD eligible) 6 0.8%

RD Eligible - Bachelor’s Degree in Nutrition 9 1.3%

RD Eligible - Master’s or Doctorate Degree in Nutrition 3 0.4%

RD - Bachelor’s Degree in Nutrition 75 10.4%

RD – Master’s or Doctorate Degree in Nutrition 13 1.8%

RD – Master’s or Doctorate Degree in Public Health 13 1.8%

Subtotal 172 23.8% 

Individuals with any Nursing Degree or Other Specified Health or 

Human Services Related Degrees and Full-Time Equivalents 

(FTEs) 

Registered Nurse, including Associate, BSN and MSN 16 2.2%

Licensed Vocational Nurse; Licensed Practical Nurse or Equivalent 24 3.2%

Bachelor’s Degree or Higher in Other Specified Health or Human Services 

Related Fields with 15 or More College Credits in Nutrition 13 1.8%

Bachelor’s Degree or Higher in Other Specified Health or Human Services 

Related Fields with Less than 15 College Credits in Nutrition. 8 1.1%

Subtotal 

61 

 

8.3% 

All Other WIC Staff and Full-Time Equivalents (FTEs) 

Bachelor’s Degree or Higher in non-Health or Human Services Related 

Fields 26 3.6%

Registered Dietetic Technician (Associate’s Degree) 6 0.8%

Associate’s Degree in Any Other Field (not nursing) 14 1.9%

Completion of State Competency Based Training Program (CBT) in 

Nutrition, Nutrition Assessment or Nutrition Education, etc., is (or will 

be) Only Academic Preparation 118 16.3%

High School or Other Education or Training Qualification (e.g., position 

requires driver’s license) Only 325 45.0 

All Others Not Included Above (no education or training qualifications) 1 0.1%

Subtotal 490 67.6 

TOTAL 723 100%

II.1.4.2. Staff to Participant Ratios 

From the reported local agency caseload and number of staff, participant to staff ratios 

may be calculated, as depicted in Table 3, below. 
Final Report 

WIC Staffing Data Collection Project 41 September 2005

Table 3: 

Pilot Local Agency Participant to Staff Ratios 

Total 

Caseload 

FTE’s Participant 

to Staff 

(FTE) 

Ratio 

FTE Peer 

Counselors 

FTE 

Volunteers 

12,543 37.2 337 7.3 0 

13,703 44 311 4 8 

87,982 170.5 516 0 0 

50,261 124 405 2 0 

34,944 90.33 387 .625 0 

53,810 155 347 6.4 0 

13,462 23.25 579 0 0 

17,486 34.53 507 2 .1 

4,110 6.12 672 .2 0 

1,614 5.83 278 0 0 

4,338 20 217 0 0 

1,622 3.79 428 0 .25 

II.1.4.3. Duties of Existing WIC Staff 

Table 4, below depicts for selected duties and category of staff the number and percent of 

those staff for whom the listed duty is a primary, secondary, or emergency basis duty. 

This table clearly shows that among the pilot-site agencies CPA duties, assessing 

nutrition risk and assigning the food package, are nearly equally divided by individuals 

degreed in nutrition and other health and human service areas and other WIC staff. 

While the number of other WIC staff constitutes the single largest group with primary 

responsibility for these duties, only 25 percent of the individuals in this group performed 

these duties. Alternatively, 70 percent of nutritionists have these tasks as primary duties. 

Fourteen percent of the individuals assigning nutrition risk and food packages were 

reported to be individuals with other specified health and human service degrees. 

Nutritionists were much more likely to be the primary providers for dietary assessment, 

special formula follow-up, high-risk counseling, and providing staff training than other 

WIC staff. Alternatively, the other WIC staff were those most likely to be the primary 

providers for therapeutic nutritional counseling, basic nutrition education, group nutrition 

education, breastfeeding support, and other nutrition education activities. (Attachment 4 

provides this detailed information for all WIC duties reported.) 
Final Report 

WIC Staffing Data Collection Project 42 

Table 4 

Selected Duties by Educational Qualifications

In 12 WIC Pilot Agencies16 

 Primary Secondary Emergency Ne N 

% 

row17

% 

column18 n 

% 

 row 

% 

column N 

% 

row 

% 

column n 

% 

row 

ASSESS NUTRITION RISK All other WIC staff 124 25 44 14 3 30 5 1 18 347 7Minimum of a bachelor's degree in human nutrition 121 70 43 25 15 54 23 13 82 3 Other specified health and human service degrees 39 64 14 7 11 15 0 0 0 15 2Total 284 46 28 365 ASSIGN FOOD PACKAGE All other WIC staff 124 25 44 40 8 59 6 1 21 320 6Minimum of a bachelor's degree in human nutrition 121 70 42 26 15 38 22 13 79 3 Other specified health and human service degrees 40 66 14 2 3 3 0 0 0 19 3Total 285 68 28 342 FOOD INSTRUMENT ISSUANCE All other WIC staff 360 73 93 40 8 49 12 2 15 78 1Minimum of a bachelor's degree in human nutrition 23 13 6 32 19 39 59 34 73 58 3

16 Attachment 4 displays all local staff functions recorded. 17 Interpreted as, for example, “the percent of all other WIC staff (or other staff category) for whom appointment scheduling is a prima

responsibility 

18 Interpreted as, for example, the percent of individuals with primary (or secondary, etc) responsibility from the associated staff catego
Final Report 

WIC Staffing Data Collection Project 43 

 Primary Secondary Emergency Ne N 

% 

row17

% 

column18 n 

% 

 row 

% 

column N 

% 

row 

% 

column n 

% 

row 

Other specified health and human service degrees 4 7 1 10 16 12 10 16 12 37 6Total 387 82 81 173 COMPLETE DIETARY RECALL OR EQUIVALENT All other WIC staff 59 12 30 216 44 90 9 2 24 206 4Minimum of a bachelor's degree in human nutrition 127 74 64 21 12 9 19 11 50 5 Other specified health and human service degrees 14 23 7 4 7 2 10 16 26 33 5Total 200 241 38 244 SPECIAL PRESCRIPTION FOLLOW UP All other WIC staff 12 2 6 120 24 91 244 50 96 114 2Minimum of a bachelor's degree in human nutrition 148 86 76 6 3 5 10 6 4 8 Other specified health and human service degrees 34 56 18 6 10 5 1 2 0 20 3Total 194 132 255 142 THERAPEUTIC COUNSELING All other WIC staff 124 25 52 0 0 0 4 1 20 362 7Minimum of a bachelor's degree in human nutrition 104 60 44 21 12 88 15 9 75 32 1Other specified health and human service degrees 10 16 4 3 5 13 1 2 5 47 7Total 238 24 20 441 HIGH-RISK COUNSELING All other WIC staff 0 0 0 17 3 31 3 1 14 470 9
Final Report 

WIC Staffing Data Collection Project 44 

 Primary Secondary Emergency Ne N 

% 

row17

% 

column18 n 

% 

 row 

% 

column N 

% 

row 

% 

column n 

% 

row 

Minimum of a bachelor's degree in human nutrition 103 60 92 37 22 67 12 7 57 20 1Other specified health and human service degrees 9 15 8 1 2 2 6 10 29 45 7Total 112 55 21 535 NUTRITION EDUCATIONAll other WIC staff 237 48 59 16 3 44 5 1 17 232 4Minimum of a bachelor's degree in human nutrition 128 74 32 17 10 47 24 14 83 3 Other specified health and human service degrees 38 62 9 3 5 8 0 0 0 20 3Total 403 36 29 255 PROVIDE GROUP NUTRITION EDUCATIONAll other WIC staff 152 31 54 39 8 57 115 23 75 184 3Minimum of a bachelor's degree in human nutrition 101 59 36 27 16 39 34 20 22 10 Other specified health and human service degrees 28 46 10 3 5 4 4 7 3 26 4Total 281 69 153 220 BREASTFEEDING SUPPORTAll other WIC staff 186 38 53 170 35 78 10 2 53 124 2Minimum of a bachelor's degree in human nutrition 123 72 35 37 22 17 9 5 47 3 Other specified health and human service degrees 40 66 11 11 18 5 0 0 0 10 1Total 349 218 19 137 OTHER NUTRITION EDUCATION ACTIVITIESAll other WIC staff 132 27 51 83 17 56 109 22 89 166 3
Final Report 

WIC Staffing Data Collection Project 45 

 Primary Secondary Emergency Ne N 

% 

row17

% 

column18 n 

% 

 row 

% 

column N 

% 

row 

% 

column n 

% 

row 

Minimum of a bachelor's degree in human nutrition 109 63 42 45 26 30 14 8 11 4 Other specified health and human service degrees 18 30 7 21 34 14 0 0 0 22 3Total 259 149 123 192 PROVIDE STAFF TRAININGAll other WIC staff 12 2 16 82 17 54 15 3 56 381 7Minimum of a bachelor's degree in human nutrition 62 36 81 55 32 36 9 5 33 46 2Other specified health and human service degrees 3 5 4 16 26 10 3 5 11 39 6Total 77 153 27 466 
Final Report 

WIC Staffing Data Collection Project 46 September 2005

II.1.4.4. Recruitment Difficulties by Educational Qualification 

The report requests that local agencies report its general experience in recruiting 

individuals with various educational qualifications. The actual responses of the pilot sites 

are depicted in Table 5. It appears that R.D.'s and individuals who are R.D. eligible are 

the most difficult to recruit. 

Table 5 

 Frequency of Difficulty in Recruiting19

Staff Qualifications No Attempt 

to Recruit 

Rarely 

or 

Never 

Sometimes Usually Always 

Bachelor’s Degree in Nutrition (not RD or 

RD eligible) 

6 1 4 1 

Master’s or Doctorate Degree in Nutrition 

(not RD or RD eligible) 

9 1 1 1 

RD Eligible - Bachelor’s Degree in Nutrition 2 1 2 4 3 

RD Eligible - Master’s or Doctorate Degree 

in Nutrition 

6 1 3 1 

RD – Bachelor’s Degree in Nutrition 2 2 4 4 

RD - Master’s or Doctorate Degree in 

Nutrition 

6 3 1 1 

RD - Master’s or Doctorate Degree in Public 

Health 

8 1 1 2 

Registered Nurse, Including Associate, BSN 

and MSN Degrees 

10 1 1 

LPN or LVN or Equivalent 9 1 2 

Other Specified Health or Human Services 

Related Degree >=15 Hours College Credit 

in Nutrition 

8 3 1 

Other Specified Health or Human Services 

Related Degree < 15 Hours College Credit in 

Nutrition 

7 2 3 

 

19 Rarely to always is a rank ordered list of frequency, with “rarely” as the least frequent, and “always” the 

most frequent. Rarely is less than 10% of the time. “Sometimes” is 11-50% of the time. “Usually” is 51-

90% of the time. Always is over 90% of the time. 
Final Report 

WIC Staffing Data Collection Project 47 September 2005

Table 5 

 Frequency of Difficulty in Recruiting19

Staff Qualifications No Attempt 

to Recruit 

Rarely 

or 

Never 

Sometimes Usually Always 

Bachelor’s Degree or Higher in non-Health 

or human services Related Fields 

10 1 1 

Registered Dietetic Technician (Associate’s 

Degree) 

11 1 

Associate’s Degree in Any Other Field (not 

nursing) 

8 3 1 

Completion of State Competency Based 

Training Program (CBT) in Nutrition, 

Nutrition Assessment or Nutrition Education 

etc., is (or will be) Only Academic 

Preparation 

9 1 2 

High School or Other Education or Training 

Qualification (e.g., position required driver’s 

license) Only 

3 5 1 3 

All Others Not Included Above (no 

education or training qualifications) 

8 3 
Final Report 

WIC Staffing Data Collection Project 48 September 2005

II.1.5. Information About the Positions in WIC Pilot Agencies 

This section of the report presents information relating the position classifications and 

related educational qualifications. Additionally, salaries, benefits, and vacancies are 

reported herein. 

II.1.5.1. Position Classifications and Qualifications 

Information on one hundred and thirteen positions was reported in the paper and 

electronic pilot-test sites. Of these, one hundred and nine position classifications had 

unique names. However, it seems evident that many of the positions are similar (e.g., 

nutritionist, public health nutritionist, etc.). The report provided the information needed 

to compare the qualifications for each of the position classifications and provide a basis 

for grouping the positions. As an example, a variety of nutritionist classifications are 

discussed below. 

A variety of educational requirements were reported to meet the minimum qualifications 

for the nutritionist classifications. A sample of the data illustrates the position 

classifications for three levels of nutritionist; a nutritionist with an RD and a bachelor’s 

degree in nutrition; a nutritionist with a bachelor’s degree in nutrition; and a nutritionist 

with a bachelor’s degree in another health and human service area with 15 or more 

college credits in nutrition coursework. 

The position classifications that can be filled by a person with a bachelor’s degree R.D. 

are: 

3⁄4 Nutritionist 

3⁄4 Public Health Nutritionist II 

3⁄4 Nutrition Manager I – III 

3⁄4 Nutrition Professional I – II 

3⁄4 Program Operations Coordinator 

3⁄4 Clinic Nutrition Supervisor 

3⁄4 Community Health Services Administrator 

3⁄4 Coordinator 

3⁄4 Nutrition Assistant I & II 

3⁄4 Nutritionist IV Advanced 

3⁄4 Registered Dietitian 

3⁄4 Clinic Director 

3⁄4 Health Care Program Administrator (RD) 

3⁄4 High Risk RD 

3⁄4 Manager Nutrition Services 

3⁄4 Nutrition Program Assistant 

3⁄4 Nutrition Health Professional 

3⁄4 Nutritionist I & II 

3⁄4 Senior Nutritionist 

3⁄4 Senior Program Specialist (RD) 

3⁄4 Site Supervisor 
Final Report 

WIC Staffing Data Collection Project 49 September 2005

3⁄4 Superintendent 

3⁄4 Training Coordinator 

3⁄4 Training Specialist 

3⁄4 WIC Manager 

The position classifications that can be filled by a person with a bachelor’s degree in 

nutrition are: 

3⁄4 Nutritionist 

3⁄4 Public Health Nutritionist I 

3⁄4 Nutrition Manager I – III 

3⁄4 Nutrition Professional I – II 

3⁄4 Program Operations Coordinator 

3⁄4 Clinic Nutrition Supervisor 

3⁄4 Assistant WIC Program Coordinator 

3⁄4 Program Dietitian 

3⁄4 Community Health Services Administrator 

3⁄4 Coordinator 

3⁄4 Nutrition Assistant I & II 

3⁄4 Nutritionist I Basic 

3⁄4 Nutritionist II Operational 

3⁄4 Nutritionist IV Advanced 

The position classifications that can be filled by a person with a bachelor’s degree in 

another health or human service are with 15 or more college credits in nutrition are: 

3⁄4 Public Health Nutritionist I 

3⁄4 Nutrition Professional I – II 

3⁄4 Student Nutritionist 

3⁄4 Community Health Services Administrator 

3⁄4 Coordinator 

3⁄4 Site Supervisor 

No agencies reported having a personnel classification system that defines the entry level 

salary only for each position; six reported having a system that defines the entry and 

upper level salary for each position; five have defined entry, steps and upper salary for 

each position; one agency reported another method. 

II.1.5.2. Salaries 

Entry level salaries were reported for one hundred and eight (108) positions. The 

following position classifications and entry level salaries were reported. 

 Entry Level Salary Position

 $14,976 Clerk Basic 

 16,600 Support Staff 

 16,725 Clerical 

 17,310 WIC Clerk 

 17,472 Clerk Operational 

 17,500 Breast Feeding Counselor 
Final Report 

WIC Staffing Data Collection Project 50 September 2005

 Entry Level Salary Position

 17,500 Nutrition Assistant I-III 

 18,200 Clerk Advanced 

 18,203 Building Custodian 

 18,203 Customer Services Representative 

 18,203 Office Assistant 

 18,203 Public Health Aide 

 18,203 Stock Clerk 

 19,052 Infant Feeding Assistants 

 19,292 Office Specialist 1 

 19,464 Secretary II 

 19,856 Nutrition Assistant 

 19,856 Clerk 

 19,932 Administrative Aide 

 20,321 Registrar 

 21,000 Student Nutritionist 

 21,164 Health Aide 

 21,216 Secretary 

 21,239 Acct. Clerk 

 21,320 WIC Processing Specialist 

 21,548 Driver 

 21,590 CNW 

 21,924 Courier 

 22,433 Nurse, LPN 

 22,817 Intake Specialist 

 23,000 Retail Store Associate 

 23,064 Administrative Secretary 

 23,490 Protective Service 

 23,856 Administrative Assistant I 

 23,856 Licensed Vocational Nurse 

 24,000 Nutrition Professional I-II 

 24,128 Nutritionist Basic 

 24,500 WIC Office Supervisor 

 24,743 Nut Program Assistant 

 24,773 Nutritionist Operational 

 25,000 Bilingual Clerk 

 25,480 Administrative Specialist 

 25,542 Diet Tech 

 25,792 Nutritionist Advanced 

 26,316 Health Program Specialist 

 26,702 Division Secretary 

 27,000 Nurse 

 27,000 Registered Dietitian 

 27,000 Bilingual Receptionist 

 27,000 Nutrition Manager I-III 

 27,248 Secretary 

 27,248 Vendor Clerk 

 27,976 Public Health Nutritionist 1 

 28,478 Nurse, RN 

 29,000 Breast Feeding Manager 

 29,000 Program Manager 

 29,348 Micro System Analyst 

 30,000 Health Aide 

 30,056 Nutritionist 
Final Report 

WIC Staffing Data Collection Project 51 September 2005

 Entry Level Salary Position

 30,168 Building Maintenance Supervisor 

 30,168 Nutritionist 

 30,798 Personnel Liaison 

 32,162 PHN 2/vM & BF 

 32,162 Public Health Nutritionist 2 

 32,269 Nutritionist 

 32,886 High Risk RD 

 33,000 Program Dietitian 

 33,000 program Nutritionist 

 33,134 Health Educator 

 33,500 Retail Store Coordinator 

 34,008 Nutrition Assistant I 

 34,452 Train Assistant 

 34,730 Specialist Clerk 

 34,777 Clinic Nutrition Supervisor 

 35,547 Nutrition Health Professional 

 36,418 Coordinator 

 36,648 Assistant Social Services Manager 

 36,648 Registered Dietician 

 37,284 Nutrition Assistant II 

 37,440 Nutrition Program Manager 

 38,169 Site Supervisor 

 38,625 Clinic Nurse 

 39,624 Clinic Director 

 40,500 Program Operations Coordinator 

 41,308 Clinic Coordinator 

 42,444 Department Systems Supervisor 

 42,500 Nutrition Education Coordinator 

 43,138 Superintendent 

 43,138 Train Coordinator 

 44,408 WIC Program Manager 

 45,000 Assistant WIC Program Coordinator 

 45,219 Manager WIC Operations 

 45,219 Manager Nutrition Services 

 45,864 Nutritionist I 

 48,660 Health Program Manager/WIC Director 

 49,998 Agency Director 

 50,115 Nutritionist II 

 51,138 Admin Specialist II 

 51,138 Info Systems Spec 

 55,000 WIC Program Coordinator 

 58,053 Senior Nutritionist 

 58,464 WIC Manager 

 59,726 Senior Program Spec (RD) 

 64,658 Information Systems Analyst 

 65,291 Director 

 66,498 Health Care Program Administrator II (RD) 

 80,371 Community Health Service Administrator 

 86,549 Senior Systems Analyst 

 Not Reported Training Specialist 

 Not Reported Administrative Support 

 Not Reported Outreach Worker 

 Not Reported PRN Health Professional 

 Not Reported PRN Diet Technician 
Final Report 

WIC Staffing Data Collection Project 52 September 2005

Six agencies reported having pay differentials, most frequently for bilingual staff (n=4), 

but PRN staff and supervising more than two individuals were also cited as reasons. 

II.1.5.3. Benefits 

All twelve agencies reported on the benefits provided to full-time staff (as defined by 

each local agency). Eleven agencies reported benefits offered to part-time staff; one 

agency did not have any part-time staff. Table 6 depicts these responses. In all cases, 

benefits were reported to be the same for WIC staff members as those offered to other 

parent agency staff. 

Table 6 

 EMPLOYEE BENEFITS 

FULL-TIME EMPLOYEES PART-TIME EMPLOYEES 

BENEFITS 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

Paid Vacation 10 2 5 3 3 

Paid Holidays 10 2 5 3 3 

Paid Sick Leave 10 2 5 3 3 

Employer 

Contribution to 

Health Insurance 

10 2 3 6 2 

Prescription Drug 

Benefit in Health 

Insurance 

9 3 3 5 3 

Employer 

Contribution to 

Dental Insurance 

7 4 1 2 7 2 

Employer 

Contribution to 

Vision Insurance 

5 3 4 1 6 4 

Employer 

Contribution to 

Life Insurance 

Policy 

7 4 1 3 5 3 
Final Report 

WIC Staffing Data Collection Project 53 September 2005

Table 6 

 EMPLOYEE BENEFITS 

FULL-TIME EMPLOYEES PART-TIME EMPLOYEES 

BENEFITS 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

Employer 

Contribution to 

Retirement 

Program 

10 2 5 4 2 

Deferred 

Compensation 

System 

8 2 1 1 5 4 2 

Cafeteria Plans20 6 3 2 1 3 3 4 

Employer 

Subsidized Child 

Care 

 11 10 

Education Benefits 

(e.g., Tuition 

Waivers at State 

Universities) 

5 6 1 4 7 

Housing 

Allowance 

 10 1 10 

Other (please 

describe below) 

 1 1 

“Other” description: Floating holidays, Mgt paid leave 

The percent of salaries budgeted as benefits reported were 18, 20, 22, 24, 27, 31, 36, 40, 

42 and 77. One agency did not answer this question. There is a need to have parameters 

around this measure (e.g., an average) as pilot sites indicated that the number and type of 

vacancies make this vary within each agency on an annual basis.

 

20 A Cafeteria Benefit Plan sponsored by an employer allows employees to contribute a designated amount 

of wages, on a pre-tax basis, for a variety of benefits the employee selects from a “menu” of benefits (e.g.,

child care, educational expenses and healthcare expenses). Employees are directly reimbursed from 

employer for actual expenses. 
Final Report 

WIC Staffing Data Collection Project 54 September 2005

II.1.5.4. Number of Positions, Vacancies, Reasons for Vacancies in Pilot 

Agencies 

The participating agencies reported a total of 790.2 budgeted positions. The total number 

of vacancies from these positions is 46.5; this is a 5.8 percent vacancy rate. 

For positions requiring a minimum of a bachelor’s degree with at least fifteen college 

credits in nutrition, there were 360.2 budgeted positions reported (45.5 percent of the 

total positions). These budgeted positions were in 48 different position classifications, all 

seemingly nutritionist or site supervisor/coordinator positions. There were 18 vacancies 

among the budgeted positions; this is a 5.0 percent vacancy rate. 

