Success generally requires a team effort, often including outside players in the community. While the local or state health officer or program director may act as the spokesperson for the health department, kudos or reprimands are generally directed at the organization as a whole, not the individual. Financial incentives for performance are generally limited for governmental employees. Career advancement is based on job performance, longevity in the organization, and the funds available for personnel in that department. This rewards system is less responsive to individual initiative than the academic system.
More effort is focused on project-related activities than on securing individual salaries or tenure.
Publishing or formally presenting project results, while seldom required in practice communities, may informally contribute to an individual's professional development and positive job evaluation. Time and Money in Practice Environments Practitioners must respond to real-world events, working on a timeline that requires the best possible decision be made given the available information. This frequently means the release of incomplete or unpublished data or research findings, a situation inherently different from that of the academic. Budget and political cycles can also affect public health agencies. Whether due to city or county councils, state legislatures or a corporate or philanthropic funder, time commitment to projects frequently revolves around funding cycles and elections.