Since the release of the first Surgeon General's Report on Smoking and Health in 1964, the Office of the US Surgeon General (OSG) has shaped public health priorities in the United States through reports, advisories, and calls to action. This study presents a descriptive analysis of all 49 OSG publications produced from 2001 through 2025, with a focus on recurring topics and changes over time in the frequency of studied topics. Our purpose includes examining potential areas of topical overlap between the Make America Healthy Again (MAHA) strategy and past federal health priorities. By categorizing reports by content, type, organizational partners, and time period, and by comparing findings with the MAHA strategy, this review highlights the evolving role of the OSG in addressing long-standing and emerging health threats-from tobacco control and prevention of chronic diseases to diverse aspects of mental health, including substance abuse and suicide prevention. This summary of scientific communications from the OSG offers public health professionals and academics insight into past and current federal policy priorities.

Communicable disease reporting is essential for public health surveillance, yet underreporting is common. California Title 17 mandates that health care providers report >80 communicable diseases to local health departments, according to the patient's residence. We conducted a cross-sectional survey assessing health care provider knowledge, attitudes, and practices related to reporting requirements in Alameda County, California. Of 145 health care providers surveyed from April through June 2025, 127 (87.6%) were aware of Title 17 requirements and 105 (72.4%) had submitted at least 1 report. In multivariable logistic regression analysis using Firth penalized likelihood, the following were significantly associated with higher odds of reporting communicable diseases: having an awareness of reporting requirements versus no awareness (adjusted odds ratio [AOR] = 6.91; 95% CI, 1.21-58.36), having >10 years of clinical experience versus <5 years of clinical experience (11-20 years: AOR = 11.07 [95% CI, 2.30-64.68]; >20 years: AOR = 10.89 [95% CI, 2.28-62.59]), and having training in systems of institutional reporting versus no training (AOR = 5.37; 95% CI, 1.56-22.52). Misunderstanding reporting responsibility versus accurately identifying reporting responsibility was associated with lower odds of reporting communicable diseases. Improving clinician training, clarifying reporting expectations, and expanding electronic reporting systems may strengthen public health surveillance.

An increase in imported infectious diseases that are unfamiliar to health professionals was expected during the Tokyo 2020 Olympic and Paralympic Games. The National Institute of Infectious Diseases, Japan, therefore developed a pragmatic quantitative methodology to prioritize imported infectious diseases with the greatest implications for medical and public health workers. This approach selected acute-onset infectious diseases recorded in the national surveillance system and defined 2 indicators: absolute caseload and the relative contribution from importations, reflecting potential workload in diagnosis and acute public health responses, and relative importation impact. We prioritized diseases exceeding predefined thresholds for both indicators. The prioritization results, based on simple calculations, identified 15 prioritized diseases and facilitated transparent nationwide public health planning. With increasing global mobility, this method can serve as a useful tool to improve preparedness for mass gatherings and routine public health planning.

Many universities are navigating changes to strengthen their long-term sustainability. Although challenges and negative consequences of institutional change are often most visible, successful efforts can provide valuable lessons. In 2024, the University at Albany launched the College of Integrated Health Sciences after a yearlong, participatory planning process. The new college integrates the university's long-standing public health programs and academic departments, 40-year partnership with the New York State Department of Health, 60-year-old School of Social Welfare, and newly developed nursing programs. A change consultant guided the planning process, and 3 working groups developed recommendations for the college's name, organizational structure, and vision, mission, and value statements. The planning process involved multiple strategies to identify student, faculty, and staff priorities and encourage active participation: 5 surveys (626 responses), 3 full-day retreats, 7 consultant-led listening sessions, and 41 working group meetings. Students, faculty, and staff (n = 168) voted on the final recommendations. Most participants reported satisfaction with the mission (75%), vision (79%), and value (85%) statements; 80% reported satisfaction (44%) or neutrality (36%) with the proposed organizational structure. Although the working groups presented 3 name options reflecting constituent priorities, voting did not reveal consensus. Deans of the public health and social work units ultimately recommended a name for the college using phrasing that resonated with the vision, mission, and value statements. The university provost and president adopted all recommendations. This case study demonstrates that effectively navigating change requires transparent, participatory planning and frequent 2-way communication, which will facilitate successful outcomes and establish a strong foundation for the institution's future.