As a sample of the type of information available from the WIC SOLS and WIC SOLS 

Online data, the length of nutritionist vacancies can be summarized as follows: 

• 42 percent of the vacancies had been for three months or less 

• 30 percent of the vacancies had been for more than 3 months but not more than 6 

months 

• 7 percent of the vacancies had been for more than 6 months but not more than 9 

months 

• 21 percent of the vacancies had been for more than nine months but not more than 

12 months, or more than 12 months 

All but two small agencies reported vacancies and reasons for them. Two agencies 

reported the positions were not needed (n=8), four agencies reported that there were no 

applications (n=7), four agencies reported applicants declined (n=6), one agency reported 

there was no funding for the positions (n=3), four agencies reported it was a long hiring 

process (n=6) and four agencies reported other reasons (n=5) for vacancies. No agencies 

reported they lacked the time or authority to hire the positions. Reasons for vacancies 

were reported for each classification, which may have had a single or multiple vacancies. 

II.1.6. Results of the Pilot Agencies’ Test Experience 

The results of the pilot test are presented herein to include a summary of the pilot agency 

experiences and specific feedback on particular questions in the report, as follows. 

Attachment 5 presents detailed information about the pilot activities; Attachments 6 and 7 

are the on site protocols for the evaluation of the pilot activities for the paper and 

electronic versions, respectively. Attachment 8 presents the feedback of pilot agencies as 

expressed in on-site visits regarding the level of difficulty and resources needed to 

respond to this test data collection. 

Three of the 12 pilot agencies reported that the training on completing the data collection 

instrument/report was useful and that they couldn’t have completed the report without it. 

One agency found the training to be too long and thinks the report could have been filled 

out without training. The remaining agencies did not feel strongly either way. The 

benefit of the training was clear to the project team conducting this study and views 

training as imperative to proper completion of the report forms. 
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WIC Staffing Data Collection Project 55 September 2005

Specifically, the results from the pilot-test of the paper and electronic instruments 

indicated: 

• There was a wide variation in the reported time that it took sites to complete the 

report. Paper versions were completed in 30 minutes (for one small agency) to 

over forty hours. There is no predictability in this by agency size, as a small 

agency reported 12-14 hours to complete, while a large agency reported only 4 

hours to complete. As well, these agencies were likely to report that one or two 

individuals completed the report, although through the interviews it was clear that 

often other staff were consulted. 

• Electronic versions of the report were reported to be completed in two hours to 

30+ hours. Again, this does not appear to be strictly related to size of the agency. 

The electronic sites had more people involved in the data collection, probably due 

to the specified roles. Three electronic sites reported having some difficulty 

initially using the electronic version, either with logging on, proper activities to 

the role or with navigation through the site. 

• The detailed instructions for the paper instruments were only consulted on an as 

needed basis, and about 80 percent of the time, the tool (both paper and 

electronic) offered adequate instructions for each question. Generally speaking, 

pilot States did not find the instructions to be particularly useful, or apparently, 

necessary. Four of the six electronic sites found the pop-ups helpful when they 

were completing the report. 

• Over half of the pilot sites reported that the information would be useful to collect 

on a regular basis. Some of the remaining sites, while indicating it would not be 

useful for them to collect, could see where it would be useful for State agencies or 

USDA to collect this information. Several pilot sites expressed a desire to see the 

data collected from the other sites in the pilot implementation. When asked 

about what improvements could be made to the WIC SOLS report, the comments 

were as follows. 

• Some of the local agencies using the paper format would have preferred to 

complete the report electronically. They didn’t necessarily express a preference 

for a web-based report (as they knew little about it) but they would have liked the 

option of completing the paper report electronically. 

• Those local agencies using the electronic sites made suggestions for improving 

the web report and user friendliness. They would have liked to be able to print 

the completed report to see the data in one place, but this capability was only 

available through the browser function. Users didn’t recall from training that 

final submission was a separate step. The last page of the survey didn’t prompt 

the user to submit the report, and they would have found it useful for it to do so. 

Sites requested the capability to correct entries (i.e., delete staff or clinics once 

entered). 
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WIC Staffing Data Collection Project 56 September 2005

• Electronic sites found the duties table to be redundant. Some sites didn’t find it 

valuable to report duties by individual and thought that duties should be reported 

by educational qualification or job classification only. Only one large site felt the 

distinction between primary, secondary and emergency responsibility was not 

clear and left too much room for personal judgment. A few Local Agency 

Directors (LADs) changed some of the answers related to duties prior to final 

submission. One site mentioned the need to modify staff qualifications. 

II.1.7. Summary of Pilot Site Feedback on Specific WIC SOLS Questions 

The pilot evaluation asked about questions that were difficult to understand or for which 

agencies were unable to get valid information. Attachment 8 provides detailed local 

agency comments on each of the questions contained on the paper and electronic versions 

of the instrument. The most frequently cited questions for which the responses may not 

have been valid were for the questions regarding the percent of caseload that is high-risk 

and the percent of caseload that is non-English speaking. In several cases for both 

questions the agency used the best information it had (primary language codes, use of 

interpreters, etc), but indicated it was not necessarily accurate. 

The duties table was difficult for some pilot agencies because of the amount of work 

involved in collecting the information. This was especially true for the electronic sites, 

because they reported this information by individual. The paper sites reported this 

information grouped by educational qualifications, although it was still necessary to 

consider each individual in the response. For the paper version it appears a couple of 

sites reported the same duties for all individuals in the group, this capability was 

requested by some of the sites piloting the electronic form. Responses from the site 

reviews indicated that in some cases the duties were ascertained from the individual staff 

(for both paper and electronic), supervisors gleaned it from job descriptions or just knew 

this information due to their close work with the staff. 

Many sites use less than 40 hours in a work week as a definition of full-time and if they 

were testing the paper instrument, had to convert the part time to full time equivalents. 

Thus, the question that asked about number of FTE’s for job classifications was a little 

difficult. There was no apparent effect on the accuracy of the information. 

Another difficult question for sites to answer correctly pertained to staff training. Poor or 

difficult to access records on staff training, the anomalous format of the question 

(requested this information as a percent of various job classifications), confusion about 

the wording “on the job training only” and placement of the question close to the end of 

the report (it is nearly the last question) led to this situation. 

Some of the difficulties that were encountered were due to the differing format of the 

paper versus electronic versions (duties, FTEs, etc.) , while others were difficult were due 

to not having the information readily available (non-English speaking, financial 

information, percent high-risk and staff training) regardless of the instrument form. 
Final Report 

WIC Staffing Data Collection Project 57 September 2005

II.2. OUTCOMES AND CONCLUSIONS FROM THE PILOT TEST

There is an interest in the WIC community for staffing information and guidance on 

staffing ratios and patterns. Based upon input from the project advisory committee and 

response to multiple public presentations of the goals and objectives of this project, there 

appears to be a consensus, albeit guarded, within the regulatory, management, and service 

provider community that local WIC Program staffing needs to be evaluated and managed 

differently than in the past. in regard to one or more of the following concerns: 

• The current and future need for professional labor for WIC cannot be quantified 

because there are no data to show current demand, nor any clear basis to estimate 

future need. 

• There are difficulties in recruiting and retaining professional staff for WIC 

suggesting that either there is currently a shortage of nutrition-trained 

professionals in the field or that working in WIC is not an attractive option for a 

significant number of nutrition professionals. 

• Optimal WIC staffing patterns have not been identified for efficient WIC service 

delivery. 

• Inconsistencies in service delivery have been observed between WIC local 

agencies. These inconsistencies are not fully understood. 

• Updated approaches are needed for delivering WIC nutrition services. 

The outcome of the work completed in this study is that, with some limitations, it is 

feasible to collect useful staffing related information from local WIC agencies in either 

an electronic or paper format. However, conducting an assessment of the need for 

professional nutrition labor for WIC requires not only the size of a given agencies 

caseload and other characteristics, but the performance expected from that labor (e.g., the 

amount of time necessary, on average, for direct client services for WIC participants in a 

given time period). The need to conduct this assessment on a national level may also be 

less compelling at this point in time, as there has been little change over the past few 

years in the number of WIC local agencies and the number of WIC participants served. In 

both volunteer pilot sites and in the most recent national surveys, WIC staff vacancy rates 

are reported as low and intermittent. Although not representative, the 12 volunteer 

agencies that pilot-tested these instruments recorded 28 percent of vacancies staying open 

for 6 months or more. However, the vacancy rate was only 5 to 6 percent, a rate similar 

to that reported in national studies21. 

Among the volunteer pilot agencies in this project the most sought after, and hard to 

recruit employees are RD or RD eligible with a bachelor’s degree in nutrition. Among 

the pilot agencies, a large proportion indicated they did not recruit for non-RD or RD 

eligible individuals with bachelor’s degrees, or even those with advanced degrees. 

State WIC Directors offer that either there are not enough nutritionists in the labor pool in 

an area, and/or the salaries offered by WIC are not competitive enough to attract 

 

21 AWFS, 2000 
Final Report 

WIC Staffing Data Collection Project 58 September 2005

applicants. Some State agencies employ paraprofessional CPAs because they are less 

expensive and thus less strain on their limited budgets. Other State agencies believe that 

the certification process has been properly and more stringently defined than was 

previously possible and is now too rudimentary to require a highly educated health 

professional. 

The latter group of State agencies believes health professionals’ training and skills can be 

better utilized in other roles in WIC clinics. Over recent years, State WIC management 

information systems used by WIC local agencies have been built to address complexities 

of prescribing WIC food packages. The emphasis of measuring an individual’s nutrition 

status based on a dietary recall is gradually shifting to the need to assess a client’s 

readiness to improve nutrition habits. 

All available evidence from past studies as well as this pilot shows great variety in how 

local WIC agencies are organized and how they address staffing patterns. While similar 

agencies may have best practices to offer each other, it would be most challenging to 

apply national standards in all circumstances. The value of doing so would need to be 

carefully examined. 

WIC’s strength in delivering its services and nutritional benefits has been in reaching 

even the most remote niches of the U.S. population. As an adjunct to local health care 

systems, flexible WIC staffing patterns have been a factor in past success. Increased 

standardization of State/Tribal WIC Management Information Systems (MIS) has aided 

in offsetting the variety in WIC staffing to bring similar treatment and uniform food 

benefit delivery processes across each State/Tribal jurisdiction. 

This data collection review effort provides a direction for important areas to pursue to 

continue moving forward addressing local agency staffing needs and patterns. The first 

is to come to a common vocabulary within the WIC community regarding the terms 

nutrition professional and paraprofessional. As described herein, there is not agreement 

on what criteria constitutes a nutrition professional. In most instances, a professional is 

considered someone with a minimum of a bachelor’s degree in human nutrition; in 

others, registration or being licensed is the criteria for this designation. Additional 

consensus on a definition of high-risk and assessment of non-English speaking 

participants is necessary to compare staffing needs between States. 

Secondly, there is a need to identify or refine performance measures that constitute 

quality services, including the average amount of professional staff time that is needed on 

an individual basis for WIC participants. It may be useful to provide the web-based 

application utilized in this study to State agencies in support of their continuing efforts to 

assess nutrition services staffing patterns, including the number and types of personnel 

needed to ensure the provision of quality nutrition services. 

Finally, the lack of information available at local agencies on training received by WIC 

staff indicates a need for continued support to State and local agencies in their ongoing 

efforts to define requirements for staff training, including budgeting specific allocations 

to do so. 
Final Report 

WIC Staffing Data Collection Project 59 September 2005

ATTACHMENT 1 

Methods and Challenges in Design of Instruments 

WIC Staffing Data Collection Pilot Project 
Final Report 

WIC Staffing Data Collection Project 60 September 2005

I. Designing the Data Collection Instrument 

To minimize its burden the final survey form, although comprised of many questions, is 

conceptually simple. Questions are straight-forward and all respondents should have 

been able to provide an answer to each question as each included response options of 

"Don't Know" or "Other". Although some questions of initial interest were eliminated 

(i.e., an entire detailed section of duties on breastfeeding promotion and support was 

ultimately eliminated), nearly all areas of interest identified by stakeholders were retained 

for pilot testing. This was justified in that while general concern about the length of the 

instrument was expressed in public comments, there were no suggestions as to what 

could be eliminated and in fact, very often the commenter noting an excessive length of 

the report would suggest additional items to be included. Among project advisors and 

those submitting comments, there seemed to be little interest in reducing the length of the 

pilot survey. It was anticipated that local agencies would guide the pilot-testing by being 

unable to provide requested data, or by indicating excessive burden associated with 

certain types of questions. 

Two approaches were used to ensure that respondents had a clear understanding of the 

information being requested. First, a separate set of detailed instructions were provided 

that included expanded definitions of possible responses and samples of completed 

responses. Secondly, footnotes and pop-up boxes were used liberally to explain items on 

the report form. The goal was to have the report be as self-explanatory as possible. 

Finally, to respond to questions from local staff in the process of completing the report, 

three BCA project staff members were available via a toll free telephone number to report 

difficulties or ask questions. 

The information to be collected through WIC SOLS may be organized as information 

about the people working in WIC, administrative information about the local WIC 

agency and its parent agency, information about the clinics in the local agency, and 

information about the positions in the local WIC agency. Information about the people 

working in WIC include in numbers and FTEs, the educational qualifications and the 

duties they perform. Administrative information about the local WIC agency and its 

parent agency include a unique identifier, agency caseload and characteristics, type of 

agency, frequency of food instrument issuance, travel time, ability to serve non-English 

speaking participations, additional sources of funding, indirect costs and in-kind services. 

Information about the clinics in the local agency including the caseload, travel time and 

other characteristics discussed in section II.1 of this report. Information about the 

position classifications includes identification of them, qualifications, vacancies, 

recruitment and retention, career advancement and training. 

II. Assumptions about Local Agencies 

For the pilot implementation it was anticipated that completing the report at a small local 

agency would be much simpler than at a medium size or large local agency because the 

size and complexity of the data are less and the knowledge by the director/supervisor of 
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WIC Staffing Data Collection Project 61 September 2005

an individual’s duties is more complete. It was anticipated that some local agencies, 

particularly larger ones, would have to develop an internal process to collect information 

on individual employees and consolidate it for recording on the report. It was also 

anticipated that completion of certain sections of the form, such as ‘Duties by Category 

of Staff’, for a large local agency could be quite labor intensive, particularly for the 

agencies completing the paper report forms. These expectations were generally correct. 

In contrast, a supervisor or director of a small agency would be likely to know the 

majority of data requested on the instrument from personal knowledge gained from day 

to day observations of that local agency’s operations. A supervisor or director of a 

medium size or larger local agency would be likely to need assistance from the agency’s 

staff to report on duties individuals perform and staff educational levels or training they 

have received while employed by WIC. Finally, for pilot implementation it was clear 

that training had to be provided to the sites participating to assure common definitions, 

understanding and methods of data entry and tabulation. In addition to training on the 

details of the data being collected, training also addressed how the instrument should be 

completed (e.g., which staff person or persons should complete the instrument). 

The number of funded positions by type is generally available to local agency directors. 

In the past some local agency funding was unit of service based (e.g., number of 

certifications, classes, assessments, etc.). In this case the concept of the number of 

funded positions may not be relevant; however funding local agencies in this way is 

limited in occurrence. 

The length of vacancies was anticipated to be reliably recalled by the respondent, or a 

supervisory in a large agency as it is generally quite germane to their own work situation. 

Management's assessment of recruitment and retention difficulties may not necessarily be 

completely valid but would be correct relative to different positions, and be informative 

and useful. 

III. Instruments for Pilot-Testing 

This section of this report presents general information on the development of paper and 

electronic versions of the report forms that were developed. 

The process of developing the reporting instruments began by drafting the paper 

instrument to determine the questions to be included in the report. Once final decisions 

were made, the development of the electronic web-based instrument began. For the most 

part the different report formats collect the same information as described below. 

Primarily the electronic based report allowed data to be reported on an individual staff 

basis, while in the paper version respondents were asked to report the data in a summary 

fashion. For instance, in the electronic version each individual staff member is entered 

into the system by a local agency administrator (LAA) and then either the local agency 

director (LAD) or designated clinic supervisor (CS) reports the educational qualifications 

and duties for each individual. In the paper version, the local agency is asked to report 
Final Report 

WIC Staffing Data Collection Project 62 September 2005

the total number of individuals and FTEs for each of the sub-categories of educational 

qualifications. 

Likewise, information on clinics is collected differently between the paper and electronic 

versions in that the electronic report form has each item of interest reported for each 

clinic, whereas the paper version requires that the respondent report the total number of 

clinics with a given characteristic. Additionally, the respondent is asked to report the 

percent of the local agency caseload in those clinics with the given characteristic. Other 

differences in the approach for collecting the information are noted in the following 

discussion, as appropriate. More detail about the electronic version is provided in a 

separate section below. The electronic responses tended to be more accurate, as 

mathematical errors were far less likely. 

III.1. Electronic Data Collection Instrument 

FNS was interested in reducing the burden of the local agency reporting process through 

the use of an automated, on-line data collection instrument. In the pilot implementation, 

we did not find any of the volunteer agencies, regardless of size, that could not have 

responded to the on-line report. 

One of the major factors limiting the ability to minimize the reporting via automation is 

that WIC State agencies may desire any staffing reports go through them prior to 

submission to anyone outside their State. Routing first to the State and then to a central 

location would complicate the technical processing requirements of an automated system 

and would have to be considered for its costs and benefits prior to actual system 

implementation. However, State review or comment on locally prepared reports may be 

beneficial to USDA in minimizing errors and discrepancies in the data. This was the 

final design of the electronic instrument. Additionally, a State role seems necessary for 

management and training purposes of implementing the report. 

The electronic data collection instrument was designed as a web site on which local 

agencies could enter their data. The conceptual approach for the electronic instrument is 

different than for the paper instrument. To complete the paper instrument, agencies must 

first collect all the required information about the agency, the clinics, and their staff. 

Next they had to compile the information, performing whatever calculations were 

necessary to provide the summary answers for the tables in the instrument. To assist in 

this process, worksheets were provided in the detailed instructions. It was anticipated 

that these agencies, particularly the medium and large ones, would have to develop 

additional tools to compile the summary data. 

In the electronic version, agencies entered information about individual clinic sites and 

individual staff members. The system records the information on an individual clinic or 

personal basis. From that, calculations may be done with the raw data to produce the 

summary data comparable to the paper version tables. Agencies were instructed to 

develop a coding system for their employees so that they could identify which staff had 
Final Report 

WIC Staffing Data Collection Project 63 September 2005

been entered into the system, without having to provide personally identifiable 

information in the instrument. 

Several advantages were anticipated to the electronic approach. It minimizes 

mathematical errors in tabulations. Plus, a greater level of detail is captured, allowing for 

more analysis of the data. It is easier to identify and correct errors, because information 

can be traced back to a specific clinic or regarding a specific staff member. Finally, this 

approach was anticipated to be somewhat easier for the local agencies. For large 

agencies in particular, it is easier to spread the data collection effort over several 

individuals instead of concentrating it on one or two people, most likely the WIC local 

agency director. Since it does not require local agency staff to understand the conceptual 

approach to the summary tables, less training may be needed on this aspect of the 

instrument. Although the training for the electronic instrument included instruction on 

the set up process, the overall training actually required about one fourth less time than 

the training for the paper instrument. 

In the electronic instrument, three types of “roles” are identified. They are the Local 

Agency WIC Director (LAD), a Local Agency Administrator (LAA), and one or more 

Clinic Supervisors (CS). Each role has specific responsibilities. 

The LAA is responsible for setting up the user accounts for each staff member who will 

be entering data into the system. The CSs are responsible for entering the information 

about each clinic and each staff person assigned to them for this data collection process. 

It is not necessary that these staff report to the CS in the normal course of their duties; 

however, the CS must have, or be able to obtain, the detailed knowledge of the 

individual, such as educational background and job duties. The primary requirement is 

that each staff member must be assigned to one and only one CS for purposes of the data 

collection. 

The LAD is ultimately responsible for the entirety of the data submitted for her agency. 

A LAD can enter information for individual clinics and staff, instead of assigning them to 

a CS, and she can override and change information entered by a CS. As each CS 

completes her portion of the instrument, she submits that data to the LAD. Once all of 

the data for the agency is entered and approved by the LAD, the LAD submits the 

instrument to the central host. The LAD also answers the set of questions about the 

agency. 

III. 2. Information About the People Currently Working in WIC 

The objective of a classification system of WIC local agency staff for the purpose of local 

agency administrative reporting is to present a comprehensive, useful picture of local 

agency staffing. It includes all staff that contributes to the operation of the program, 

recognizes and emphasizes the unique aspects of WIC, is concordant with professional 

classification of nutritionists and transcends the limitations of the variety of personnel 

system classification approaches found in actual practice. 
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WIC Staffing Data Collection Project 64 September 2005

Initially a matrix of duties and qualifications was considered to categorize individuals by 

general grouping of education and a general functional role. This matrix approach was 

abandoned due the need to include dietetic registration as an important part of 

qualifications and a lack of agreement on definitions of "paraprofessional" and "direct 

services". It became apparent that even if definitions were provided it would be difficult 

to get many respondents to acknowledge or report according to those definitions. Thus, 

the approach utilized was to separately obtain information about staff educational 

qualifications (including dietetic registration) and about the duties performed. As well, a 

distinction was made between the people working in WIC and the positions they filled to 

clearly identify the qualifications of the existing workforce, as opposed to that defined by 

the written policies, i.e., position classification descriptions and qualifications. For 

instance, it is not unusual for management to have the authority to, in effect waive 

educational or other requirements to fill a position, particularly if it has been difficult to 

do so. 

III.2.1. Staff Educational Qualifications 

The assessment of staff qualifications includes education, dietetic registration and 

training. The other dimension of interest in qualifications of individuals is years of 

related work experience. However, for the sake of reducing complexity in the reporting 

system, work experience was not included. 

In WIC SOLS reporting staff are reported in one of three groups - individuals with 

human nutrition degrees, individuals with nursing and other health related degrees and all 

other WIC staff. Each of these groupings includes multiple sub-groups, as follows. 

III.2.1.1. Qualifications off Individuals with Human Nutrition Degrees

The sub-grouping of individuals with human nutrition degrees differentiates between the 

following educational qualifications: 

A) Bachelor’s Degree in Nutrition (not RD or RD eligible) 

B) Master’s or Doctorate Degree in Nutrition (not RD or RD eligible) 

C) RD Eligible – Bachelor’s Degree in Nutrition 

D) RD Eligible – Master’s or Doctorate Degree in Nutrition 

E) RD – Bachelor’s Degree in Nutrition 

F) RD – Master’s or Doctorate Degree in Nutrition 

G) RD – Master’s or Doctorate Degree in Public Health 

Based on a review of classifications previously used for nutrition professionals these 

educational qualifications were determined as being the most useful and most feasible to 

obtain accurately. The order of appearance in the pre-test version of the instrument was 

of descending qualifications (i.e., the highest level of qualification listed first). 

Responses from pre-testers indicated this order was discouraging for those without staff 

with the higher qualifications, so the order was changed to ascending educational order in 

the final version. Additionally, for clarity it was important to group the educational 

qualifications by registration status (not RD or RD eligible, RD eligible and RD). 
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WIC Staffing Data Collection Project 65 September 2005

III.2.1.2. Qualifications for Individuals with Nursing and Other Health Related Degrees

The sub-grouping of individuals with nursing and other health-related degrees 

differentiates between the following educational qualifications: 

H) Registered Nurse, including Associate, BSN and MSN 

I) Licensed Vocational Nurse, Licensed Practical Nurse or Equivalent 

J) Bachelor’s Degree or Higher in Other Specified Health or Human Services 

Related Fields with 15 or More College Credits in Nutrition 

K) Bachelor’s Degree or Higher in Other Specified Health or Human Services 

Related Fields with Less than 15 College Credits in Nutrition. 

