ABSTRACT

Agricultural workers experience higher rates of injury and illness than other occupational groups. NIOSH-supported agricultural centers in the U.S. are funded to reduce injury and illness but require effective partnerships with other agricultural organizations to achieve this goal. Our purpose was to understand the structure of agricultural organization connections within six states in the western U.S., including how different types of organizations connect to one another, and specifically where the High Plains Intermountain Center for Agricultural Health and Safety (HICAHS) is positioned in the agricultural organization network. An electronic survey was distributed to contacts within organizations that had a previous history with HICAHS leadership and advisory board members. The survey asked respondents about their position in the organization, years with the organization and frequency of contact in the past year. A social network analysis was undertaken to assess the connections between agricultural organizations using measures of centrality (density, closeness, betweenness), cliques, clusters, and brokers. A two-tier structure was identified with a core group of 21 organizations and a peripheral group of 30 organizations. Influence was centered in the core group as evidenced by high centrality scores with minimal bridging between organizations. HICAHS was on the periphery, but on the cusp of being in the core. Agricultural producers, agricultural extension and insurance companies were central in the network. Centers are in a unique position to promote collaboration with stakeholders. The social network analysis identified missing connections that need further development in order to address agricultural safety and health.

摘要

农业工人的受伤和患病率高于其他职业群体。NIOSH 支持的美国农业中心获得资金用于减少伤害和疾病，但需要与其他农业组织建立有效的合作伙伴关系才能实现这一目标。我们的目的是了解美国西部六个州内农业组织联系的结构，包括不同类型的组织如何相互联系，特别是高平原山间农业健康与安全中心 (HICAHS) 在美国西部的位置农业组织网络。向与 HICAHS 领导层和顾问委员会成员有过往来的组织内的联系人分发了一份电子调查问卷。调查询问受访者他们在组织中的职位，年与过去一年联系的组织和频率。进行了社会网络分析，以使用中心性（密度、紧密度、介数）、派系、集群和经纪人的措施来评估农业组织之间的联系。确定了一个两层结构，核心组由 21 个组织组成，外围组由 30 个组织组成。影响力集中在核心群体中，这一点可以通过高中心性得分和组织之间的最小桥接来证明。HICAHS 处于外围，但处于核心地位。农业生产者、农业推广和保险公司是该网络的核心。中心在促进与利益相关者的合作方面处于独特的地位。