Specified Health or Human Services related degrees include only Home Economics 

(Family Studies), Education, Public Health, Health Education, Social Work, Exercise 

Physiology and Medicine. In this group, descending order of education were used. 

III.2.1.3. Education Qualifications for All Other WIC Staff

The sub-grouping of all other WIC staff differentiates between the following educational 

qualifications: 

L) Bachelor’s Degree or Higher in non-Health or Human Services Related Fields 

M) Registered Dietetic Technician (Associate’s Degree) 

N) Associate’s Degree in Any Other Field (not nursing) 

O) Completion of State Competency Based Training Program (CBT) in Nutrition, 

Nutrition Assessment or Nutrition Education, etc., is (or will be) Only 

Academic Preparation 

P) High School or Other Education or Training Qualification (e.g., position 

requires driver’s license) Only 

Q) All Others Not Included Above (no education or training qualifications) 

In this group, descending order of education was also used. 

III.2.2. Staff Duties 

Respondents were asked to report, by the qualifications listed above, the duties of WIC 

staff members. The duties were derived in large part from the local agency section of the 

National WIC Association's (NWA) deliberations on WIC staffing issues over the last 

several years. The Advisory Panel to the project added a few items to this list of duties. 

The final list of duties on the report form include: 

Appointment scheduling 

Intake (income, residence, and motor voter) 

Collect heights and weights 

Collect blood work 

Obtain health history 

Conduct health screening (immunizations, lead, etc.) 

Assess nutrition risk, determine eligibility 

Assign food package 
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WIC Staffing Data Collection Project 66 September 2005

Make referrals to other services 

Complete dietary recall or equivalent 

Special formula prescription and follow-up 

Therapeutic nutrition counseling and care plans 

Provide high-risk counseling and nutrition care plans 

Food instrument issuance 

Provide individual nutrition education 

Provide group nutrition education 

Breastfeeding promotion & support with individuals or groups 

All other nutrition education activities 

Developing or providing staff training 

Outreach activities 

Vendor management 

Personnel supervision 

Program planning and management, including budgeting 

Clinic management 

It was important to utilize something beyond a binomial assessment of whether an 

individual performed a duty. If asked simply to indicate "Yes" or "No" to whether 

individuals performed a given duty, it would appear that everyone did everything, 

particularly in small agencies. Cross-training is extremely common in WIC, with 

nutrition professionals able to manage clinic flow, clerks being able to obtain heights 

and weights when needed, etc. Thus a semi-quantitative assessment of the level of 

responsibility for particular duties (primary, secondary and emergency) was selected as 

more feasible to obtain and more useful than attempts to quantify time spent on 

particular duties or simple yes or no responses. 

In the paper instrument, for each group of staff with the respective educational 

qualifications respondents were asked to indicate the number of individuals with varying 

levels of responsibility for conducting the duty as either primary, secondary or on an 

emergency basis. For primary responsibility the individual performs the duty as a 

regular part of their job function and they are among the first individual(s) expected to 

handle the task. Secondary responsibility for a task indicates that the individual 

performs the duty as a back-up to the person(s) with the primary responsibility for the 

duty. Emergency responsibility indicates that the individual can perform the duty, but 

does so only on rare occasions. 

III.3. Information About the Local Agency 

Information about the local agency includes the agency name and number, State agency 

under which the local agency operates, monthly WIC participation, type of agency, 

frequency of food instrument issuance, travel and other time required to operate 

temporary clinics, percent of caseload that is high risk, percent of caseload that is nonEnglish speaking, the agency’s ability to serve non-English speaking clients, financial 

support received other than State agency base WIC funding, changes in non-WIC 

financial support between federal fiscal years, indirect or overhead costs paid to the 
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WIC Staffing Data Collection Project 67 September 2005

parent agency, the indirect cost or overhead cost rate, the basis of that rate, and how nonprogrammatic administrative costs are covered (e.g., payroll, etc.). 

III.3.1. Local Agency Identification 

Each local agency is asked to identify itself by name as the agency with responsibility for 

administering the WIC Program. Additionally, the unique agency identifier, or local 

agency number that is assigned by the State and used for agency level reporting is 

requested. Finally, local agencies are asked to identify the State agency under which it 

operates. Although there is not a national level unique identifier for local agencies the 

combination of the State agency and the local agency number is expected to constitute 

such a unique identifier. 

In WIC SOLS the respondent is simply asked to write in this information. In WIC SOLS 

Online, respondents write in the local agency name and number, but select the State 

agency from a drop-down list. 

III.3.2. Caseload 

WIC SOLS asks for the number of participants, by participant category (pregnant 

women, breastfeeding women, non-breastfeeding post-partum women, infants and 

children) for a specific month. For pilot-testing this was the most current month for 

which the information was available. If WIC SOLS were implemented on a regular basis 

the report month should be standardized for comparability across time periods. 

In the paper version of the report, local agencies simply reported the caseload by category 

for the entire agency. In WIC SOLS Online, the caseload for each agency is requested. 

This provides the information necessary for an automated calculation of percent caseload 

for clinic level questions; whereas in the paper version, agencies had to manually 

calculate those percentages (e.g., percent of caseload served in clinics with no automated 

patient record system). This manual approach increases the chance of mathematical 

errors. 

III.3.3. Type of Agency 

Descriptions of four types of local agencies are provided from which the local agency 

may select, or they may choose “Other” and provide a different description of the agency. 

III.3.4. Frequency of Food Instrument Issuance 

Local agencies are asked to provide the percent of caseload that receives food 

instruments on a monthly, bi-monthly or tri-monthly basis, or for which they do not 

know. In WIC SOLS Online, the sum of the percentages must equal one hundred. In the 

paper version, the agency is asked to ensure the reported percentages equal one hundred. 

III.3.5. Travel and Other Time Required to Operate Temporary Clinics 
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WIC Staffing Data Collection Project 68 September 2005

Agencies are asked to provide the total amount of time, to the nearest hour, spent per 

month by all local agency WIC staff preparing for, traveling to and from, setting up, 

breaking down and returning from temporary facilities, exclusive of travel time to and 

from mobile clinics. If this information is not known, the respondent could so indicate. 

III.3.6. Percent of Caseload that is High-Risk 

Agencies are asked to provide the percent of caseload that is high-risk, according to the 

State agencies definition of high-risk. If this information is not known, the respondent 

could so indicate. 

III.3.7. Percent of Caseload that is Non-English Speaking 

Agencies are asked to provide the percent of caseload that is non-English speaking. If 

this information was not known, the respondent could so indicate. 

III.3.8. The Agency’s Ability to Serve Non-English Speaking Clients 

Agencies are asked to indicate whether it has individuals with adequate language skills to 

serve clients who do not speak English. This response was to take into consideration the 

services offered, the frequency of contact, and the ability to provide nutrition education 

and explain the prescribed food package. If this information was not known, the 

respondent could so indicate. 

III.3.9. Financial Support Received Other Than State Agency Base WIC 

Funding 

Local agencies are asked to indicate whether it receives financial support for the WIC 

Program other than WIC State agency funding. This could include other State funding, 

foundation grants or in-kind goods or services. It does not include funding to the WIC 

Program to provide non-WIC services in the WIC clinic, such as immunizations or 

literacy classes. If this information is not known, the respondent could so indicate. 

III.3.10. Changes in Non-WIC Financial Support 

Agencies are asked to check “Yes” or “No” to indicate whether the non-WIC financial 

support has changed from the last federal fiscal year to this federal fiscal year. If this 

information was not known, the respondent could so indicate. 

III.3.11. Indirect or Overhead Costs Paid to the Parent Agency 

Local agencies are asked to indicate whether the WIC Program pays indirect or overhead 

costs to the parent local agency by checking either “Yes”, “No” or “Don’t Know”, as 

follows: Check “Yes” if the local agency has a federally approved indirect rate or other 

cost allocation plan and charges a portion of it to the WIC budget. If the agency has an 

indirect rate or plan but does not charge the cost to the WIC budget or does not have an 

indirect rate, check “No”. If the dollars are budgeted but never actually paid to the 

agency, check “No”. If there is uncertainty or the information to answer this question is 

not available check “Don’t Know”. A parent local agency refers to the larger agency 

responsible for housing and administering the WIC Program at the local level. 
Final Report 

WIC Staffing Data Collection Project 69 September 2005

III.3.12. Basis of Indirect or Overhead Costs and Rate 

Agencies are asked to check from a selection the cost basis of the indirect rate as either 

the percent of salaries, percent of total personnel cost, percent of total direct WIC nonfood expenses, Other, or “Don’t Know”. This refers to the items to which the indirect 

rate is applied. The cost basis is the set of expenses that the rate (i.e., percent) is 

multiplied against. 

III.3.13. Payment of Non-Programmatic Administrative Costs 

Agencies are asked to check the response that best describes how management costs 

(salaries for those individuals organizationally “above” the WIC Director, or in the parent 

agency administrative operations, such as payroll, and other general administrative 

expenses) are charged to this WIC Program. Choices include indirect cost, direct cost, 

in-kind costs, not applicable, don’t know, or other. 

II.4. Information About the Clinics 

Some characteristics cannot readily be described at an agency level. The report 

instrumentation was designed to collect that information at clinic level. While a local 

agency level descriptor of the characteristic is desired, it is best if based on a clinic-byclinic assessment. This includes the type of clinic and whether it offers extended hours 

for client services, the level of integration of operations with other health services, 

whether the WIC staff perform height, weight and blood work measurements, what WIC 

services are provided and the population(s) served, the level of automation of participant 

records, and the process for issuing food instruments. For each of these indices the 

number of clinics and the percent of caseload served from those clinics is requested. 

II.4.1. Type of Clinic and Extended Hours 

Local agencies are asked to report the number of their clinics, and the percent of the 

agency's participation in those clinics, into one of twelve categories that include the type 

of clinic (permanent, temporary or mobile) and hours of operation (part or full-time, and 

extended hours). 

II.4.2. Integration of Operations with Other Health Services 

Local agencies are asked to report the number of their clinics, and the percent of the 

agency's participation in those clinics, into one of five classifications including no 

integration, integrated services, no shared staff with WIC, integrated services, shared 

staff with WIC, other, and don't know. 

II.4.3. Anthropometric Measurements and Blood Work 

Local agencies are asked to report the number of their clinics, and the percent of the 

agency's participation in those clinics, into one of five classifications including all 

performed by WIC staff, anthropometric measure only performed by WIC staff, Neither 

performed by WIC staff, other and don't know. 
Final Report 

WIC Staffing Data Collection Project 70 September 2005

II.4.4. Services Provided and the Population(s) Served 

Local agencies are asked to report the number of their clinics, and the percent of the 

agency's participation in those clinics, into one of five classifications including all 

services provided to all participant categories, all services offered to selected categories 

of participants or selected special populations, limited services offered to select 

categories or population , other, or don't know. 

II.4.5. Automation of Participant Records 

Local agencies are asked to report the number of their clinics, and the percent of the 

agency's participation in those clinics, into one of six classifications including that 

information is recorded directly into computer; recorded on paper, then entered into 

computer in clinic; recorded on paper, then entered into computer outside clinic; there are 

no automated participant information records; other, and don't know. 

II.4.6. Process for Issuing Food Instruments 

Local agencies are asked to report the number of their clinics, and the percent of the 

agency's participation in those clinics, into one of six classifications including food 

instruments printed and issued on demand, food instruments printed in advance of 

issuance, food instruments manually issued, EBT card issuance, other, and don't know. 

II.5 Information About the Positions in WIC 

The WIC SOLS final report format separates information about the people working in 

WIC from information about the positions they occupy. This was done to provide a 

clearer picture of staffing patterns across local agencies by educational qualifications. 

That is, it was determined that between local WIC agencies there was such variability in 

the ways staff were classified into positions and the names that were assigned to the 

positions that trying to define a common set of classifications that would be adhered to in 

the report was infeasible and would result in imprecise data. For example, some local 

agencies classify an individual with a minimum of 12 hours in college level nutrition 

coursework as a nutritionist. Other local agencies might consider an individual with 

those qualifications as a paraprofessional. Even further, some agencies would identify 

individuals with a bachelor's degree in human nutrition, without registration as a dietitian, 

as a paraprofessional. 

Nevertheless, gathering information about positions is necessary in order to obtain 

information about the number of positions, vacancies, career opportunities, etc. When 

recruiting individuals for employment in a local WIC Program, one does so for a given 

position that allows individuals with many types of educational backgrounds to be 

considered. However, vacancies correspond to positions, not necessarily educational 

qualifications. The approach in the reporting systems is to allow each agency to identify 

its own position classifications and related educational and registration qualifications 

used in their WIC Programs. Information about the number of positions, vacancies, 

recruitment and retention, career advancement and training are then collected about these 

positions. 
Final Report 

WIC Staffing Data Collection Project 71 September 2005

II.5.1. Budgeted Positions 

The number of budgeted positions and the FTE of these positions are requested for each 

of the position classifications provided by the local WIC agency. The number of 

vacancies, length of vacancies and reasons for vacancies are also recorded. The length of 

vacancies are recorded as: 

Three months or less 

More than 3 months but not more than six months 

More than six months but not more than nine months 

More than nine months but not more than twelve months or more than twelve months. 

Reasons for vacancies are recorded as: 

Being a recent vacancy 

No qualified applicants from which to hire 

Qualified applicants declined offer 

Lack of hiring authority to fill a funded position (e.g., hiring freeze) 

No funding for position 

Position not currently needed 

Position being phased out 

No time to recruit and train new employees 

Long hiring process 

Other 

The number of positions budgeted now compared to this time last year are recorded as 

stable, increased or decreased. The reasons for increases are recorded as: 

Increased because of increase in authorized caseload and associated funding 

Increased because of increase in general funding with no increase in caseload 

Increased because received funding for special purpose 

Increased because change in operations allowed expansion in number of positions the 

budget could support 

Increased for other reason 

The reasons for decreases recorded as: 

Decreased because of decrease in authorized caseload and associated funding 

Decreased because of decrease in general funding with no decrease in caseload 

Decreased because lost funding for special purpose 

Decreased because change in operations reduced the number of these positions 

budget could support 

Decreased for other reason, please describe: 

II.5.2. Career Advancement 

For each position classification reported, the respondent is asked to indicate whether the 

agency has a structured classification system with multiple levels within the 

classification, (e.g., clerk I through clerk IV). For those that do, they are asked to report 
Final Report 

WIC Staffing Data Collection Project 72 September 2005

whether their Program uses more than one level; for those that don't they are asked if 

there are other opportunities for promotion or advancement within their WIC Program. 

Finally, respondents are asked if individuals in this position have left the agency within 

the past twelve months and taken a promotion at another local or State WIC Program. In 

the interest of simplicity, it was decided not to include career advancement opportunities 

within the parent local agency. 

II.5.3. Staff Training 

Little information is available on the offerings afforded WIC staff for training and 

continuing education by their State or local agency. The generally available information 

is on training needs as identified by staff. Reporting requirements for training activities 

and costs will result in increased attention and specific management of training. 

However, local agency business processes may require revision in order to be able to 

properly report this information. While considered, the agency commitment to training 

opportunities defined in dollar figures on the report was not included. It was determined 

that this information largely did not exist at the local agency. 

Staff training is reported on by the position classifications reported by the local WIC 

agency. Within each position, the respondent is asked to indicate to the nearest 10th 

percent (e.g., 10th, 20th, 30th, etc.) the proportion of individuals in that position that have 

received the following types of training within the past twelve months: 

Only On-The-Job Training 

State Developed Competency Based Training Program (in nutrition, nutrition 

assessment, nutrition education, etc.) 

Other State Developed Training Program (e.g., use of computer system, etc.) 

Training in Support of Professional or Technical Certification (e.g., IBLCE or 

Microsoft certification) 

ADA Internships 

WIC Training Conferences 

University Based Professional Training (e.g., University of Iowa Infant Nutrition 

course) 

Local Agency (Non-WIC) Sponsored Training 

Tuition Payments or Work Time for Degree Program. 

Other Continuing Education for Licensure or Registration Credits (CEUs) 

Other Training (Conflict Management, Civil Rights, etc.) 

Finally, for each position, the respondent is asked to indicate whether the agency has an 

annual training requirement. 

II.5.4. Salaries and Benefits 

For each position defined local agencies are asked to report the entry-level annual salary 

for a full-time person in that position. Whether the agency has pay differentials, and what 

for, are also reported. It was recommended by the project advisory board to limit salary 

information to this minimal information. This recommendation was made in deference to 

AWFS 2000 that gathers extensive salary data for nutrition professionals. 
Final Report 

WIC Staffing Data Collection Project 73 September 2005

While the most useful measure of salaries by position would be the individual's actual 

current salary, obtaining this information is fraught with difficulty. Individual salaries 

are viewed to be personal information; in survey research income levels are the most 

frequent information people refuse to provide. Inquiring about personal income levels 

would put off respondents and undermine the proposed reporting system. A reasonable 

proxy is salary by position type for the agency. It was recommended by GAO that 

USDA obtain salary information. 

For the majority of agencies salary information will be readily available to management 

staff. However, collecting and analyzing minimum and maximum salary levels for 

thousands of staff position types would be a daunting task. The current report does 

collect in this fashion for salaries, and was evaluated in the pilot implementation. 

The utility of collecting information on benefits is the need to identify the variability of 

benefits received by the WIC workforce and to relate it to difficulties in recruitment, 

retention and vacancies. Little sample data regarding benefits is available from previous 

work. Questions regarding benefits include the type of benefits, full-time versus parttime employees' receipt of benefits, WIC employees benefits compared with non-WIC 

employees benefits of the same parent local agency, and the percent of salaries budgeted 

as benefits. This information on benefits is not obtained in relation to positions, but 

rather, generally for all WIC staff. 

The benefits reported on are: 

Paid vacation 

Paid holidays 

Paid sick leave 

Employer contribution to health insurance 

Prescription drug benefit in health insurance 

Employer contribution to dental insurance 

Employer contribution to vision insurance 

Employer contribution to life insurance policy 

Employer contribution to retirement program 

Deferred compensation system 

Cafeteria plans22 

Employer subsidized child care 

Education benefits (e.g., tuition waivers at State universities) 

Housing allowance 

Other (please describe) 

 

22 A Cafeteria Benefit Plan sponsored by an employer allows employees to contribute a designated amount 

of wages, on a pre-tax basis, for a variety of benefits the employee selects from a “menu” of benefits (e.g.,

child care, educational expenses and healthcare expenses). Employees are directly reimbursed from 

employer for actual expenses. 
Final Report 

WIC Staffing Data Collection Project 74 September 2005

ATTACHMENT 2 

Local Agency Staffing Reporting System 

Final Paper Instrument 
Final Report 

75

WIC 

 Survey 

 Of 

 Local 

 Staffing 

 Report

 Administrative Reporting 

Paper Instrumentation
Final Report 

76

Local Agency and Clinic Information and Characteristics 

Local Agency Name: ________________________________________________________ 

Local Agency Number: ________________________________________________________ 

State Agency Name (as used herein, “State” refers to geographic States, Territories and Indian 

Tribal Organizations (ITOs): 

 _________________________________________________________ 

1. What was this agency’s participation in July 2004 or the most recent month for which this information 

is available? (See item #1 of the instructions for definition of participation.) 

WOMEN INFANTS CHILDREN 

Pregnant 

Postpartum, 

non-breast 

feeding 

Breastfeeding Infants Children Total23

Number of 

Participants 

 

2. Check the one response that best describes this agency. If none of the responses apply, please check 

“Other” and describe. 

_______Private, non-profit agency under contract with the State Health Department 

_______Local governmental unit (e.g., county or city health department, individual tribe) 

under contract with the State Health Department 

_______Sub-unit of the State Health Department (e.g., district, regional, county or other local 

office) 

_______State Health Department in which State office based staff provide State agency and 

local agency services 

_______Other, please describe: _________________________________________________ 

____________________________________________________________________ 

 

18 Must equal the sum of pregnant women, postpartum non-breastfeeding women, breastfeeding women, infants 

and children reported. 
USDA FNS WIC SOLS Report – Final Report 

Local Agency and Clinic Information and Characteristics 

77 

3. Enter the number of clinics this agency operates that match each description of type of clinic and hours of operation (combina

and the percent of this agency’s participation served in each type of clinic. If clinics provide services on nights or weekends but do 

costs, report as no extended hours. 

Table 3: Hours of Operation 

Type of Clinic 

Open Full-Time24

& 

No Extended 

Hours25

Open Full-Time 

& 

 Extended Hours 

Open PartTime26 & 

No Extended 

Hours 

Open Part-Tim

& 

 Extended Hou

Permanent Facility (Owned, Rented Number of Clinics or Occupied Full-Time by WIC Program) Percent of Participation Temporary Facility (Used or Rented Number of Clinics Just for Clinic Days by WIC Program) Percent of Participation 

Number of Clinics 

Mobile Clinic 

Percent of Participation Number of Clinics 

TOTAL 

Percent of Participation 

19At least 35 hours/week 20Some services provided at times when extraordinary costs are incurred such as differential pay, security, or other unusual expenses. 21Less than 35 hours/week 
USDA FNS WIC SOLS Report – Final Report 

Local Agency and Clinic Information and Characteristics 

78 

4. Enter the number of clinics this agency operates that match each description of integration with other 

health services; then enter the percent of the agency’s caseload served in each type of clinic. 

5. Enter the number of clinics this agency operates that match each description of collecting 

anthropometric and blood work measures; then enter the percent of the agency’s caseload served in each 

type of clinic. 

Table 5: Anthropometric and Blood Work Measures 

Number 

of Clinics 

Percent 

of 

Caseload 

All performed by WIC staff. All or most anthropometric measures (e.g.,

heights/weights) and blood work are conducted by WIC staff in the WIC clinic. 

Anthropometric measures only performed by WIC staff. All or most 

anthropometric measures (e.g., heights/weights) are conducted by WIC staff in the 

WIC clinic; but all or most blood work is conducted by other provider(s). 

 

Neither performed by WIC staff. All or most anthropometric measures (e.g.,

heights/weights) and blood work are conducted by other provider(s). 

Other, please describe: 

Don’t Know 

TOTAL 100% 

 

22Integration means 1) common intake process; 2) combined patient records; or 3) routine sharing of medical information between 

programs. 

Table 4: Integration27 With Other Health Services Number 

of Clinics 

Percent 

of 

Caseload 

No integration. Stand alone or co-located WIC clinic with little or no integration 

of services and WIC services are provided entirely by WIC-dedicated staff. 

 

Integrated services, no shared staff with WIC. WIC clinics integrated with 

other health services but all WIC services provided by WIC-dedicated staff. 

 

Integrated services, shared staff with WIC. WIC clinics are integrated with 

other health services and there is some use of shared staff between programs. 

 

Other, please describe: 

Don’t Know 

TOTAL 100% 
USDA FNS WIC SOLS Report – Final Report 

Local Agency and Clinic Information and Characteristics 

79 

6. For each description of services provided and populations served, enter the number of WIC clinics this 

WIC agency operates and the percent of the total caseload served in that manner. 

Table 6: Services Provided and Population Served Number 

of Clinics 

Percent 

of 

Caseload 

All services provided to all participant categories. Clinic routinely certifies and 

provides ongoing services to all categories of participants. 

 

All services offered to selected categories of participants or selected special 

populations. Clinic routinely certifies and provides ongoing services to selected 

categories of participants or special populations only (e.g., prenatal women, 

migrants or non-English speaking populations, special clinics at schools for 

pregnant teens, etc.). 

 

Limited services offered to select categories or populations. Clinic routinely 

certifies only selected categories of participants or special populations (e.g.,

postpartum women and newborn infants, migrants or non-English speaking 

participants) and refers them to another clinic for future ongoing services. 

 

Other, please describe: 

Don’t Know 

TOTAL 100% 

7. For each description of automation of participant records, enter the number of WIC clinics this WIC 

agency operates and the percent of the total caseload served. 

Table 7: Level of Automation of Participant Records. 

Number of 

Clinics 

Percent 

of 

Caseload 

Recorded directly into computer. Clinic staff record all or most participant 

information directly into a computer located in the clinic. 

 

Recorded on paper, then entered into computer in clinic. Clinic staff record 

all or most participant information on paper first and then transcribe the 

information into a computer located in the clinic. 

 

Recorded on paper, then entered into computer outside clinic. Clinic staff 

record all participant information on paper and the data is entered into a computer 

system somewhere other than the clinic. 

 

No automated participant information records. 

Other, please describe: 

Don’t Know 

TOTAL 100% 
USDA FNS WIC SOLS Report – Final Report 

Local Agency and Clinic Information and Characteristics 

80 

8. For each description of the process for issuing food instruments, enter the number of WIC clinics this 

WIC agency operates and the percent of the total caseload served. 

Table 8: Process for Issuing Food Instruments 

Number 

of Clinics 

Percent 

of 

Caseload 

FIs printed and issued on demand. Clinic staff print food instruments 

“on demand” in the clinic using the automation system. 

 

FIs printed in advance of issuance. Clinic staff issue food instruments 

that are centrally printed in advance of the clinic (either by the State 

agency or the local agency). 

 

FIs manually issued. Clinic staff manually prepare and issue food 

instruments in the clinic.

 

EBT card issuance. Clinic staff issue EBT cards in the clinic using the 

automated system. 

 

Other, please describe: 

Don’t Know 

TOTAL 100% 

9. Enter the percent of this local agency’s WIC caseload issued food instruments monthly, bi-monthly 

and tri-monthly. 

Frequency of Food 

Instrument Issuance 

Percent of 

Caseload 

Monthly 

Bi-Monthly 

Tri-Monthly 

Don’t Know 

Total 100% 

10. What is the total amount of time, to the nearest hour, spent per month by all local agency WIC staff 

preparing for, traveling to and from, setting up, breaking down and returning from temporary facilities? Do 

not include travel time to and from mobile clinics.

_______ Hours 

_______ Don’t Know 

11. Enter the percent of this local agency’s WIC caseload that is high-risk, as defined by State policy. 

______ Percent of caseload that is high-risk 

_______ Don’t Know 
USDA FNS WIC SOLS Report – Final Report 

Local Agency and Clinic Information and Characteristics 

81 

12. Enter the percent of this local agency’s WIC caseload that is non-English speaking. 

______ Percent of caseload that is non-English speaking 

______ Don’t Know 

13. Does this agency have individuals with adequate language skills to serve non-English speaking clients? 

_______Yes 

_______No 

_______Don’t Know 

The following questions (14-17) are about the local WIC budget and the program’s financial management. If 

this information is unavailable, simply check “Don’t Know”. For further information on the items in the 

questions below, see the WIC SOLS Detailed Instructions. 

14. Please indicate whether this WIC Program receives any financial support, other than the WIC funding 

provided by the State agency (e.g., foundation or other grants or cash payments; in-kind assistance such as 

rent, personnel benefits, etc.). Financial support does not refer to funding the WIC Program uses to 

provide non-WIC services in the WIC clinics, such as providing immunization or conducting literacy 

classes.

_______Yes 

_______No (skip to question 16) 

_______Don’t Know (skip to question 16) 

15. Has the current value of grants, cash payment or in-kind support, indicated in item 14, changed from 

the last federal fiscal year to this federal fiscal year? 

_______Yes, increased 

_______Yes, decreased 

_______No 

_______Don’t Know 

16. Please indicate whether this WIC Program pays indirect or overhead costs to its parent local agency28. 

_______Yes 

_______No (skip to question 17) 

_______Don’t Know (skip to question 17) 

 

23A parent local agency refers to the larger agency responsible for housing and administering the WIC Program 

at the local level such as a county or city health department, hospital or tribe. 
USDA FNS WIC SOLS Report – Final Report 

Local Agency and Clinic Information and Characteristics 

82 

16a. If yes, enter the indirect or overhead cost rate or “Don’t Know”. 

_______ % 

_______ Don’t Know 

16b. Check the cost basis of the indirect or overhead rate (e.g., salaries only, total personnel cost, DK, 

etc.). 

_________ Salaries only 

_________ Total personnel cost 

_________ Total direct WIC non-food expenses 

_________ Other 

_________ Don’t Know 

17. Check the response that best describes how management costs are charged to this WIC Program (e.g., 

salaries for those individuals organizationally “above” the WIC Director, in the parent agency 

administrative operations, such as payroll, and other general administrative expenses). 

______As an indirect cost 

______As a direct cost 

______As in-kind; these costs are not charged to WIC 

______Not applicable 

______Don’t Know 

______Other, please describe 

_____________________________________________________________ 

_____________________________________________________________ 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Educational Qualifications 

83 

18. Record the number of staff members and respective Full-Time Equivalents (FTEs) for all people currently 

providing WIC supported activities for this local agency WIC Program. Individuals are to be counted only 

once - at their highest level of educational attainment. With one exception (breastfeeding peer counselors) all 

employees and contracted staff who are directly funded by WIC should be included. (Individuals who are 

working only as breastfeeding peer counselors are not to be recorded here.) Individuals who provide services 

used by WIC but who are not charged directly to WIC (e.g., accounting staff who are paid through an indirect 

cost rate) are not included. For reporting ease, three groupings of staff are utilized: 

• Individuals with a minimum of a Bachelor’s degree or higher in Human Nutrition (Table 18A) 

• Individuals with Nursing or other specified Health or Human Services related degrees (Table 18B) 

• All other WIC staff (Table 18C) 

 These same groupings of staff will be used for Tables 25-27 and Table 30. 

Table 18A: Number of Individuals with Human Nutrition Degrees (minimum 

Bachelor’s) and Full-Time Equivalents (FTEs)

Education Qualifications Number of Staff Number of FTEs 

A. Bachelor’s Degree in 

Nutrition (not RD or RD 

eligible) 

 

B. Master’s or Doctorate Degree 

in Nutrition (not RD or RD 

eligible)

 

C. RD Eligible - Bachelor’s 

Degree in Nutrition

 

D. RD Eligible - Master’s or 

Doctorate Degree in 

Nutrition 

 

E. RD - Bachelor’s Degree in 

Nutrition

 

F. RD - Master’s or Doctorate 

Degree in Nutrition 

 

G. RD - Master’s or Doctorate 

Degree in Public Health 

 

Subtotal 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Educational Qualifications 

84 

In Table 18B below, record staff with Nursing degrees and those with the following specified 

Health or Human Services related degrees: 

Home Economics; 

Education; 

Public Health; 

Health Education; 

Social Work; 

Exercise Physiology; and 

Medicine. 

Table 18B: Number of Individuals with any Nursing Degree or Other Specified 

Health or Human Services Related Degrees and Full-Time Equivalents (FTEs) 

Education Qualifications Number of Staff Number of FTEs 

H. Registered Nurse, including 

Associate, BSN and MSN 

I. Licensed Vocational Nurse; 

Licensed Practical Nurse or 

Equivalent 

 

J. Bachelor’s Degree or Higher 

in Other Specified Health or 

Human Services Related 

Fields with 15 or More 

College Credits in Nutrition 

 

K. Bachelor’s Degree or Higher 

in Other Specified Health or 

Human Services Related 

Fields with Less than 15 

College Credits in Nutrition. 

 

Subtotal 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Educational Qualifications 

85 

In Table 18C below, the hierarchy for classifying “Other WIC Staff” presumes the individuals 

in Row P have high school degrees; although it is recognized this may not always be true. If an 

individual has received the CBT, count them in this field, regardless of high school education. 

Table 18C 

Number of All Other WIC Staff and Full-Time Equivalents (FTEs) 

Education Qualifications Number of Staff Number of FTEs 

H. Bachelor’s Degree or Higher 

in non-Health or Human 

Services Related Fields 

 

I. Registered Dietetic 

Technician (Associate’s 

Degree) 

 

J. Associate’s Degree in Any 

Other Field (not nursing) 

K. Completion of State 

Competency Based Training 

Program (CBT) in Nutrition, 

Nutrition Assessment or 

Nutrition Education, etc., is 

(or will be) Only Academic 

Preparation 

 

L. High School or Other 

Education or Training 

Qualification (e.g., position 

requires driver’s license) 

Only 

 

M. All Others Not Included 

Above (no education or 

training qualifications) 

 

Subtotal 

19. Enter the number of staff included in Table 18A, 18B or 18C who are International Board of Lactation 

Consultant Examiners (IBLCE) Certified Lactation Consultants. 

________________________________________ 

Number of Certified Lactation Consultants 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Educational Qualifications 

86 

20. How many full-time equivalents (FTEs) do these IBLCE Certified Lactation Consultants represents? 

_____________________________________ 

FTEs of IBLCE Certified Lactation Consultants 

21. Enter the number of breastfeeding peer counselors (paid or unpaid) this WIC Program utilizes. (These 

individuals are not counted in Tables 18A, 18B or 18C.) 

_____________________ 

Number of Peer Counselors 

22. How many full-time equivalents (FTEs) do these breastfeeding peer counselors represent? 

_____________________ 

FTEs of Peer Counselors 

23. How many other volunteers (i.e., not breastfeeding peer counselors) work with this WIC Program? (These 

are individuals not counted in Tables 18A, 18B or 18C.) 

________________________ 

Number of Other Volunteers 

24. How many full-time equivalents (FTEs) do these other volunteers, not peer counselors, represent? 

____________________ 

FTEs of Volunteers 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Staff Duties by Education Qualification 

87 

25. For each Table, 25A (staff with nutrition degrees), 25B (staff with nursing or other specified health or human services prof

25C (other WIC staff), for each duty listed, record the number of staff with each level of responsibility(Primary, Secondary or 

specific qualification. Leave cells blank for those duties that the respective staff do not perform. For more detailed instruction

Detailed Instructions. 

Table 25A: Duties of WIC Staff by Qualifications – Nutritionists

Appointment Scheduling 

Intake (Income, Residence, & 

Motor Voter

)

Collect Heights & Weights 

Collect Blood work 

Obtain Health History 

Conduct Health Screening 

(Immunizations, Lead, etc.) 

Assess Nutrition Risk, 

Determine Eligibility 

Assign Food Package 

Make Referrals to Other 

Services 

Complete Dietary Recall or 

Equivalent 

Special Formula Prescription 

and Follow-Up 

Therapeutic Nutrition 

Counseling and Care Plans 

Provide high-risk counseling 

and nutrition care plans 

Food Instrument Issuance 

Provide Individual Nutrition 

Education 

Provide Group Nutrition Ed 

Breastfeeding Promotion & 

Support with Individuals or 

Groups 

Bachelor’s Degree in Nutrition (not RD or RD eligible)  Primary  Secondary  Emergency Master’s or Doctorate Degree in Nutrition (not RD or RD eligible)  Primary  Secondary  Emergency RD Eligible - Bachelor’s Degree in Nutrition  Primary  Secondary 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Staff Duties by Education Qualification 

88 

Table 25A: Duties of WIC Staff by Qualifications – Nutritionists

Appointment Scheduling 

Intake (Income, Residence, & 

Motor Voter

)

Collect Heights & Weights 

Collect Blood work 

Obtain Health History 

Conduct Health Screening 

(Immunizations, Lead, etc.) 

Assess Nutrition Risk, 

Determine Eligibility 

Assign Food Package 

Make Referrals to Other 

Services 

Complete Dietary Recall or 

Equivalent 

Special Formula Prescription 

and Follow-Up 

Therapeutic Nutrition 

Counseling and Care Plans 

Provide high-risk counseling 

and nutrition care plans 

Food Instrument Issuance 

Provide Individual Nutrition 

Education 

Provide Group Nutrition Ed 

Breastfeeding Promotion & 

Support with Individuals or 

Groups 

 Emergency RD Eligible – Master’s/Doctorate Degree in Nutrition  Primary  Secondary  Emergency RD - Bachelor’s Degree in Nutrition  Primary  Secondary  Emergency RD - Master’s or Doctorate Degree in Nutrition  Primary  Secondary  Emergency 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Staff Duties by Education Qualification 

89 

Table 25A: Duties of WIC Staff by Qualifications – Nutritionists

Appointment Scheduling 

Intake (Income, Residence, & 

Motor Voter

)

Collect Heights & Weights 

Collect Blood work 

Obtain Health History 

Conduct Health Screening 

(Immunizations, Lead, etc.) 

Assess Nutrition Risk, 

Determine Eligibility 

Assign Food Package 

Make Referrals to Other 

Services 

Complete Dietary Recall or 

Equivalent 

Special Formula Prescription 

and Follow-Up 

Therapeutic Nutrition 

Counseling and Care Plans 

Provide high-risk counseling 

and nutrition care plans 

Food Instrument Issuance 

Provide Individual Nutrition 

Education 

Provide Group Nutrition Ed 

Breastfeeding Promotion & 

Support with Individuals or 

Groups 

RD - Master’s or Doctorate Degree in Public Health  Primary  Secondary  Emergency 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Staff Duties by Education Qualification 

90 

Table 25B: Duties of WIC Staff by Qualifications - Nurses and Other Specified Health or Human Servic

Appointment Scheduling 

Intake (Income, Residence, & 

Motor Voter

)

Collect Heights & Weights 

Collect Blood work 

Obtain Health History 

Conduct Health Screening 

(Immunizations, Lead, etc.) 

Assess Nutrition Risk, 

Determine Eligibility 

Assign Food Package 

Make Referrals to Other 

Services 

Complete Dietary Recall or 

Equivalent 

Special Formula Prescription 

and Follow-Up 

Therapeutic Nutrition 

Counseling and Care Plans 

Provide high-risk counseling 

and nutrition care plans 

Food Instrument Issuance 

Provide Individual Nutrition 

Education 

Provide Group Nutrition Ed 

Breastfeeding Promotion & 

Support with Individuals or 

Groups 

Nutrition Education Activities 

RN  Primary  Secondary  Emergency LPN or LVN or Equivalent  Primary  Secondary  Emergency Other Specified Health or Human Services Related Degree with at Least (>=) 15 Hours College Credit in Nutrition  Primary  Secondary  Emergency 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Staff Duties by Education Qualification 

91 

Table 25B: Duties of WIC Staff by Qualifications - Nurses and Other Specified Health or Human Servic

Appointment Scheduling 

Intake (Income, Residence, & 

Motor Voter

)

Collect Heights & Weights 

Collect Blood work 

Obtain Health History 

Conduct Health Screening 

(Immunizations, Lead, etc.) 

Assess Nutrition Risk, 

Determine Eligibility 

Assign Food Package 

Make Referrals to Other 

Services 

Complete Dietary Recall or 

Equivalent 

Special Formula Prescription 

and Follow-Up 

Therapeutic Nutrition 

Counseling and Care Plans 

Provide high-risk counseling 

and nutrition care plans 

Food Instrument Issuance 

Provide Individual Nutrition 

Education 

Provide Group Nutrition Ed 

Breastfeeding Promotion & 

Support with Individuals or 

Groups 

Nutrition Education Activities 

Other Specified Health or Human Services Related Degree with Less than (<) 15 Hours College Credit in Nutrition  Primary  Secondary  Emergency 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Staff Duties by Education Qualification 

92 

Table 25C: Duties of WIC Staff by Qualifications - Other WIC Staff 

Appointment Scheduling 

Intake (Income, Residence, & 

Motor Voter

)

Collect Heights & Weights 

Collect Blood Work 

Obtain Health History 

Conduct Health Screening 

(Immunizations, Lead, etc.) 

Assess Nutrition Risk, 

Determine Eligibility 

Assign Food Package 

Make Referrals to Other 

Services 

Complete Dietary Recall or 

Equivalent 

Special Formula Prescription 

and Follow-Up 

Therapeutic Nutrition 

Counseling and Care Plans 

Provide High-Risk Counseling 

and Nutrition Care Plans 

Food Instrument Issuance 

Provide Individual Nutrition 

Education 

Provide Group Nutrition Ed 

Breastfeeding Promotion & 

Support with Individuals or 

Groups 

All Other Nutrition Education 

Activities 

Bachelor’s Degree or Higher in non-Health or Human Services Related Fields  Primary  Secondary  Emergency Registered Dietetic Technician (Associate’s Degree)  Primary  Secondary  Emergency Associate’s Degree in Any Other Field (not nursing)  Primary  Secondary  Emergency 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Staff Duties by Education Qualification 

93 

Table 25C: Duties of WIC Staff by Qualifications - Other WIC Staff 

Appointment Scheduling 

Intake (Income, Residence, & 

Motor Voter

)

Collect Heights & Weights 

Collect Blood Work 

Obtain Health History 

Conduct Health Screening 

(Immunizations, Lead, etc.) 

Assess Nutrition Risk, 

Determine Eligibility 

Assign Food Package 

Make Referrals to Other 

Services 

Complete Dietary Recall or 

Equivalent 

Special Formula Prescription 

and Follow-Up 

Therapeutic Nutrition 

Counseling and Care Plans 

Provide High-Risk Counseling 

and Nutrition Care Plans 

Food Instrument Issuance 

Provide Individual Nutrition 

Education 

Provide Group Nutrition Ed 

Breastfeeding Promotion & 

Support with Individuals or 

Groups 

All Other Nutrition Education 

Activities 

Completion of State Competency Based Training Program (CBT) in Nutrition, Nutrition Assessment or Nutrition Education etc., is (or will be) Only Academic Preparation 

 Primary  Secondary 

 Emergency High School or Other Education or Training Qualification (e.g., position required driver’s license) Only 

 Primary 

 Secondary  Emergency 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Staff Duties by Education Qualification 

94 

Table 25C: Duties of WIC Staff by Qualifications - Other WIC Staff 

Appointment Scheduling 

Intake (Income, Residence, & 

Motor Voter

)

Collect Heights & Weights 

Collect Blood Work 

Obtain Health History 

Conduct Health Screening 

(Immunizations, Lead, etc.) 

Assess Nutrition Risk, 

Determine Eligibility 

Assign Food Package 

Make Referrals to Other 

Services 

Complete Dietary Recall or 

Equivalent 

Special Formula Prescription 

and Follow-Up 

Therapeutic Nutrition 

Counseling and Care Plans 

Provide High-Risk Counseling 

and Nutrition Care Plans 

Food Instrument Issuance 

Provide Individual Nutrition 

Education 

Provide Group Nutrition Ed 

Breastfeeding Promotion & 

Support with Individuals or 

Groups 

All Other Nutrition Education 

Activities 

All Others Not Included Above (no education or training qualifications)  Primary  Secondary  Emergency 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Difficulty in Recruitment 

95 

26. Please indicate below, for each staff qualification the frequency of difficulty in recruiting. 

Table 26 Frequency of Difficulty in Recruiting29

Staff Qualifications No Attempt 

to 

Rarely 

or 

Never 

Sometimes Usually Always 

Bachelor’s Degree in Nutrition (not RD or 

RD eligible) 

Master’s or Doctorate Degree in Nutrition 

(not RD or RD eligible) 

RD Eligible - Bachelor’s Degree in Nutrition 

RD Eligible - Master’s or Doctorate Degree 

in Nutrition 

RD - Bachelor’s Degree in Nutrition 

RD - Master’s or Doctorate Degree in 

Nutrition 

RD - Master’s or Doctorate Degree in Public 

Health 

Registered Nurse, Including Associate, BSN 

and MSN Degrees 

LPN or LVN or Equivalent 

Other Specified Health or Human Services 

Related Degree >=15 Hours College Credit 

in Nutrition 

 

Other Specified Health or Human Services 

Related Degree < 15 Hours College Credit in 

Nutrition 

 

Bachelor’s Degree or Higher in nonHealth or human services Related 

Fields 

 

Registered Dietetic Technician 

(Associate’s Degree) 

 

 

24 Rarely to always is a rank ordered list of frequency, with “rarely” as the least frequent, and “always” the most 

frequent. Rarely is less than 10% of the time. “Sometimes” is 11-50% of the time. “Usually” is 51-90% of the 

time. Always is over 90% of the time. 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Difficulty in Recruitment 

96 

Table 26 Frequency of Difficulty in Recruiting29

Staff Qualifications No Attempt 

to 

Rarely 

or 

Never 

Sometimes Usually Always 

Associate’s Degree in Any Other Field (not 

nursing) 

Completion of State Competency Based 

Training Program (CBT) in Nutrition, 

Nutrition Assessment or Nutrition Education 

etc., is (or will be) Only Academic 

Preparation 

 

High School or Other Education or Training 

Qualification (e.g., position required driver’s 

license) Only 

 

All Others Not Included Above (no 

education or training qualifications) 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Local WIC Agency Position Classification Descriptions 

97 

27. Write in the Position Classification as titled in the agency’s position description(s). For each Position Classification 

corresponding qualifications accepted to fill that position. You may check more than one row for a position classification (i.e., i

are multiple levels of positions in a series (e.g., Nutritionist 1 - Nutritionist 4), list the series once and check the qualifications for a

as long as individuals may progress through the series without acquiring qualifications, other than experience, from those defined 

a level in a position series (e.g., Nutritionist IV in the Nutritionist series) specifically requires, for example, an advanced degree 

substitute for that qualifying criteria, list the position(s) and the qualifications in a separate column. 

Table 27: POSITION CLASSIFICATIONS 

Write the Position Classifications As Needed in Each Column; Use Additional 

QUALIFICATIONS

 

 

 

 

 

 

 

 

Bachelor’s Degree in Nutrition (not RD or RD eligible) Master’s or Doctorate Degree in Nutrition (not RD or RD eligible) RD Eligible - Bachelor’s Degree in Nutrition RD Eligible - Master’s or Doctorate Degree in Nutrition RD - Bachelor’s Degree in Nutrition RD - Master’s or Doctorate Degree in Nutrition RD - Master’s or Doctorate Degree in Public Health 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Local WIC Agency Position Classification Descriptions 

98 

Table 27: POSITION CLASSIFICATIONS 

Write the Position Classifications As Needed in Each Column; Use Additional 

QUALIFICATIONS

 

 

 

 

 

 

 

 

Registered Nurse, Including Associate, BSN and MSN Degrees LPN or LVN or Equivalent Other Specified Health or Human Services Related Degree with at Least ( >=) 15 Hours College Credit in Nutrition Other Specified Health or Human Services Related Degree with Less than ( <) 15 hours College Credit in Nutrition Bachelor’s Degree or Higher in nonHealth or Human Services Related Registered Dietetic Technician (Associate’s degree) Associate’s Degree in Any Other Field (not nursing) 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Local WIC Agency Position Classification Descriptions 

99 

Table 27: POSITION CLASSIFICATIONS 

Write the Position Classifications As Needed in Each Column; Use Additional 

QUALIFICATIONS

 

 

 

 

 

 

 

 

Completion of State Competency Based Training Program (CBT) in Nutrition, Nutrition Assessment or Nutrition Education etc., is (or will be) Only Academic Preparation High School or Other Education or Training Qualification (e.g., position required driver’s license) Only 

All Others Not Included Above (no education or training qualifications) 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics -Number of Budgeted Positions, 

FTEs, Vacancies and Length of Vacancies 

100 

28. For each position classification, regardless of whether currently filled or vacant, enter the number of budgeted positions, thpositions represent, the number of positions that are vacant, and the number of positions that have been vacant for various lengths 

position classifications used in Table 27. 

Table 28:Number of Positions, FTEs, and Length of Vacancies 

POSITION CLASSIFICATIONS

NUMBER OF POSITIONS, FTEs, VACANCIES AND LENGTH OF VACANCIES 

 

 

 

 

 

How many full or part-time budgeted positions does this agency have? How many full-time equivalents are these budgeted positions? How many vacancies are there currently for these positions? 

Of these vacant positions, indicate how many have been vacant for each of the following time periods: 

Three months or less More than 3 months but not more than 6 months (3+ to 6 months) More than 6 months but not more than 9 months (6+ to 9 months) More than 9 months but not more than 12 months (9+ to 12 months) More than 12 months 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Reasons for the Vacancies and Change in Number of Positio

101 

29. For each classification that currently has a vacancy, enter a check mark in one or more rows (up to three per column) indicatin

vacancy. Use the same position classifications used in Table 27. 

Table 29: Reason(s) for Vacancies

POSITION CLASSIFICATIONS

REASONS FOR VACANCIES

 

 

 

 

 

 

Why have these positions remained vacant? (Check up to 3 top reasons for each position classification.) 

This is a recent vacancy There were no qualified applicants from which to hire Qualified applicants declined offer Lack of hiring authority to fill a funded position (e.g., hiring freeze) No funding for position Position not currently needed Position being phased out Do not have time to recruit and train new employee Long hiring process Other 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Reasons for the Vacancies and Change in Number of Positio

102 

30. For each position classification place an “I”, a “D”, or a “S” to indicate, respectively, whether the number of positions has net 

or remained stable since this time last year. For those that have increased or decreased, indicate the reason(s); check as many reaso

same position classifications identified in Table 27. 

Table 30: Change in Number of Positions 

POSITION CLASSIFICATIONS 

CHANGES IN THE NUMBER OF POSITIONS

 

 

 

 

 

 

Indicate whether the total number of full or part-time budgeted positions, filled or vacant, has increased (I), decreased (D), or remained stable (S) since this time last year. 

REASONS FOR INCREASED NUMBER OF POSITIONS (Check all reasons that apply for the positions marked “I”.). 

Increased because of increase in authorized caseload and associated funding Increased because of increase in general funding with no increase in caseload Increased because received funding for special purpose Increased because change in operations allowed expansion in number of these positions budget could support Increased for other reason, please describe: 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics - Reasons for the Vacancies and Change in Number of Positio

103 

Table 30: Change in Number of Positions 

POSITION CLASSIFICATIONS 

CHANGES IN THE NUMBER OF POSITIONS

 

 

 

 

 

 

REASONS FOR DECREASED NUMBER OF POSITIONS (Check all that apply for positions with a “D”.) 

Decreased because of decrease in authorized caseload and associated funding Decreased because of decrease in general funding with no decrease in caseload Decreased because lost funding for special purpose Decreased because change in operations reduced the number of these positions budget could support Decreased for other reason, please describe: 
USDA FNS WIC SOLS Report – Final Report 

Staff Information and Characteristics -Career Advancement 

104 

31. For each position classification place a “Y” or “N” in each row to indicate Yes or No for each question, respectively. Use the 

classifications identified in Table 27. 

Table 31: Career Advancement by Position

POSITION CLASSIFICATIONS 

CAREER ADVANCEMENT

 

 

 

 

 

 

Does this agency have a structured personnel classification system with multiple levels within this classification? (e.g.; Clerk I through Clerk IV) 

If yes, does this WIC Program use more than one level within this classification? If no, are there other opportunities for promotion or advancement within this WIC Program? 

Have individuals in this position classification left this agency within the past twelve months and taken a promotion at another local or State WIC Program? 
USDA FNS WIC SOLS Report – Final Report – Final Report 

Staff Information and Characteristics -Training 

105 

32. Record the approximate percent of individuals (to the nearest 10th percentage, i.e., 10%, 20%, 30% ... 100%) in each position t

or program support (i.e., time or money) in the last twelve months for each of the following types of training or continuing educatio

not need to equal 100%. Use the position classifications identified in Table 2730. 

Table 32: Type of WIC Staff Training by Position 

POSITION CLASSIFICATION 

Type Of Training 

A. Only On-The-Job Training B. State Developed Competency Based Training Program (in nutrition, nutrition assessment, nutrition education, etc.) C. Other State Developed Training Program (e.g., use of computer system, etc.) D. Training in Support of Professional or Technical Certification (e.g., IBLCE or Microsoft certification) E. ADA Internships 

25 Row L refers to training requirements rather than types of training as listed in rows A-K. 
USDA FNS WIC SOLS Report – Final Report – Final Report 

Staff Information and Characteristics -Training 

106 

Table 32: Type of WIC Staff Training by Position 

POSITION CLASSIFICATION 

F. WIC Training Conferences G. University Based Professional Training (e.g., University of Iowa Infant Nutrition course) H. Local Agency (Non-WIC) Sponsored TrainingI. Tuition Payments or Work Time for Degree Program.J. Other Continuing Education for Licensure or Registration Credits (CEUs)K. Other Training (Conflict 

Management, Civil Rights, etc.) 

TRAINING REQUIREMENTSL Does this Local Agency Have Annual Training Requirements for This Position (Y, N)? 
USDA FNS WIC SOLS Report – Final Report – Final Report 

Staff Information and Characteristics -Training 

107 

33. Which one of the following personnel classification systems best describes what is used in this 

agency? 

 ________ Defined entry-level salary only for each position 

 ________ Defined entry and upper salary for each position 

 ________ Defined entry, steps within the range, and upper salary for each 

position 

 ________ Other (Please define) ________________________________ 

 ________ Don’t Know 
USDA FNS WIC SOLS Report – Final Report – Final Report 

Staff Information and Characteristics -Training 

108 

34. Please enter either the entry level annual salary for a full-time position or “DK” (Don’t Know) for 

each of the position classifications listed in Table 27. If more lines are needed, please photocopy this 

page. 

Position Classification _____________________________ $____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

Position Classification _____________________________$_____________ 

 
USDA FNS WIC SOLS Report – Final Report – Final Report 

Staff Information and Characteristics -Training 

109 

35. Does this local agency have pay differentials for some staff (e.g., for non-English language skills, 

location of work)? 

_______Yes 

_______No (skip to question 36) 

_______Don’t Know (skip to question 36) 

35.a. If yes, please indicate for what reasons the pay differentials are used: 

________________________________________________________________________

________________________________________________________________________ 

36. Which of the following benefits are available to WIC employees in this agency? For full-time and 

part-time employees, check whether all, some, or no employees are offered each benefit listed. 

Table 36: EMPLOYEE BENEFITS 

FULL-TIME EMPLOYEES PART-TIME EMPLOYEES 

BENEFITS 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

Paid Vacation 

Paid Holidays 

Paid Sick Leave 

Employer 

Contribution to 

Health Insurance 

Prescription Drug 

Benefit in Health 

Insurance 

 

Employer 

Contribution to 

Dental Insurance 

 

Employer 

Contribution to 

Vision Insurance 

 

Employer 

Contribution to 

Life Insurance 

Policy 

 
USDA FNS WIC SOLS Report – Final Report – Final Report 

Staff Information and Characteristics -Training 

110 

Table 36: EMPLOYEE BENEFITS 

FULL-TIME EMPLOYEES PART-TIME EMPLOYEES 

BENEFITS 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

Employer 

Contribution to 

Retirement 

Program 

 

Deferred 

Compensation 

System 

 

Cafeteria Plans31 

Employer 

Subsidized Child 

Care 

Education Benefits 

(e.g., Tuition 

Waivers at State 

Universities) 

 

Housing 

Allowance 

Other (please 

describe below) 

 

 

26A Cafeteria Benefit Plan sponsored by an employer allows employees to contribute a designated amount 

of wages, on a pre-tax basis, for a variety of benefits the employee selects from a “menu” of benefits (e.g.,

child care, educational expenses and healthcare expenses). Employees are directly reimbursed from 

employer for actual expenses. 
USDA FNS WIC SOLS Report – Final Report – Final Report 

Staff Information and Characteristics -Training 

111 

Table 36: EMPLOYEE BENEFITS 

FULL-TIME EMPLOYEES PART-TIME EMPLOYEES 

BENEFITS 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

All 

Offered 

Some 

Offered 

None 

Offered 

Don’t 

Know 

“Other” description: 
USDA FNS WIC SOLS Report – Final Report

Detailed Instructions - Questions 28-32

112 

37. Do full-time WIC employees have the level and type of benefits as other, non-WIC, full-time local 

agency employees? (If all local agency employees are WIC staff, check “Not applicable”.) 

_______Yes 

_______No 

_______Not applicable 

_______Don’t Know 

38. What percent of total WIC staff salaries is budgeted for WIC staff benefits? 

_______ Percent 

________Don’t Know 
Final Report 

WIC Staffing Data Collection Project 113 September 2005

ATTACHMENT 3 

Local Agency Staffing Reporting System 

Final Electronic Instrument 
Final Report 

WIC Staffing Data Collection Project 114 

Log in Screen 
Final Report 

WIC Staffing Data Collection Project 115 

Local Agency Administrat

Screen Shots
Final Report 

WIC Staffing Data Collection Project 116 

Local Agency Administrator –System Status 
Final Report 

WIC Staffing Data Collection Project 117 

Local Agency Administrator – Manage Clinics - Set up Clinics 
Final Report 

WIC Staffing Data Collection Project 118 

Local Agency Administrator – Manage Clinics - Add Supervisor 
Final Report 

WIC Staffing Data Collection Project 119 

Local Agency Administrator – Manage Clinics - Modify Supervisor 

 Local Agency Administrator – Manage Staff Details - Enter Staff Details 
Final Report 

WIC Staffing Data Collection Project 120 
Final Report 

WIC Staffing Data Collection Project 121 

Local Agency Administrator – Agency Classifications - Setup classifications 
Final Report 

WIC Staffing Data Collection Project 122 

Clinic Supervisor 

Screen Shots
Final Report 

WIC Staffing Data Collection Project 123 

Clinic Supervisor - System Status 
Final Report 

WIC Staffing Data Collection Project 124 

Clinic Supervisor – Questions 1-6 - Example of Drop Down and Save Button 
Final Report 

WIC Staffing Data Collection Project 125 

Clinic Supervisor – Questions 1-6 - Example of Detailed Definition 
Final Report 

WIC Staffing Data Collection Project 126 

Clinic Supervisor – Questions 1-6 - Example of Footnote Definition 
Final Report 

WIC Staffing Data Collection Project 127 

Clinic Supervisor – Question 7 (Top Of Screen) 
Final Report 

WIC Staffing Data Collection Project 128 

Clinic Supervisor – Question 7 (Bottom Of Screen) 
Final Report 

WIC Staffing Data Collection Project 129 

Clinic Supervisor - Submit Survey - System Status 
Final Report 

WIC Staffing Data Collection Project 130 

Local Agency Director 

Screen Shots
Final Report 

WIC Staffing Data Collection Project 131 

Local Agency Director – System Status 
Final Report 

WIC Staffing Data Collection Project 132 

Local Agency Director – Review Clinic Surveys (LAD may also complete surveys under this menu option) 
Final Report 

WIC Staffing Data Collection Project 133 

Local Agency Director – Review Clinic Surveys – Clinic Information and Characteristics 
Final Report 

WIC Staffing Data Collection Project 134 

Local Agency Director – Review Clinic Survey Clinic Information and Characteristics 
Final Report 

WIC Staffing Data Collection Project 135 

Local Agency Director – Q1 & 2 - Local Agency Information and Characteristics 
Final Report 

WIC Staffing Data Collection Project 136 

Local Agency Director – Q1&2 - Example of Drop Down List Question 2 
Final Report 

WIC Staffing Data Collection Project 137 

Local Agency Director – Q1&2 - Example of Detailed Definition (?) - Integration Definition Web Page Dialo
Final Report 

WIC Staffing Data Collection Project 138 

Local Agency Director – Q3-7 -Navigation Buttons on Bottom Of Screen 
Final Report 

WIC Staffing Data Collection Project 139 

Local Agency Director – Q8-11 - Example of Footnote Definition – (10a) Integration Definition Web Page D
Final Report 

WIC Staffing Data Collection Project 140 

Local Agency Director – Q12 – Duties Of WIC Staff 
Final Report 

WIC Staffing Data Collection Project 141 

Local Agency Director – Q12 – Duties Of WIC Staff cont. 
Final Report 

WIC Staffing Data Collection Project 142 

Local Agency Director – Local Agency Information and Charcteristics-Q13-16 
Final Report 

WIC Staffing Data Collection Project 143 

Local Agency Director – Q17 - Frequency of Difficulty in Recruiting - 
Final Report 

WIC Staffing Data Collection Project 144 

Local Agency Director – Q18 - Position Classification - Drop Down List 
Final Report 

WIC Staffing Data Collection Project 145 

Local Agency Director – Q18 - Position Classification – Navigation Buttons On Bottom Of Screen 
Final Report 

WIC Staffing Data Collection Project 146 

Local Agency Director – Q19-20 - Number of Positions, FTEs, Length of Vacancies and Reasons For Vacanc
Final Report 

WIC Staffing Data Collection Project 147 

Local Agency Director – Q21 – Change in Number of Positions 
Final Report 

WIC Staffing Data Collection Project 148 

Local Agency Director – Q22 – Career Advancement 
Final Report 

WIC Staffing Data Collection Project 149 

Local Agency Director – Q23 - Type of WIC Staffing by Position 
Final Report 

WIC Staffing Data Collection Project 150 

Local Agency Director – Q24 – Salaries and Benefits 
Final Report 

WIC Staffing Data Collection Project 151 

Local Agency Director – Q25-28 – Staff Information and Characteristics Drop Down Box 
Final Report 

WIC Staffing Data Collection Project 152 

Local Agency Director – Q25-28 – Staff Information and Characteristics 
Final Report 

WIC Staffing Data Collection Project 153 

Local Agency Director – Q29 – Employee Benefits 
Final Report 

WIC Staffing Data Collection Project 154 

Local Agency Director – Submit Survey 
Final Report 

WIC Staffing Data Collection Project 155 September 2005

ATTACHMENT 4 

Local Agency Staffing Reported by WIC Pilot Agencies 

Summary of All WIC Duties Reported 

by Educational Qualification 
Final Report 

WIC Staffing Data Collection Project 156 

 

All Reported WIC Duties of Staff by Educational 

Qualification 

 Among 12 WIC Local Pilot Agencies  Primary Secondary Emergency  n 

% 

row32

% 

column33 n 

% 

row 

% 

column n 

% 

row 

% column 

APPOINTMENT SCHEDULINGAll other WIC staff 383 78 96 50 10 42 15 3 21 Minimum of a bachelor's degree in human nutrition 15 9 4 42 24 35 46 27 65 Other specified health and human service degrees 1 2 0 27 44 23 10 16 14 Total 399 119 71 INTAKE All other WIC staff 358 73 90 64 13 56 10 2 17 Minimum of a bachelor's degree in human nutrition 17 10 4 38 22 33 48 28 81 Other specified health and human service degrees 21 34 5 13 21 11 1 2 2 Total 396 115 59 

31Interpreted as, for example, “the percent of all other WIC staff (or other staff category) for whom appointment scheduling is a primar

responsibility 

32 Interpreted as, for example, the percent of individuals with primary (or secondary, etc) responsibility from the associated staff catego
Final Report 

WIC Staffing Data Collection Project 157 

 

All Reported WIC Duties of Staff by Educational 

Qualification 

 Among 12 WIC Local Pilot Agencies  Primary Secondary Emergency  n 

% 

row32

% 

column33 n 

% 

row 

% 

column n 

% 

row 

% column 

COLLECT HEIGHTS/WEIGHTS All other WIC staff 291 59 75 50 10 51 14 3 22 Minimum of a bachelor's degree in human nutrition 69 40 18 34 20 34 47 27 73 Other specified health and human service degrees 29 48 7 15 25 15 3 5 5 Total 389 99 64 COLLECT BLOOD WORK All other WIC staff 272 56 76 26 5 44 7 1 12 Minimum of a bachelor's degree in human nutrition 53 31 15 24 14 41 49 28 84 Other specified health and human service degrees 34 56 9 9 15 15 2 3 3 Total 359 59 58 OBTAIN HEALTH HISTORY All other WIC staff 177 36 55 142 29 89 10 2 17 Minimum of a bachelor's degree in human nutrition 107 62 33 11 6 7 46 27 79 Other specified health and human service degrees 39 64 12 7 11 4 2 3 3 Total 323 160 58 
Final Report 

WIC Staffing Data Collection Project 158 

 

All Reported WIC Duties of Staff by Educational 

Qualification 

 Among 12 WIC Local Pilot Agencies  Primary Secondary Emergency  n 

% 

row32

% 

column33 n 

% 

row 

% 

column n 

% 

row 

% column 

CONDUCT RISK SCREENING All other WIC staff 138 28 51 167 34 88 25 5 36 Minimum of a bachelor's degree in human nutrition 93 54 35 15 9 8 44 26 63 Other specified health and human service degrees 37 61 14 8 13 4 1 2 1 Total 268 190 70 ASSESS NUTRITION RISK All other WIC staff 124 25 44 14 3 30 5 1 18 Minimum of a bachelor's degree in human nutrition 121 70 43 25 15 54 23 13 82 Other specified health and human service degrees 39 64 14 7 11 15 0 0 0 Total 284 46 28 MAKE REFERRALS All other WIC staff 165 34 51 248 51 87 11 2 32 Minimum of a bachelor's degree in human nutrition 115 67 36 32 19 11 23 13 68 Other specified health and human service degrees 43 70 13 5 8 2 0 0 0 Total 323 285 34 
Final Report 

WIC Staffing Data Collection Project 159 

 

All Reported WIC Duties of Staff by Educational 

Qualification 

 Among 12 WIC Local Pilot Agencies  Primary Secondary Emergency  n 

% 

row32

% 

column33 n 

% 

row 

% 

column n 

% 

row 

% column 

COMPLETE DIETARY RECALL OR EQUIVALENT All other WIC staff 59 12 30 216 44 90 9 2 24 Minimum of a bachelor's degree in human nutrition 127 74 64 21 12 9 19 11 50 Other specified health and human service degrees 14 23 7 4 7 2 10 16 26 Total 200 241 38 SPECIAL PRESCRIPTION FOLLOW UP All other WIC staff 12 2 6 120 24 91 244 50 96 Minimum of a bachelor's degree in human nutrition 148 86 76 6 3 5 10 6 4 Other specified health and human service degrees 34 56 18 6 10 5 1 2 0 Total 194 132 255 THERAPEUTIC COUNSELING All other WIC staff 124 25 52 0 0 0 4 1 20 Minimum of a bachelor's degree in human nutrition 104 60 44 21 12 88 15 9 75 Other specified health and human service degrees 10 16 4 3 5 13 1 2 5 Total 238 24 20 
Final Report 

WIC Staffing Data Collection Project 160 

 

All Reported WIC Duties of Staff by Educational 

Qualification 

 Among 12 WIC Local Pilot Agencies  Primary Secondary Emergency  n 

% 

row32

% 

column33 n 

% 

row 

% 

column n 

% 

row 

% column 

HIGH-RISK COUNSELING All other WIC staff 0 0 0 17 3 31 3 1 14 Minimum of a bachelor's degree in human nutrition 103 60 92 37 22 67 12 7 57 Other specified health and human service degrees 9 15 8 1 2 2 6 10 29 Total 112 55 21 ASSIGN FOOD PACKAGEAll other WIC staff 124 25 44 40 8 59 6 1 21 Minimum of a bachelor's degree in human nutrition 121 70 42 26 15 38 22 13 79 Other specified health and human service degrees 40 66 14 2 3 3 0 0 0 Total 285 68 28 FOOD INSTRUMENT ISSUANCE All other WIC staff 360 73 93 40 8 49 12 2 15 Minimum of a bachelor's degree in human nutrition 23 13 6 32 19 39 59 34 73 Other specified health and human service degrees 4 7 1 10 16 12 10 16 12 Total 387 82 81 NUTRITION EDUCATION All other WIC staff 237 48 59 16 3 44 5 1 17 
Final Report 

WIC Staffing Data Collection Project 161 

 

All Reported WIC Duties of Staff by Educational 

Qualification 

 Among 12 WIC Local Pilot Agencies  Primary Secondary Emergency  n 

% 

row32

% 

column33 n 

% 

row 

% 

column n 

% 

row 

% column 

Minimum of a bachelor's degree in human nutrition 128 74 32 17 10 47 24 14 83 Other specified health and human service degrees 38 62 9 3 5 8 0 0 0 Total 403 36 29 PROVIDE GROUP NUTRITION EDUCATION CLINIC All other WIC staff 152 31 54 39 8 57 115 23 75 Minimum of a bachelor's degree in human nutrition 101 59 36 27 16 39 34 20 22 Other specified health and human service degrees 28 46 10 3 5 4 4 7 3 Total 281 69 153 BREASTFEEDING SUPPORT All other WIC staff 186 38 53 170 35 78 10 2 53 Minimum of a bachelor's degree in human nutrition 123 72 35 37 22 17 9 5 47 Other specified health and human service degrees 40 66 11 11 18 5 0 0 0 Total 349 218 19 OTHER NUTRITION EDUCATION ACTIVITIES All other WIC staff 132 27 51 83 17 56 109 22 89 
Final Report 

WIC Staffing Data Collection Project 162 

 

All Reported WIC Duties of Staff by Educational 

Qualification 

 Among 12 WIC Local Pilot Agencies  Primary Secondary Emergency  n 

% 

row32

% 

column33 n 

% 

row 

% 

column n 

% 

row 

% column 

Minimum of a bachelor's degree in human nutrition 109 63 42 45 26 30 14 8 11 Other specified health and human service degrees 18 30 7 21 34 14 0 0 0 Total 259 149 123 PROVIDE STAFF TRAINING All other WIC staff 12 2 16 82 17 54 15 3 56 Minimum of a bachelor's degree in human nutrition 62 36 81 55 32 36 9 5 33 Other specified health and human service degrees 3 5 4 16 26 10 3 5 11 Total 77 153 27 OUTREACH ACTIVITIES All other WIC staff 59 12 42 50 10 54 56 11 58 Minimum of a bachelor's degree in human nutrition 70 41 49 38 22 41 27 16 28 Other specified health and human service degrees 13 21 9 4 7 4 13 21 14 Total 142 92 96 VENDOR MANAGEMENT All other WIC staff 19 4 76 8 2 31 2 0 17 
Final Report 

WIC Staffing Data Collection Project 163 

 

All Reported WIC Duties of Staff by Educational 

Qualification 

 Among 12 WIC Local Pilot Agencies  Primary Secondary Emergency  n 

% 

row32

% 

column33 n 

% 

row 

% 

column n 

% 

row 

% column 

Minimum of a bachelor's degree in human nutrition 6 3 24 13 8 50 10 6 83 Other specified health and human service degrees 0 0 0 5 8 19 0 0 0 Total 25 26 12 PERSONNEL SUPERVISION All other WIC staff 13 3 15 2 0 4 4 1 14 Minimum of a bachelor's degree in human nutrition 66 38 76 49 28 92 6 3 21 Other specified health and human service degrees 8 13 9 2 3 4 18 30 64 Total 87 53 28 PROGRAM PLANNING AND MANAGEMENT All other WIC staff 12 2 32 3 1 11 0 0 0 Minimum of a bachelor's degree in human nutrition 20 12 54 25 15 89 9 5 90 Other specified health and human service degrees 5 8 14 0 0 0 1 2 10 Total 37 28 10 CLINIC MANAGEMENT All other WIC staff 4 1 7 3 1 14 3 1 7 
Final Report 

WIC Staffing Data Collection Project 164 

 

All Reported WIC Duties of Staff by Educational 

Qualification 

 Among 12 WIC Local Pilot Agencies  Primary Secondary Emergency  n 

% 

row32

% 

column33 n 

% 

row 

% 

column n 

% 

row 

% column 

Minimum of a bachelor's degree in human nutrition 48 28 80 16 9 76 22 13 51 Other specified health and human service degrees 8 13 13 2 3 10 18 30 42 Total 60 21 43 
Final Report 

WIC Staffing Data Collection Project 165 September 2005

ATTACHMENT 5 

Detailed Information on Pilot Implementation Activities 
Final Report 

WIC Staffing Data Collection Project 166 September 2005

I. DETAILED PILOT PROJECT ACTIVITIES 

Pilot implementation of the reports was conducted with twelve volunteer local WIC 

agencies. These twelve agencies either approached BCA about being a pilot site or were 

contacted and asked if they would be interested in volunteering. A variety in the size of 

agencies was sought based on the number of staff employed in their WIC Program. 

They generally fell into three groups 1-20 staff members;, 21-70 staff members; or over 

70 staff members. Within each group, two agencies piloted the paper report and two 

piloted the electronic report. 

1.1. OBJECTIVES FOR THE PILOT

The pilot test was intended to achieve multiple objectives. These objectives included: 

• Determining how much time is required for local WIC agencies to complete the 

instrument, and how this time varies by the size of agency, 

• Identifying items on the instrument that agencies did not understand or had 

difficulty providing the information for, so that these items could be re-written or 

deleted from the instrument, 

• Documenting whether the information reported by agencies is valid and reliable. 

It is recognized that the agencies in the pilot represent too small a sample for the actual 

data collected in the pilot to be reflective of local WIC agencies nationwide. However, 

their experiences in completing the instrument may be relevant to a wider population. In 

sponsoring this project, FNS was keenly aware that imposing a new annual or bi-annual 

reporting requirement on all local agencies could be controversial. It is important that the 

benefits of the data collected be viewed as worthwhile and that the amount of time 

required by agencies is reasonable. The pilot project was designed to help address both 

of these issues. 

I.2. PROCESS/CRITERIA FOR SELECTING PILOT AGENCIES

To allow involvement of different types of agencies in national set local WIC agencies, it 

was important to ensure varied geographic locations, sizes, and types of agencies (private 

nonprofit, government sub-unit, etc.). For the initial step, it was decided that a 

geographic balance would be achieved by having each of the seven FNS regions 

represented. Five of the regions would contain two pilot sites and the remaining two 

regions would have one site each. In the Federal Register Notice agencies were 

described as falling into small, medium, or large groups based on the number of staff. 

The pilot would contain four agencies from each of the three groups. Two agencies from 

each size group would test the paper instrument and two would test the electronic 

version. No predetermined, ideal mix of agency types was identified; however, the type 

of agency was considered to ensure as much variety as possible. 
Final Report 

WIC Staffing Data Collection Project 167 September 2005

During the development of the instrument, BCA presented information on the project at 

two national WIC conferences and invited interested local agencies to volunteer for the 

pilot phase. Several agencies expressed interest in participating following these 

presentations. These agencies became the initial set of pilot agencies. BCA then 

contacted State WIC directors from States in regions that needed one or more additional 

pilot sites and asked for recommendations. The agencies that the State WIC directors 

suggested were then called and the project was explained to them. During the course of 

these calls, agencies were asked for basic information including the size of their caseload 

and the number of staff. Interestingly, some agencies were able to provide the number of 

positions and others were more comfortable providing the number of FTEs. We accepted 

either. If they fit the criteria needed, they were asked if they would volunteer to 

participate in the pilot. All of the agencies that were called volunteered to participate. 

Once the preliminary list of agencies was compiled, it was submitted to the FNS 

Technical Representative for the project. The list was shared with each regional office, 

which in turn contacted the State director in each State to inquire whether he or she had 

any objection to the local agency participating. One of the original agencies met with 

objection by their State WIC office due to some ongoing problems. That State director 

suggested an alternate agency in the same State, and that agency was selected. One other 

agency that had originally volunteered notified BCA shortly before the beginning of the 

pilot that it would no longer be able to participate due to departure of the local WIC 

director. The State was unable to suggest a suitable replacement, and another State in the 

same region was then called for suggestions. A replacement agency in that State was 

selected. Other than these two substitutions, all of the agencies in the pilot were the ones 

originally identified. 

Once the list was finalized, agencies were randomly assigned to test either the paper or 

electronic version of the instrument. Table 1, below identifies the pilot agencies, the 

criteria used to determine their selection, and their assignment to either the paper or 

electronic version. 

Table 1 

Pilot-Testing Sites

Agency Name and Address FNS Region Type of Agency 

Version of 

Report 

Completed 

North Central Organized 

Regionally for Total Health 

Philadelphia, PA 

MidAtlantic Private 

Nonprofit Electronic 

Metro Health 

Columbus, OH Midwest County Owned 

Hospital Paper 

San Antonio Metropolitan Health Southwest City Health 
Final Report 

WIC Staffing Data Collection Project 168 September 2005

Table 1 

Pilot-Testing Sites

Agency Name and Address FNS Region Type of Agency 

Version of 

Report 

Completed 

San Antonio, TX Dept. Electronic 

Maricopa County Dept. of Public 

Health 

Phoenix, AZ 

Western 

County 

Government Paper 

Utah County Health Department 

Provo, UT Mountain 

Plains 

County 

Government 

Electronic 

Mecklenburg County WIC 

Program 

Charlotte, NC 

Southeast Private 

Nonprofit Electronic 

New Mexico Dept. of Health 

District I, Service Area 1 

Albuquerque, NM 

Southwest 

Sub-Unit of 

State 

Government 

Paper 

Alameda County Health Care 

Services 

Alameda, CA 

Western County 

Government Paper 

Countryside Public Health Nursing 

Service 

Benson, MN 

Midwest County 

Government Paper 

Washington County WIC Program 

Hudson Falls, NY Northeast County 

Government Paper 

Edgarton Women’s Health Center 

Davenport, IA 

Mountain 

Plains 

Private 

Nonprofit Electronic 

City of Plainfield WIC Program 

Plainfield, NJ 

MidAtlantic City Health 

Dept. Electronic 
Final Report 

WIC Staffing Data Collection Project 169 September 2005

II. PROCESS FOR CONDUCTING PILOT 

The pilot test consisted of the following set of activities once the agencies were identified 

and confirmed. Each item is explained in more detail following the list. 

• Emails proposing dates for an organizational conference call 

• Organizational conference calls 

• Mailing of training packets to each agency 

• Training conference calls 

• Instrument completion period 

• Submission of completed instrument 

• BCA on-site visits 

All of the contact with the pilot agencies prior to their beginning completion of the 

instrument was through telephone conference calls, emails, and mailing of materials. 

There was no face-to-face contact. Given the short period of time available to organize 

and initiate the pilot, every effort was made to accommodate the needs of the agencies. 

This resulted in some additional, unexpected activities by BCA. 

Following the initial email, two organizational calls were scheduled, one for the agencies 

testing the paper instrument and one for the agencies testing the electronic instrument. 

The purpose of these calls was to remind participants of their responsibilities for the pilot 

phase, identify the appropriate staff to participate in the training conference calls, and 

schedule a date for the calls. It was envisioned that, especially for medium and large 

agencies completing the electronic version, multiple staff members would complete 

portions of the instrument, and the local WIC agency director would then review the 

information entered by her staff. 

Following the initial conference call, a training packet was mailed to each local agency 

for use during the training. For those agencies that indicated they would involve multiple 

staff in completion of the instrument (e.g. clinic supervisors), separate packets were 

mailed to each staff member at their individual work addresses. 

The original intent was to conduct two separate four-hour training conference calls, one 

for each group (paper and electronic) of agencies. Separate trainings were needed 

because the approach to completing the instrument is different for each group, and 

because the training for the electronic agencies needed to include information on setting 

up users. In order to accommodate agencies’ availability, BCA ended up conducting four 

conference calls (two each for sub-groups of each main group), plus providing individual 

training for two agencies that were not available for any of the group sessions. 

As it happened, the initial training for the electronic version included only one small and 

one medium agency, so there were only three staff members on the call. This provided a 
Final Report 

WIC Staffing Data Collection Project 170 September 2005

“trial run” before training the second group of electronic agencies, which included over 

thirty participants. 

Agencies piloting the paper report were advised that they could begin completing it as the 

training was completed. The instrument did not need to be completed all at one time. 

They could work on it as they had time over the pilot period. Agencies were given 

approximately three weeks to complete and submit the instrument. Two deadlines were 

established based on when the training was provided. 

Once each agency completed their report, they either mailed the paper version to our 

home office or submitted the electronic version on the web site. Data was exported from 

the SQL Server database to Excel workbook and data from the paper version was 

manually entered so that we could summarize some key variables. 

Following the training conference calls, each agency was contacted individually to ask if 

they had any additional questions and to schedule a date for a follow up visit. One day 

was scheduled for the small agencies, and two days were scheduled for the large 

agencies. For the medium agencies, one day, with the possibility of additional time, was 

scheduled. Additional detail regarding the follow up visits is provided in section V.5 

below. 

II.1. TECHNICAL SUPPORT DURING PILOT

Primary and secondary points of contact among the BCA project staff were identified for 

each group of agencies in case they had questions or problems during the pilot period. In 

addition, for the electronic group of agencies a senior technical analyst was available for 

assistance with issues related to the web site. Following the training call for these 

agencies, they faxed a list of user names to BCA, and we established the initial user 

accounts for them. 

Eight of the twelve pilot States contacted BCA for assistance and support on the WIC 

SOLS report during the pilot period. These contacts were from three agencies piloting 

the paper version and five piloting the electronic version. 

The questions from the "paper sites" regarded calculation of FTEs, counting IT staff 

directly supported by WIC and a request from a medium State called to see if she could 

just turn in all of her worksheets instead of completing the survey. 

The questions from the "electronic sites" were largely about initially setting up the 

system in preparation of completing the report or logging onto the web site. Some of the 

other issues included confusion about the roles (what you could do signed on as a LAD 

versus a CS). Two significant observations were made, first that electronic sites could not 

delete a clinic or a staff member once it was entered in their set-up. This was distracting 

to them in being able to view this irrelevant information. Secondly, one agency 

experienced a serious technical problem where a clinic supervisor report showed as being 

“submitted” in the system, when its status should have been “working”. This was a 

technical problem that was corrected within a day. However, that agency and another 
Final Report 

WIC Staffing Data Collection Project 171 September 2005

one that had not yet submitted the survey had to be contacted while the system was not 

available for this short period of time. A fix was completed and installed to correct this 

problem. Finally, there was a minor bug in the system that had been addressed in training. 

Apparently they did not recall the work-around presented and this had to be readdressed 

during pilot activities. 

II.2. ON-SITE FOLLOW UP VISITS

Each site was visited after submission of the report by the local WIC agency. The 

purpose of the visits was to obtain information about the experience of completing the 

report and to determine the reliability and validity of the data submitted. A standard 

approved protocol for the visits was used to ensure that consistent information was 

obtained from each visit. A copy of the protocols can be found in Attachment 6. The 

visits included interviews with staff that completed portions of the survey, a review of 

reports and other documentation for their data, and observation of one or more clinic 

sites. Whenever possible, copies of supporting reports and other printed materials were 

obtained. Five project staff assisted in conducting the site visits. One project team 

member visited each pilot site, and each staff member visited from one to three agencies. 

One agency was late in submitting their instrument and, as a result, the site visit has not 

yet been conducted. Table 2 summarizes the dates for the site visits. 

Table 2: Date of Agency Visits 

Agency Date of Visit 

North Central Organized Regionally for Total Health 

Philadelphia, PA 

November 9-10, 2004 

Metro Health 

Columbus, OH 

October 29, 2004 

San Antonio Metropolitan Health 

San Antonio, TX 

October 25-27, 2004 

Maricopa County Dept. of Public Health 

Phoenix, AZ 

November 18, 2004 

Utah County Health Department 

Provo, UT 

October 28, 2004 

Mecklenburg County WIC Program 

Charlotte, NC 

December 1-2, 2004 

New Mexico Dept. of Health District I, Service Area 1 

Albuquerque, NM 

November 3, 2004 

Alameda County Health Care Services November 5, 2004 
Final Report 

WIC Staffing Data Collection Project 172 September 2005

Agency Date of Visit 

Alameda, CA 

Countryside Public Health Nursing Service 

Benson, MN 

October 22, 2004 

Washington County WIC Program 

Hudson Falls, NY 

November 18, 2004 

Edgarton Women’s Health Center 

Davenport, IA 

October 28, 2004 

City of Plainfield WIC Program 

Plainfield, NJ 

November 8, 2004 
Final Report 

WIC Staffing Data Collection Project 173 September 2005

ATTACHMENT 6 

Protocol Formats for Pilot Site Visits 

Local Agency Staffing Paper Reporting System
Final Report 

WIC Staffing Data Collection Project 174 September 2005

PILOT SITE EVALUATION PROTOCOL 

Paper Version 

Agency Name:___________________________________________________________ 

Location of Visit:_________________________________________________________ 

Date of On-Site Visit:______________________________________________________ 

Interviewer:______________________________________________________________ 

Good afternoon. The set of interviews I will be conducting are to find out about the 

experience you had in completing the WIC SOLS report, to replicate some of the reported 

information and to verify the accuracy of some of the data reported. This is not a test of 

you or your agency, rather a test of the WIC SOLS report itself. 

I will need to speak with the local agency director (LAD) to determine overall how the 

report was completed. Then, depending on the information provided by the LAD, I will 

speak with other individuals who assisted in completing the report. After we collect the 

overall report completion data, we will discuss all of the WIC SOLS report, a section at a 

time. 

Overall Report Completion

Local Agency Director, or Designee, Name: ___________________________________ 

Local Agency Director, or Designee, Title: ____________________________________ 

1. How many people were involved in completing the WIC SOLS report? 

________ 

2. Who were they, and what did they do? 

Name Title Role in Completing WIC SOLS Report 

 

 

 

 

 

 
Final Report 

WIC Staffing Data Collection Project 175 September 2005

3. How many hours did it take for you and your staff to read the instructions, collect the 

information and complete the report forms? 

_____________ Hours 

4. What is the number of days it took to complete the report, i.e., the number of days 

from the day you started to the day you submitted the report 

_____________ Days 

5. Which approach to completing the instrument did you use, did you... 

Collect all necessary information first and 

then completed report, __________ 

Collect information for answers as needed 

while completing report, or __________ 

Complete the report in another way? (explain) __________ 

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 

6. Where was the source of the information reported? Pick the answer that most closely 

approximates your situation. 

All information was available in WIC office records or 

by asking WIC staff. _______ 

Most information was available in WIC office records or 

by asking WIC staff, but some information had to be obtained 

from other sources such as the parent agency administration. _______ 

Other (please explain) _______ 

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 176 September 2005

7. How did you compile the information to complete the instrument? Pick the answer 

that mostly closely approximates your approach. 

One person collected the information and completed 

the instrument. _______ 

Two or more people in the WIC administrative office 

collected the information and completed the instrument. _______ 

Regional supervisors or clinic staff were assigned 

responsibility for collecting information from their staff or clinics, 

which was then compiled in the WIC administrative office. _______ 

Other. Please explain 

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 

8. Were there any items on the report that you didn’t understand? 

Yes _____ 

 No _____ (skip to question 10) 

9. What items on the report didn't you understand? 

Item Number Question About Item Was Answer 

Provided On 

Report (Y or N)? 

 
Final Report 

WIC Staffing Data Collection Project 177 September 2005

10. Were there items for which you had difficulty, or were unable, to get the needed 

information? 

Yes _____ 

 No _____ (skip to question 12) 

11. For what items on the report did you have difficulty, or were unable, to get the needed 

information? 

Item Number Information Respondent Was Not Able to Get Was Answer 

Provided On 

Report (Y or N)? 

 

12. Were there other items on the report that you were not sure how to answer? 

Yes _____ 

 No _____ (skip to question 14) 
Final Report 

WIC Staffing Data Collection Project 178 September 2005

13. What other items on the report were you not sure how to answer? 

Item Number Question About Item Was Answer 

Provided On 

Report (Y or N)? 

 

14. Did you develop any internal tools or aids to help you collect and compile the 

information? (Indicate the answer that best describes this agency's process). 

No other tools were needed. _______ 

Yes, manually completed “tally sheets” _______ 

Yes, created an electronic spreadsheet or similar tool. _______ 

Yes, other (Briefly explain) _______ 

___________________________________________________________

___________________________________________________________

___________________________________________________________

___________________________________________________________

___________________________________________________________

___________________________________________________________ 

15. In your opinion, is the information collected for this report useful enough for this 

agency to collect it on a regular basis? 

Yes _________ 

 No __________ 

16. How could this reporting format be improved? 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 179 September 2005

Local Agency Information and Clinic Characteristics (Questions 1-17)

17. How did you determine agency participation reported? (Attach copies of any 

reports or other documentation referenced) (Question 1) 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

18. BCA staff to verify the type of agency reported with another source of 

information - i.e., business manager or administrator type. 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

19. Who completed the Clinic Characteristics questions of the report (e.g. WIC 

Director or clinic supervisors) (Question 3- 8)? 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

20. How did you determine the information regarding the numbers and types of 

clinics for questions 3-8? (Attach copies of any reports or other documentation 

referenced; verify to the degree possible the information reported in those questions 

based on obtaining information on a small number of clinics through 

observations/interviews (see Attachment 1 - see question 21) and identifying any 

inconsistencies with the reported data. Note any discrepancies) 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

21. Interviewer: Perform validation of Clinic Characteristics questions of the report 

for a subset of clinics (randomly selected) by completing the attached clinic 

characteristics worksheet. 
Final Report 

WIC Staffing Data Collection Project 180 September 2005

22. How did you determine the percentages regarding frequency of food instrument 

issuance? (Describe and attach copies of any reports or other documentation 

referenced.) (Question 9)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

23. How did you determine the amount of time required by staff to travel to and set 

up temporary clinics? (Describe and attach copies of any reports or other 

documentation referenced.) (Question 10)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

24. How did you determine the percent of caseload that are considered high risk? 

(Describe and attach copies of any reports or other documentation referenced.)

(Question 11)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

______________________________________________________________ 

25. How did you determine the percent of caseload that is non-English speaking? 

(Describe and attach copies of any reports or other documentation referenced. Note: 

We have reason to believe some will be reporting other measures of this type of 

information, such as participants indicating a preference for non-English 

communication. Please note here.) (Question 12)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

26. What was the basis for your determination of whether you have individuals with 

adequate language skills to serve non-English speaking participants? (Describe and 

attach copies of any reports or other documentation referenced.) (Question13)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 181 September 2005

27. What was the source of information regarding additional financial support, 

including in-kind contributions? (Describe and attach copies of any reports or other 

documentation referenced.) (Questions 14-15)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

28. How did you determine the information regarding indirect rate or overhead costs? 

(Describe and attach copies of any reports or other documentation referenced.)

(Question 16a & 16b)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

29. How did you determine the source of funding for management costs in your 

agency? (Describe and attach copies of any reports or other documentation 

referenced.) (Question17)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 182 September 2005

Staff Information and Characteristics (Educational Qualifications and Staff Duties, 

Recruitment Difficulties - Questions18-25)

30. Who completed this portion of the instrument (e.g. WIC Director or clinic 

supervisors)? (Questions 18-25)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

31. How did you determine the information regarding the numbers and FTEs of staff 

by educational qualification? (Check one line below in each column. Indicate 

whether the worksheets in the instruction packet were used, if yes, obtain a copy of 

the worksheets and ask a few individual's their educational background and match it 

against their name on the worksheets - report findings below). (Questions 18A, 18B, 

& 18C)

Staff FTEs 

Asked supervisors of employees ______ _______ 

Asked employees individually ______ _______ 

Looked in personnel records ______ _______ 

Knew from personal knowledge of employees ______ _______ 

Recalled the information from the hiring interviews ______ _______ 

Other (please explain ______ _______ 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

32. How did you determine the information regarding the numbers and FTEs of staff 

who are IBLCE certified? (Check one line below in each column.) (Questions 19-20)

Staff FTEs 

Asked supervisors of employees ______ _______ 
Final Report 

WIC Staffing Data Collection Project 183 September 2005

Asked employees individually ______ _______ 

Looked in personnel records ______ _______ 

Knew from personal knowledge of employees ______ _______ 

Recalled the information from the hiring interviews ______ _______ 

Other (please explain ______ _______ 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

33. How did you determine the information regarding the numbers and FTEs of 

breastfeeding peer counselors? (Check one line below in each column). (Questions 21 

& 22)

Staff FTEs 

Asked supervisors of employees ______ _______ 

Asked employees individually ______ _______ 

Looked in personnel records ______ _______ 

Knew from personal knowledge of employees ______ _______ 

Recalled the information from the hiring interviews ______ _______ 

Other (please explain ______ _______ 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 184 September 2005

34. How did you determine the information regarding the numbers and FTEs of 

volunteers? (Check one line below in each column.) (Questions 23-24)

Staff FTEs 

Asked supervisors of employees ______ _______ 

Asked employees individually ______ _______ 

Looked in personnel records ______ _______ 

Knew from personal knowledge of employees ______ _______ 

Recalled the information from the hiring interviews ______ _______ 

Other (please explain) ______ _______ 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

35. How did you determine the information regarding duties for each category of 

staff? (Check one below. Indicate whether the worksheets in the instruction packet 

were used, if yes, obtain a copy of the worksheets and ask a few individual's their 

duties and match it against their name on the worksheets - report findings below). 

(Question 25)

Asked supervisors of employees _______ 

Asked employees individually _______ 

Knew from individual experience _______ 

Referred to job descriptions _______ 

Other (please explain) _______ 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 185 September 2005

36. Interviewer: Perform validation of the nutritionist group by completing the 

attached personnel qualifications and duties worksheet. 

37. How did you determine the difficulty in recruiting staff by educational 

qualifications? (Describe and attach copies of any reports or other documentation 

referenced.) (Question 26)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 186 September 2005

Position Classifications (Question 27)

38. How did you determine the information regarding position classifications and 

their qualifications? (Describe and attach copies of position classifications (whether 

or not used by respondent) or other documentation)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 187 September 2005

Position FTEs, Vacancies, Length of Vacancies, Reasons for Vacancies, Changes in 

Number of Positions, Career Advancement and Staff Training (Question 28-32)

39. How did you determine the information regarding the number of FTEs, vacancies 

and length of vacancies? (Describe and attach copies of job descriptions or other 

documentation) (Question 28 )

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

40. How did you determine the information regarding the reasons for vacancies? 

(Describe and attach copies of reports or other documentation) (Question 29)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

41. How did you determine the information regarding the changes in the number of 

positions? (Describe and attach copies of job descriptions or other documentation) 

(Question 30)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

42. How did you determine the information regarding career advancement? 

(Describe and attach copies of reports or other documentation) (Question 31)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 188 September 2005

43. How did you determine the information regarding staff training? (Describe and 

attach copies of reports or other documentation)( (Question 32)

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 

Salaries and Benefits (Questions 33-38)

44. How did you determine the information regarding salaries and pay differentials? 

(Describe and attach copies of reports or other documentation; determine if this 

agency has written personnel manuals and review for consistency with report 

responses.) (Questions 33-35)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

45. How did you determine the information regarding what benefits were offered full 

and part-time employees; and WIC employees versus other local agency employees? 

(Describe and attach copies of reports or other documentation; determine if this 

agency has written personnel manuals and review for consistency with report 

responses.) (Question 36 and 37)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

46. BCA staff verify percent of salaries budgeted for WIC staff benefits with 

administrative staff or agency business manager. (Question 38)

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 189 September 2005

Continuation Page for Responses: 

Question #___ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________
Final Report 

WIC Staffing Data Collection Project 190 September 2005

ATTACHMENT 7 

Protocol Formats for Pilot Site Visits 

Local Agency Staffing Electronic Reporting System 
Final Report 

WIC Staffing Data Collection Project 191 September 2005

PILOT SITE EVALUATION PROTOCOL 

Electronic Version 

Agency Name:___________________________________________________________ 

Location of Visit:_________________________________________________________ 

Date of On-Site Visit:______________________________________________________ 

Interviewer:______________________________________________________________ 

Good afternoon. The set of interviews I will be conducting are to find out about the 

experience you had in completing the WIC SOLS Online report, to replicate some of the 

reported information and to verify the accuracy of some of the data reported. This is not 

a test of you or your agency, rather a test of the WIC SOLS Online report itself. 

I will need to speak with the local agency director (LAD) to determine overall how the 

report was completed. Then, depending on the information provided by the LAD, I will 

speak with other individuals who assisted in completing the report. After we collect the 

overall report completion data, we will discuss all of the WIC SOLS report, a section at a 

time. 

Overall Report Completion

Local Agency Director, or Designee, Name: ___________________________________ 

Local Agency Director, or Designee, Title: ____________________________________ 

1. How many people were involved in completing the WIC SOLS report? 

________ 

2. Who were they, and what did they do? 

Name Title Role in Completing WIC 

SOLS Report (Describe) 

LAD LAA CS Other

 
Final Report 

WIC Staffing Data Collection Project 192 September 2005

Name Title Role in Completing WIC 

SOLS Report (Describe) 

LAD LAA CS Other

 

3. How many hours did it take for you and your staff to understand the system, collect 

the information and complete the report forms? 

_____________ Hours

4. What is the number of days it took to complete the report, i.e., the number of days 

from the day you started to the day you submitted the report 

_____________ Days 

5. Did you have any difficulty logging onto the web site or creating an account? 

Yes _________ 

No ________ 

If yes, please explain 

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 

6. Which of the following best describes your experience with the on-line application at 

the WIC SOLS Online web site? (Check one) 

I had no difficulty at all navigating through the application. _______ 

I thought it was somewhat difficult at first but I figured it out _______ 

I thought it was very difficult to figure out how to use. _______ 

It was so difficult I gave up and asked someone else for help. _______ 
Final Report 

WIC Staffing Data Collection Project 193 September 2005

7. Which of the following best describes your experience with the Help and pop-up 

messages on the WIC SOLS Online report? (Check all that apply) 

They were an annoying distraction. _______ 

They were moderately helpful. _______ 

They were very helpful. _______ 

8. Which approach to completing the instrument did you use, did you... 

Collect all necessary information first and 

then completed report, __________ 

Collect information for answers as needed 

while completing report, or __________ 

Complete the report in another way? (Explain) __________ 

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 

9. Where was the source of the information reported? Pick the answer that most closely 

approximates your situation. 

All information was available in WIC office records or 

by asking WIC staff. _______ 

Most information was available in WIC office records or 

by asking WIC staff, but some information had to be obtained 

from other sources such as the parent agency administration. _______ 

Other (please explain) _______ 

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 194 September 2005

10. How did you collect the information to complete the instrument? Pick the answer 

that mostly closely approximates your approach. 

One person collected the information and completed 

the instrument. _______ 

Two or more people in the WIC administrative office 

collected the information and completed the instrument. _______ 

Regional supervisors or clinic staff were assigned 

responsibility for collecting information from their staff or clinics, 

which was then entered into WIC SOLS ONLINE by the supervisors_______ 

Regional supervisors or clinic staff were assigned 

responsibility for collecting information from their staff or clinics, 

which was then compiled in the WIC administrative office. _______ 

Other. Please explain 

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 

11. Were there any items on the report that you didn’t understand? 

Yes _____ 

 No _____ (skip to question 13) 

12. What items on the report didn't you understand? 

Item Number Question About Item Was Answer 

Provided On 

Report (Y or N)? 

 
Final Report 

WIC Staffing Data Collection Project 195 September 2005

13. Were there items for which you had difficulty, or were unable, to get the needed 

information? 

Yes _____ 

 No _____ (skip to question 15) 

14. For what items on the report did you have difficulty, or were unable, to get the needed 

information? 

Item Number Information Respondent Was Not Able to Get Was Answer 

Provided On 

Report (Y or N)? 

 

15. Were there other items on the report that you were not sure how to answer? 

Yes _____ 

 No _____ (skip to question 14) 

13. What other items on the report were you not sure how to answer? 

Item Number Question About Item Was Answer 

Provided On 

Report (Y or N)? 

 
Final Report 

WIC Staffing Data Collection Project 196 September 2005

Item Number Question About Item Was Answer 

Provided On 

Report (Y or N)? 

 

14. Did you develop any internal tools or aids to help you collect and compile the 

information? (Indicate the answer that best describes this agency's process). 

a. No other tools were needed. _______ 

b. Yes, manually completed “tally sheets” _______ 

c. Yes, created an electronic spreadsheet or similar tool. _______ 

d. Yes, other (Briefly explain) _______ 

___________________________________________________________

___________________________________________________________

___________________________________________________________

___________________________________________________________

___________________________________________________________

___________________________________________________________ 

15. In your opinion, is the information collected for this report useful enough for this 

agency to collect it on a regular basis? 

Yes _________ 

No __________ 

16. What changes could be made to make the web site more user-friendly?

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 197 September 2005

Local Agency Information and Clinic Characteristics 

17. How did you determine agency and clinic participation reported? (Attach copies of 

any reports or other documentation referenced) 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

18. BCA staff to verify the type of agency reported with another source of information - 

i.e., business manager or administrator type. 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

19. Who completed questions Clinic Characteristics questions of the report (e.g. WIC 

Director or clinic supervisors)? 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

20. How did you determine the information regarding the numbers and types of clinics 

for questions 3-8? (Attach copies of any reports or other documentation referenced; 

verify that you can produce the same totals by completing the attached clinic worksheet; 

observe a clinic to determine if the information provided appears to be consistent with 

that report. Note any discrepancies) 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

21. Interviewer: Perform validation of Clinic Characteristics questions of the report for a 

subset of clinics (randomly selected) by completing the attached clinic characteristics 

worksheet. 

22. How did you determine the percentages regarding frequency of food instrument 

issuance? (Describe and attach copies of any reports or other documentation referenced.)
Final Report 

WIC Staffing Data Collection Project 198 September 2005

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

23. How did you determine the amount of time required by staff to travel to and set up 

temporary clinics? (Describe and attach copies of any reports or other documentation 

referenced.)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

24. How did you determine the percent of caseload that are considered high risk? 

(Describe and attach copies of any reports or other documentation referenced.)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

25. How did you determine the percent of caseload that is non-English speaking caseload 

you serve? (Describe and attach copies of any reports or other documentation 

referenced. . Note: We have reason to believe some will be reporting other measures of 

this type of information, such as participants indicating a preference for non-English 

communication. Please note here.).

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

___________________________ 

26. What was the basis for your determination of whether you have individuals with 

adequate language skills to serve non-English speaking participants? (Describe and 

attach copies of any reports or other documentation referenced.)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 199 September 2005

27. What was the source of information regarding additional financial support, including 

in-kind contributions? (Describe and attach copies of any reports or other documentation 

referenced.)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

28. How did you determine the information regarding indirect rate or overhead costs? 

(Describe and attach copies of any reports or other documentation referenced.)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

29. How did you determine the source of funding for management costs in your agency? 

(Describe and attach copies of any reports or other documentation referenced.)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

Staff Information and Characteristics (Educational Qualifications and Staff Duties, 

Recruitment Difficulties 

30. Who completed this portion of the instrument (e.g. WIC Director or clinic 

supervisors)? 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

31. How did you determine the information regarding the numbers and FTEs of staff by 

educational qualification? (Check one line below in each column. Indicate whether the 

worksheets in the instruction packet were used, if yes, obtain a copy of the worksheets 

and ask a few individual's their educational background and match it against their name 

on the worksheets - report findings below). 
Final Report 

WIC Staffing Data Collection Project 200 September 2005

Staff FTEs 

Asked supervisors of employees ______ _______ 

Asked employees individually ______ _______ 

Looked in personnel records ______ _______ 

Knew from personal knowledge of employees ______ _______ 

Recalled the information from the hiring interviews ______ _______ 

Other (please explain ______ _______ 

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

___________________________________________________ 

32. How did you determine the information regarding the numbers and FTEs of staff who 

are IBLCE certified? (Check one line below in each column.) 

Staff FTEs 

Asked supervisors of employees ______ _______ 

Asked employees individually ______ _______ 

Looked in personnel records ______ _______ 

Knew from personal knowledge of employees ______ _______ 

Recalled the information from the hiring interviews ______ _______ 

Other (please explain ______ _______ 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

33. How did you determine the information regarding the numbers and FTEs of 

breastfeeding peer counselors? (Check one line below in each column). 
Final Report 

WIC Staffing Data Collection Project 201 September 2005

Staff FTEs 

Asked supervisors of employees ______ _______ 

Asked employees individually ______ _______ 

Looked in personnel records ______ _______ 

Knew from personal knowledge of employees ______ _______ 

Recalled the information from the hiring interviews ______ _______ 

Other (please explain ______ _______ 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

34. How did you determine the information regarding the numbers and FTEs of 

volunteers? (Check one line below in each column.) 

Staff FTEs 

Asked supervisors of employees ______ _______ 

Asked employees individually ______ _______ 

Looked in personnel records ______ _______ 

Knew from personal knowledge of employees ______ _______ 

Recalled the information from the hiring interviews ______ _______ 

Other (please explain ______ _______ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

___________________________ 
Final Report 

WIC Staffing Data Collection Project 202 September 2005

35. How did you determine the information regarding duties for each category of staff? 

(Check one below. Indicate whether the worksheets in the instruction packet were used, 

if yes, obtain a copy of the worksheets and ask a few individual's their duties and match it 

against their name on the worksheets - report findings below). 

Asked supervisors of employees _______ 

Asked employees individually _______ 

Knew from individual experience _______ 

Referred to job descriptions _______ 

Other (please explain) _______ 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

36. Interviewer: Perform validation of the nutritionist group by completing the attached 

personnel qualifications and duties worksheet. 

37. How did you determine the difficulty in recruiting staff by educational qualifications?

(Describe and attach copies of any reports or other documentation referenced.)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 203 September 2005

Position Classifications 

38. How did you determine the information regarding position classifications and their 

qualifications? (Describe and attach copies of job descriptions (whether or not used by 

respondent) or other documentation)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 204 September 2005

Position FTEs, Vacancies, Length of Vacancies, Reasons for Vacancies, Changes in 

Number of Positions, Career Advancement and Staff Training 

39. How did you determine the information regarding the number of FTEs, vacancies and 

length of vacancies? (Describe and attach copies of job descriptions or other 

documentation)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

40. How did you determine the information regarding the reasons for vacancies? 

(Describe and attach copies of reports or other documentation)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

41. How did you determine the information regarding the changes in the number of 

positions? (Describe and attach copies of job descriptions or other documentation)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

42. How did you determine the information regarding career advancement? (Describe 

and attach copies of reports or other documentation)

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 205 September 2005

43. How did you determine the information regarding staff training? (Describe and 

attach copies of reports or other documentation)

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ 
Final Report 

WIC Staffing Data Collection Project 206 September 2005

Salaries and Benefits

44. How did you determine the information regarding salaries and pay differentials? 

(Describe and attach copies of reports or other documentation; determine if this agency 

has written personnel manuals and review for consistency with report responses.)

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

45. How did you determine the information regarding what benefits were offered full and 

part-time employees; and WIC employees versus other local agency employees? 

(Describe and attach copies of reports or other documentation; determine if this agency 

has written personnel manuals and review for consistency with report responses.) 

(Question 36 and 37) 

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________ 

46. BCA staff verify percent of salaries budgeted for WIC staff benefits with 

administrative staff or agency business manager. (Question 38) 

_______________________________________________________________

_______________________________________________________________
Final Report 

WIC Staffing Data Collection Project 207 September 2005

Continuation Page for Responses: 

Question #___ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________ 

Question #____ 

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________
Final Report 

WIC Staffing Data Collection Project 208 September 2005

Clinic Characteristics Worksheet
Final Report 

WIC Staffing Data Collection Project 209 

Clinic Number 

Current Monthly Caseload 

Clinic Name 

Type of Clinic (check one below):

Permanent Facility (Owned, Rented or Occupied Full-Time by WIC Program) Temporary Facility (Used or Rented Just for Clinic Days by WIC Program) Mobile Clinic 

Hours of Operation (check one below): 

Open Full-Time, at least 35 hours/week Open Part-Time, less than 35 hours/week 

Other, please describe: Don't Know 

Extended Hours (Check if Yes): 

Some services provided at times when extraordinary costs are incurred such 

as differential pay, security, or other unusual expenses 
Final Report 

WIC Staffing Data Collection Project 210 

Clinic Number 

Integration With Other Health Services (check one below): 

No integration. Stand alone or co-located WIC clinic with little or no integration of services and WIC services are provided entirely by WICdedicated staff. Integrated services, no shared staff with WIC. WIC clinics integrated with other health services but all WIC services provided by WIC-dedicated staff. Integrated services, shared staff with WIC. WIC clinics are integrated with other health services and there is some use of shared staff between programs. Other, please describe: Don't Know 

Anthropometric and Blood Work Measures

All performed by WIC staff. All or most anthropometric measures (e.g.,heights/weights) and blood work are conducted by WIC staff in the WIC clinic.Anthropometric measures only performed by WIC staff. All or most anthropometric measures (e.g., heights/weights) are conducted by WIC staff in the WIC clinic; but all or most blood work is conducted by other provider(s).Neither performed by WIC staff. All or most anthropometric measures (e.g.,heights/weights) and blood work are conducted by other provider(s). Other, please describe: Don't Know 
Final Report 

WIC Staffing Data Collection Project 211 

Clinic Number 

Services Provided and Population Served (check one below):

All services provided to all participant categories. Clinic routinely certifies and provides ongoing services to all categories of participants.All services offered to selected categories of participants or selected special populations. Clinic routinely certifies and provides ongoing services to selected categories of participants or special populations only (e.g.,prenatal women, migrants or non-English speaking populations, special clinics at schools for pregnant teens, etc.)Limited services offered to select categories or populations. Clinic routinely certifies only selected categories of participants or special populations (e.g., postpartum women and newborn infants, migrants or non-English speaking participants) and refers them to another clinic for future ongoing services.Other, please describe:Don't Know 

Level of Automation of Participant Records (check one below):

Recorded directly into computer. Clinic staff record all or most participant information directly into a computer located in the clinic.Recorded on paper, then entered into computer in clinic. Clinic staff record all or most participant information on paper first and then transcribe the information into a computer located in the clinic.Recorded on paper, then entered into computer outside clinic.Clinic staff record all participant information on paper and the data is entered into a computer system somewhere other than the clinic.No automated participant information records. Other, please describe:Don't Know 
Final Report 

WIC Staffing Data Collection Project 212 

Clinic Number 

Financial Instrument (FI) Distribution (check one below):

FIs printed and issued on demand. Clinic staff print food instruments “on demand” in the clinic using the automation system.FIs printed in advance of issuance. Clinic staff issue food instruments that are centrally printed in advance of the clinic (either by the State agency or the local agency).FIs manually issued. Clinic staff manually prepare and issue food instruments in the clinic.EBT card issuance. Clinic staff issue EBT cards in the clinic using the automated system.Other, please describe:Don't Know 
Final Report 

WIC Staffing Data Collection Project 213 September 2005 213

Personnel Qualifications and Duties Worksheet
Final Report 

WIC Staffing Data Collection Project 214 

Staff 

Name or 

Code 

Other Educational Qualifications Job Responsibilities 

Hours Worked per Week 

IBCLE Certified (check if Yes)

Bachelor's Degree in Nutrition (not RD) 

Master's or Doctor Degree in Nutrition (not RD) 

RD - Bachelor's Degree in Nutrition 

RD - Bachelor's Degree in Nutrition 

RD - Master's or Doctorate Degree in Nutrition or Public Health 

Appointment Scheduling 

Intake (Income, Residence, & Motor Voter) 

Collect Heights & Weights 

Collect Blood work 

Obtain Health History 

Conduct Health Screening (Immunizations, Lead, etc.) 

Assess Nutrition Risk, Determine Eligibility 

Assign Food Package 

Make Referrals to Other Services 

Complete Dietary Recall or Equivalent 

Special Formula Prescription and Follow-Up 

Therapeutic Nutrition Counseling and Care Plans 

Provide high-risk counseling and nutrition care plans 

FI Issuance 

Provide Individual Nutrition Education 

Provide Group NE 

Breastfeeding Promotion & Support with Individuals or Groups 
Final Report 

WIC Staffing Data Collection Project 215 

Staff 

Name or 

Code 

Other Educational Qualifications Job Responsibilities 

Hours Worked per Week 

IBCLE Certified (check if Yes)

Registered Nurse, including BSN and MSN 

Licensed Vocational Nurse; Licensed Practical Nurse or 

Equivalent 

Bachelor’s Degree or Higher in Other Specified Fields (not 

nutrition or nursing) with 15 or More College Credits in Nutrition 

Bachelor's Degree or Higher in Other Specified Fields with Less 

than 15 College Credits in Nutrition. 

Appointment Scheduling 

Intake (Income, Residence, & Motor Voter) 

Collect Heights & Weights 

Collect Blood work 

Obtain Health History 

Conduct Health Screening (Immunizations, Lead, etc.) 

Assess Nutrition Risk, Determine Eligibility 

Assign Food Package 

Make Referrals to Other Services 

Complete Dietary Recall or Equivalent 

Special Formula Prescription and Follow-Up 

Therapeutic Nutrition Counseling and Care Plans 

Provide high-risk counseling and nutrition care plans 

FI Issuance 

Provide Individual Nutrition Education 

Provide Group NE 

Breastfeeding Promotion & Support with Individuals or Groups 
Final Report 

WIC Staffing Data Collection Project 216 

Staff Name 

or Code Other Educational Qualifications Job Responsibilities 

Hours Worked per Week 

IBCLE Certified (check if Yes)

Bachelor’s Degree or Higher in non-Health Related Fields 

Registered Dietetic Technician (Associate's Degree) 

Associate's Degree in Any Other Field (not nursing) 

Completion of State Competency Based Training Program (CBT) 

in Nutrition, Nutrition Assessment or Nutrition Education, etc., is 

(or will be) Only Academic Preparation 

High School or Other Education or Training Qualification (e.g., 

position required driver's license) Only 

All Others Not Included Above (no education or training 

qualifications) 

Appointment Scheduling 

Intake (Income, Residence, & Motor Voter) 

Collect Heights & Weights 

Collect Blood work 

Obtain Health History 

Conduct Health Screening (Immunizations, Lead, etc.) 

Assess Nutrition Risk, Determine Eligibility 

Assign Food Package 

Make Referrals to Other Services 

Complete Dietary Recall or Equivalent 

Special Formula Prescription and Follow-Up 

Therapeutic Nutrition Counseling and Care Plans 

Provide high-risk counseling and nutrition care plans 

FI Issuance 

Provide Individual Nutrition Education 

Provide Group NE 

Breastfeeding Promotion & Support with Individuals or Groups 
Final Report 

WIC Staffing Data Collection Project 217 September 2005 

ATTACHMENT 8 

Local Agency Staffing Reporting System 

Results Matrices from Site Visit Protocols 

Paper and Electronic Instrumentation 
Final Report 

WIC Staffing Data Collection Project 218 

Sites Piloting Paper Report Form 

Protocol Question 

Paper 

Version 

Question 

Number 

Electronic 

Version 

Question 

Number Large Large Medium Medium 

Number of People Completing WIC SOLS Report 

NA NA 2 1 

One primarily, 

with input from 

ten others 

3 primarily, with 

input from 37 

others 

Who were they? 

(LAD = local agency 

director 

LAA = local agency 

administrator 

CS = clinic supervisor(s)) 

LAD, Manager 

of Operations 

Special Projects 

Superintendent

State and local 

agency staff 

Primarily LAD, 

Administrative 

Specialist, 

Support; also 

Supervisors 

and clinic staff

LA

M

What did they do? 

Training; LAD completed all questions on the survey; Mgr assisted 

Gathered information and completed entire report 

LAD 99%, secretary helped with data collection, others answered questions 

Director - oversight, local agency questions and report completion; Administrative Specialist – collected data for table 25 and 18; Support – Collated table 25/18 Supervisors – qualifications; 

LAD tabuOfficassi
Final Report 

WIC Staffing Data Collection Project 219 

Sites Piloting Paper Report Form 

Protocol Question 

Paper 

Version 

Question 

Number 

Electronic 

Version 

Question 

Number Large Large Medium Medium 

Clinic staff – duties 

3. (How long to complete the form, including all related activities?) 

 4 hours 20 hours 20 hours 80 hours 

30 monce to corepo

4. (Number of days to complete report) 2 12 days day of training until day due 23 days 5. Approach to completing the instrument 

Collect information first and then completed report 

Collect info as needed while completing report 

Collect information first and then completed report 

Reviewed survey, identified data that wouldn’t be available and planned to get. Did section by section – some on training call – noted clarifications. 

Collinforand comrepo
Final Report 

WIC Staffing Data Collection Project 220 

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6. Source of information 

All in WIC office 

records or by asking WIC staff 

All in WIC office 

records or by asking WIC staff 

All in WIC records or asking WIC staff 

All in WIC office 

records or by asking WIC staff 

All in 

recoaskistaff 

7. How compile information? 

Two or more people in WIC administrative office collected information, completed instrument 

One person collected and completed instrument 

One person collected and completed instrument 

Regional supervisors or clinic staff were assigned responsibility for collecting information from their staff or clinics, which was then compiled in administrative office 

Two peopadmcolleinforcominstr

8. Items you didn't understand? No Yes No Yes 
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9. Which ones? NA 

Table 32A, onthe-job training; indicated 100% for everyone with other training listed; wording was confusing. 

NA 

Table 25 initially answered based on FTE; corrected before submitted. 

10. Items difficult or unable to get information? Yes Yes No Yes 
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11. Which items unable to get? 

Percent caseload high risk; estimated at 8%; no high risk report; estimated by summing incidence of high risk factors. Also unable to get percent of agency's caseload issued monthly, etc.; State couldn't give this to her; estimated her response. 

Table 18A, confusion over where to put non-health related advanced degrees; IBLCE not best one to list. Table 25, difficult because had to track on paper. #12 Non English (answer probably not accurate). #11 High Risk codes. 

NA 

Question 12 - proportion of caseload nonEnglish speaking, could report only English preference. Table 32 (training), just estimated; was a “weak” response. Question #38 – percent of salaries as benefit, question needs a time frame on it; answered based on 11 month’s actual costs; annual varies by vacancies and types of staff. 

Item lot ofinalinfor
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12. Other items unsure to answer? No No No Yes 13. Which items unsure? NA NA 

20 and 21 are weird questions could be more clear 

#38finanperssure # 

14. Internal aids developed? 

Yes, manual tally sheets 

Yes, manual tally sheets 

Yes, manual tally sheets 

Yes, manual and electronic tally sheets 

15. Information useful to collect regularly? Yes Yes No 

Parts of this yes, parts needed less than annually. Consider the amount of time to get the information. Value is not to local agency directly, but indirectly; most information already known 

No fyes and 
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locally, although did make a few discoveries (e.g., minimum qualifications for administrative positions). Viewed as more useful on state or national level – “would love to get realistic staffing standards and then be funded accordingly”. 
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16. Improvements? 

Make electronic; organize duties by category. Ask for more types of BF certification, not just IBLCE. Also, State uses licensed dieticians. 

Easier if electronic. Harmful to have instructions separate from report. Survey had clear instructions about 80% of time. 

Electronic but non-Web format, sent by email. 

None mentioned 

Finecom

17. How determine participation? 1 1 Report from State Queried the AIM system State reports Extranet query Stat

from syst

18. Type of Agency 2 Observation 

Verified with two clinic supervisors 

Only able to ask LAD 

Director only source, serves as WIC business manager 

Persknow

19. Who completed questions on clinics? 

3, 4, 5, 6, 

7, 8 

3, 4, 5, 6, 7, 

8 

LAD; Mgr of Operations 

Special Projects Superintendent LAD 

WIC local agency director “just knows” 

Both 
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20. How determine number and types of clinic? 

3, 4, 5, 6, 

7, 8 

3, 4, 5, 6, 7, 

8 

Used a worksheet for full or part-time; other knew off top of head. 

Answered based on personal knowledge of coordinator and person completing report. Verified information with two clinic supervisors. 

Personal Knowledge. LAD in position for 20 years. 

Knew characteristic of each clinic; did calculations in excel (assignment of clinic characteristics in excel spreadsheets). 

From 

21. Validation of Clinics 

Marked don't have extended hours. Do have extended hours and "often" have to pay overtime for people to cover these. 

Visited two clinic sites; verified information with two clinic supervisors, observed certain job classifications. 

Answered for one clinic. 

Answone 
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22. How determine frequency of food instrument issuance? 

9 9 

Estimated based on percent of high risk clients; all else receive trimonthly. 

Queried the AIM system 

Personal knowledge - Most are one month issue. 

Extranet query 

"3 meverdidnevid

23. How determine travel time? 10 10 N/A N/A Personal knowledge NA 

30-4One doindoes 
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24. Percent caseload high risk? 11 11 

No high risk report. Extrapolated from another report, but possibly over counted. 

Ran query on high risk codes. May count individuals more than once. Staff do not always enter this data. 

Answered don't know. Had to ask State for special report. 

State criteria, level 3 & 4; generated by ISIS (state data system) 

Didntotalnew infor

25. Percent caseload nonEnglish speaking? 12 12 

Estimated based on Hispanic percent on report so reflects Spanish only. 

Ran query on primary language code, which does not answer the question. 

Answered don't know. Had to ask State for special report. 

Got “nonEnglish preferred” that is available from Extranet reporting system. 

Guebaseoften inter

26. Basis for ability to serve non-English? 13 13 

Answered "no", but use language line. 

Personal knowledge of staff; also knows who gets incentive pay 

Personal knowledge 

Personal knowledge; agency recruits specifically; has designated 

Expof in
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for speaking second language. 

positions for bi or tri lingual skills. 

27. Source info on financial support? 14, 15 14, 15 

No documentation, but get free rent at all but one clinic. 

Asked WIC Manager 

Asked State WIC Director 

WIC is the source for this financial information; provides it to the business office. Due to state vs. federal fiscal year, they never match exactly. 

Amoso hanswmonfisca

28. How determine indirect or overhead? 16a, 16b 16a, 16b 

State doesn't allow indirect. Hospital covers all their overhead costs.

Asked WIC Manager 

Asked State WIC Director 

Memo from business officer

Havexpeplanis 12
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29. How determine source management? 17 17 

Provided as inkind. Viewed copy of agency budget. 

Asked WIC manager 

Asked State WIC Director 

Personal knowledge; has 7 years specific budget experience. 

DidnitemExpplan from 

30. Who completed staff info and characteristics? 18-25 18-25 Both people Special Projects Superintendent LAD from personal knowledge Director and assistant Both 31. Info on # and FTE's of staff by education? 

18a, 18b, 

18c 

18a, 18b, 

18c 

For both, personal knowledge. 

For both, asked supervisors of employees. 

For both, secretary called people and asked. 

For number, asked employees individually. For FTEs calculated; went through extensive process with each person filling out 18 and 25 individually, sorted papers by staff qualifications, 

StafknowFTErepo
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noted percent full time on each paper copy and added them up and recorded. 

32. Info on # and FTEs IBLCE certified? 19, 20 19, 20 

For both, looked at resumes. 

Don't have any. NA - none 

For both, personal knowledge. 

Don

33. Info on # and FTEs of peer counselors? 21, 22 21, 22 

Personal knowledge of people. Has list showing everyone. Human resources also has info. 

Don't have any.

For both, asked supervisors of employees. 

For both, personal knowledge. 

Don
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34. Info on # and FTEs of volunteers? 23, 24 23, 24 Don't have any. Don't have any.

For both, asked supervisors of employees. 

For both, personal knowledge. 

For persknowAnswques

35. How determine info on duties by category? 25 25 

"Other", based on what portions of system employees have access to.

Personal knowledge 

Clinics differ; used two as example and answered based on those; doesn't reflect all. 

Asked employees individually. Created excel spreadsheet; following numbering scheme of staff qualifications, initially attempted to report as FTEs; definitions provided were very important. Supervisors felt they should have filled out duties, would have been 

Persknow
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more accurate as related to job descriptions; duties should be defined in writing. 

36. Validation of Nutrition Group 

Verified five nutrition staff. 

Validated information with two clinic supervisors in two different clinics. 

Most clinics, all staff do all duties. 

NA 

37. Difficulty in recruiting by educational qualifications. 26 26 

Has tool that shows seniority, vacancies by classification. 

HR lead; has personal knowledge of recruiting difficulties. 

Personal knowledge 

Thought about last two year period; had difficult time recruiting bilingual staff. 

So fprobAnswattembe "
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38. Info on position classifications & qualifications? 

27 27 

Used hospital job descriptions. 

Used job description for some, personal knowledge for others. 

Personal knowledge 

Used job specifications for job classification; looked at minimum qualifications and specialty designations made and approved by division or civil service. 

PersknowItem confbecahas recr"hire with

39. Info on # FTEs, vacancies, length? 28 28 

Used seniority listing worksheet. 

HR lead. Has white board with all staff listed by location; uses for tracking. 

Personal knowledge 

Have sheets budgeted. Went to contract, adjusted with new information, stated that it isn’t so easy to define number of positions; some ambiguity exists (if you set up budget you may inflate 

No vfor tw
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positions knowing you aren’t going to fill them). 

40. Info on reasons for vacancies? 29 29 

Departing employees complete form describing reasons. 

Personal knowledge 

Personal knowledge. They "use parttime staff, people who do not need personnel control (like a temp) to hire" when a position is vacant until a permanent position is filled.

Personal knowledge 
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41. Info on changes in # of positions? 30 30 

Used seniority listing worksheet, but reported on # of people rather than budgeted positions. 

Personal knowledge; HR and budget records. 

Personal knowledge 

Two possible definitions of vacancies; went back and forth a bit (again, confusion with staff versus FTE). 

Answstabno cHad year

42. Info on career advancement? 31 31 

Completed report based on personal knowledge. Usually talks to people who intend to leave.

Personal knowledge 

Personal knowledge 

Using job specifications, named the same thing. 

No ladva

43. Info regarding staff training? 32 32 

Two forms for some types; known training by classification for other types. 

Access to training audit records and sees them as part of her job. 

Personal knowledge 

Subjective assessment 

DidnsouranswIncobecamisron-ttrain
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checever

44. Info on salaries & pay differentials? 33, 34, 35 33, 34, 35 

Salary range worksheet for most positions. Human resources dept. spreadsheet had the rest of them. 

Has access to HR records and keeps spreadsheet of salaries and increases. 

State Personnel job descriptions, but most start above entry level. 

Came off public web site of salary schedules. 

UseA of contuniostatesalaposipers

45. Info on benefits for full & part-time? 36, 37 36, 37 

Personal knowledge. Hospital also has employee manual. 

HR records and personal knowledge. 

Personal knowledge 

Personal knowledge 

Persknow
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46. Verify % staff salaries budgeted for benefits. 38 38 Budget worksheet. 

Verified with WIC manager. He explained fixed and variable costs and percentage for each. 

Demonstrated calculation; confirmed. 

Usefiscashow
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Number of People Completing WIC SOLS Report 

NA NA 17 22 3 4 

Who were they? 

(LAD = local agency 

director 

LAA = local agency 

administrator 

CS = clinic supervisor(s)) 

LAD, LAA, and 

15 CS 

LAD, LAA (HR 

director), and 

20 CS 

LAD and 2 CS LAA and 3 CS 

What did they do? 

Roles described in training packet 

LAD did agency and clinic info; LAA did all the CS entry, as decided not to ask CS to do it themselves 

Each CS completed info for two clinics; LAD did the rest

LAD served as the LAA, reviewed clinic questions, answering some, and answered all local agency questions; each CS completed clinic questions and staff questions for their staff 

Used LAA CS r
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3. (How long to complete the form, including all related activities?) 

LAD estimated 1.5-2 hours per CS, much more for herself; one CS estimated 4 hours for herself, another only 30 min; BCA estimated 28-30+ hours 

3 hours 4 hours 

16 hours, not 

including 

training 

3 and hourinclutraini

4. (Number of days to complete report) 

From training to 

Friday before 

site visit. 

Two days One day Five days O

5. Difficulty logging into web site? No No Yes; misspelled Web address No 
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6. Best describes experience with Web? 

No difficulty navigating, but 2 CS couldn't figure it out and LAA had to help them 

Difficult at first, but figured it out

Difficult at first, but figured it out

Difficult at first, but figured it out

No dnavig

7. Best describes experience with help & pop-ups? 

Moderately helpful 

Didn't use them at all Very helpful Moderately helpful Very 

5. Approach to completing the instrument 

Collect information as needed while completing report, but would do it differently next time 

Collect all clinic info first and then completed report; collect some agency info as needed while completing report 

Collect info as needed while completing report 

Collect info as needed while completing report 

Colleand tcomprepo
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6. Source of information 

All info in WIC records or by asking WIC staff 

All info in WIC records or by asking WIC staff 

Most info in WIC records or by asking WIC staff, but some from parent agency 

All info in WIC records or by asking WIC staff 

All inrecoraskinstaff 

7. How compile information? 

CS were assigned responsibility to collect information for their clinics and they entered it 

Two or more people in WIC administrative office collected and entered the information 

CS were assigned responsibility to collect information for their clinics and they entered it 

CS were assigned responsibility to collect information for their clinics and they entered it 

One colleenter

8. Items you didn't understand? Yes No Yes No 
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9. Which ones? 

23, Training, long and convoluted. #12, duties had duplicate names and lots of blanks from CS; often missed box for qualifications and got many listed incorrectly as having a BA. 

NA 

The # of hours a person works; staff have varied hours. 

NA 

10. Items difficult or unable to get information? No 

No, however, strong comment about collecting 

job duties by 

classification rather than individual; thought survey too detailed, redundant; system unforgiving 

Yes Yes 

Answbut sfollow
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11. Which items unable to get? NA NA 

The # of high risk; used number from data system but don't agree with how defined. 

High risk caseload; answer was not provided on report. Percent of FI issuance; answer was provided on report. 

Used enrorepoHispdeteEnglspearepoenroinsteparticcons

12. Other items unsure to answer? Yes No Yes No 13. Which items unsure? #23 on training NA 

Info regarding people on staff; their info is by position, not people 

NA 
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14. Internal aids developed? Yes, manual tally sheets 

Created spreadsheet or tool; used for recording staff responsibilities; didn't need it for qualifications 

Yes, manual tally sheets 

No other tools were needed 

No owere 

15. Information useful to collect regularly? 

Yes, especially 

duties table No Yes No 

16. Improvements? 

Menu strip at side confusing. Need reminder to submit survey after save it the last time; didn't realize was separate step. 

Should not be case sensitive. Can't delete employee once entered. Also several comments that sound like bugs in system. 

Have print capability and be able to see data entered. 

Use only one password per user that will cover all appropriate user roles. 

At enpromsubmsepaafter 
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17. How determine participation? 1 1 

Generate report out of WIC data system 

Ran system query 

State report for May, 2004 

Participation report 

Used repohowerepoenropartic

18. Type of Agency 2 

City government; obvious from signs, literature, reports, etc. 

Verified it with LAA 

Personal knowledge 

Administrative offices are located in the Health Department 

Definagencomptechncoungovebut pthroupriva

19. Who completed questions on clinics? 

3, 4, 5, 6, 

7, 8 

3, 4, 5, 6, 

7, 8 

Each CS for their clinic LAA LAD WIC Director and CS 
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20. How determine number and types of clinic? 

3, 4, 5, 6, 

7, 8 

3, 4, 5, 6, 

7, 8 

LAD knows how many clinics she has and type. Report of operations has a list. Two of mobile sites were included with one other clinic. 

Used master list of all clinics. Don't have any integration, so easier to answer. 

Personal knowledge 

Personal knowledge of clinic activity. 

Two sitessupeboth

21. Validation of Clinics Observed two clinic sites Verified one clinic Verified one clinic Observed two clinic sites 

Obseclinic don't their "integitem site 
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22. How determine frequency of food instrument issuance? 

9 9 

Difficult, wanted to estimate and enter .5% for monthly, 99% for Tri-monthly; WIC SOLS would only accept 100% for one answer; could have generated ad hoc report to get actual %; didn't because such a small amount. 

Ran system query. 

Said this question was hard to answer because they are transitioning from bi-monthly to tri-monthly and also high risk that get monthly issuance; and don't know exactly how many that is. 

All clients get three months of FIs unless they have lost/stolen checks (monthly issuance) or if they only have two months left in their certification period (bimonthly issuance). 

Use mont

23. How determine travel time? 10 10 

LAD estimated time for mobile clinics. Also include time for set up at health fairs. (We used "facilities" in question instead of "clinics".) 

Have one travel team; consulted them. 

Doesn't have any 

No temporary clinics. Travel time is for base clinic to evening clinics where equipment is already set up. 

Repohave satelso no time. do haintenclose coupmont
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24. Percent caseload high risk? 11 11 

Ran ad hoc report by risk codes, but still an estimate. LA has more restrictive definition than State because State’s covers too many people. 

Ran system query. State defines by risk codes. 

State report by clinic. 

No available report to provide this information, so response was don’t know. 

State Use One, code

25. Percent caseload nonEnglish speaking? 12 12 

Ad hoc report. System allows participants to self ID as nonEnglish speaking. 

System captures primary language spoken; ran query; may not be accurate, because people may also speak English. 

New State report by family. Didn't explain what report defines. 

Taken from participation report, but only considers Hispanic population since only Hispanics broken out on the report. Does not consider Hispanics that speak English. 

State HispAssunon-speaAssunumbrepohigh. 
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26. Basis for ability to serve non-English? 13 13 

Answered yes because have Spanish speaking staff in every clinic; primary nonEnglish language need. Also use language line and printed materials for other languages. 

Many staff speak many languages. Also use language line. Always have access to phone. 

"Personal knowledge;" have clinics for Spanish speaking families and bilingual staff. 

Have access to language line and there is a Spanish interpreter in three of the clinics. 

Said becainterp

27. Source info on financial support? 14, 15 14, 15 Don't receive any. Talked to agency fiscal director. Don't receive any. 

Report that displays overhead costs; only pay rent for one clinic location. 

TalkebusinmanaRivegambonly one tpurchdidn'chanprevi
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28. How determine indirect or overhead? 16a, 16b 16a, 16b 

City-specified rate is line item in budget (10%). 

Fiscal director had just compiled for year end close out. 

"Knows" the indirect rate to health dept. Also pay part of director's salary directly. 

Information is available to LAD on a report. 

Info fbusinmanaRespitem on feindireThey of rebasesqua

29. How determine source management? 17 17 Paid through indirect rate 

Fiscal director had just compiled for year end close out. 

Paid through indirect rate. 

The budget provides this information. 

DirecBusinmanahandline imanasalar

30. Who completed staff info and characteristics? 18-25 18-25 

CS for their clinics, LAD for all other staff 

LAA LAD LAD 
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31. Info on # and FTE's of staff by education? 

18a, 18b, 

18c 

18a, 18b, 

18c 

For both, recalled from hiring interviews. Works for this agency because very few educational backgrounds (basically 3 for all staff). 

For both, personal knowledge. 

Also available in 

personnel budget. Based FTEs on 37.5 hours, not 40. 

For both, used personnel records and county report. 

For both, asked supervisors of employees. 

For spersoknowinfo fintervhired them For Flookepayro

32. Info on # and FTEs IBLCE certified? 19, 20 19, 20 

For both, personal knowledge; have only one person. 

Doesn't have any. 

Don't have any. Strongly disagree with using only this certification. 

For both, asked supervisors of employees. 

Don'
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33. Info on # and FTEs of peer counselors? 21, 22 21, 22 

For both, personal knowledge; have only one person. 

For both, personal knowledge. HR also has census of employees, including these.

Don't have any. 

For both, asked employees individually. 

Don'

34. Info on # and FTEs of volunteers? 23, 24 23, 24 Don't have any. Don't have any.

Don't have any regular volunteers (sporadic). 

For both, personal knowledge. 

Don'
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35. How determine info on duties by category? 25 25 

Knew from Individual experience of each CS and LAD. Several differences between clinics, LAD changed many of the answers. Thought distinction between primary and secondary not clear. Several differences in 6 of 8 staff interviewed between their answers and what LAD reported. 

Referred to job descriptions 

Referred to job descriptions 

Knew from individual experience. 

Knew persoexpeHave State goveof eapositpeopcategsame Somexcewhicnoted One recorsecoinsteprimabeliechanwhen movemousdown 
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36. Validation of Nutrition Group 

Only have approximately 10 nutritionists; found one and interviewed. Also interviewed 7 other staff. 

Verified one nutritionist. Education matched, but nutritionist disagreed with LAD's primary/secondary/emergency answer to five items. Nutritionist's answers seem more appropriate for 4 of the 5. 

Verified one person, "Health Aide" with BA, RD. 

Five nutritionists were questioned at two clinics. 

Talkethe enutritplus nurse
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37. Difficulty in recruiting by educational qualifications. 26 26 

Only use a few of the categories, don't recruit much. Very few vacancies. 

Personal knowledge of HR director. 

Doesn't use traditional means to recruit professionals. LAD director helps RDs in the State get 

jobs, recruits 

before there is a vacant position. 

Personal knowledge of the interview and hiring process. Based on number of applicants, qualifications and experience.

Haveprobrecruhoweanswquesoppointen

38. Info on position classifications & qualifications? 

27 27 

Use city job descriptions, avail on city web site. Some employees have a WIC title and a city title. 

HR director used job descriptions and personal knowledge 

Job descriptions and personal knowledge. 

Personal knowledge. 

RefeState procerequ
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39. Info on # FTEs, vacancies, length? 28 28 

LAD's memory. Interviews LVNs and nutritionists herself, but have to approve. 

Personal knowledge of HR director. "Fill in CPA vacancies with nutrition students, so aware of when and how long." 

Based on staff plan (budget process); personal knowledge. 

Personal knowledge; based on when an individual left a position and when the position was filled. 

No v

40. Info on reasons for vacancies? 29 29 

From LAD experience. Low turnover, generally tell her why. 

Personal knowledge. Sets up and participates in interviews. 

LAD knows info regarding positions so reported by personal knowledge. They "use parttime staff, people who do not need personnel control (like a temp) to hire" when a position 

Ask each 

employee why 

they are 

leaving; HR 

department 

keeps a 

database of this 

information and 

can tell WIC 

what its 

vacancy rate is 

at any give 

time. 
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is vacant until a permanent position is filled.

41. Info on changes in # of positions? 30 30 

Stable from previous year. Number is on budget detail. 

From budget director. 

Personal knowledge in budget process.

Verified the number by reviewing the budget from last year and this year. 

No cKnew becaLAD 
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42. Info on career advancement? 31 31 

Had difficulty completing. Said yes for everyone. For nutritionists, no path. 

Personal knowledge of Org chart and career path. Knowledge of educational requirement for each position. Some have no opportunity. 

Answered yes to all based on personal knowledge. 

There are no advancement levels within WIC. 

Repooppo
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43. Info regarding staff training? 32 32 

Estimated. Would take too long to look up everyone's records. 

Answered onthe-job training for 100%, even though have other types of training. Said item should be worded differently. Track training in personnel files. 

"Looked at last year". Suggested list civil rights separately since required annually. 

Based on training offered by various State resources. Guesstimated this information.

Keep for dchecReliememother Know classpositusua
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44. Info on salaries & pay differentials? 

33, 34, 

35 33, 34, 35

Spreadsheet with salaries for those still at entry level. City book for others. Pay time and a half for Saturdays. 

Have salary schedule with entry level. Don't have differentials. 

Look at county reports. (Thinks should ask for range rather than starting.) 

Based on incumbent position summary report. Pay differentials were determined based on personal knowledge. 

Don'definlevel so usbeginsalarperso

45. Info on benefits for full & part-time? 36, 37 36, 37 

Standard city benefits for WIC employees. Can look at city web site for details. 

HR director administers benefits program, so knows details. 

WIC employees are county employees. Same benefits. Also have temp staff with no benefits; not sure how to record them. 

Full-time based on State benefits manual. Parttime info was not gathered. 

Have benedescemplhandPrettbut bmanaprovispec
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46. Verify % staff salaries budgeted for benefits. 38 38 Got copy of line item budget. From budget sheet. Use county report. 

Budget showed 25%, whereas agency reported 77%. 

Got citem perfocalcu53%repo