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APPENDIX J - WORKING AGENDASAssociation of Public Health Laboratories:Agenda of the Future Workforce Initiative


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Association of Public Health Laboratories:Agenda of the Future Workforce Initiative

APPROACH OVERVIEW

January 18, 2006


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Meeting Sequence

Kick-off Meeting with Oversight Team January 19, 2006

Pre-work for Members of Working Teams (Memo with questions for Working Session #1)

Work Session #1 (all four working teams) February 23-24, 2006– Develop Strategic Goal Grid (Goals/Actions/Measures) – Identify dependencies and overlaps– Receive stakeholder feedback and adjust

Work Session #2 (all four working teams) April 2006– Develop timelines, resource requirements, milestones, and deliverables

for each Goal on the Strategic Goal Grid– Identify dependencies and overlaps– Receive stakeholder feedback and adjust

Oversight Team Meeting—Review of Working Teams’ recommendations and approval June/July 2006

Finalization of Strategic Plan Document and Presentation at APHL Annual Meeting September 2006


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High-Level Milestones

Kick-off Meeting (Virtual)

Work Session #1

(In-person)

First Draft Strategy

Reviewed

Work Session #2

(In-person)

Strategy Approved

Final Draft Strategy

Submitted/ Presented

Over-sight Team

Review Workforce Initiative objectives; review four focus areas; communicate schedule and plans; clarify roles

Periodic updates from Working Team Sessions

Review first draft of Working Team’s strategy recommend-ations

Periodic updates from Working Team Sessions

Review final draft of Working Team’s strategy recommend-ations including timelines, resources, milestones, and deliverables

Document final strategy document with recommendations

Develop applications of strategy/model to other public health settings (universal application)

Prepare presentation for APHL annual meeting

Close out project

Working Team A

Review Workforce Initiative objectives; communicate schedule and plans; clarify roles/ responsibilities; confirm meeting schedule for work sessions

Develop first draft of strategic goal grid for four focus areas

Identify dependencies and overlaps among working teams and assign clear ownership

Share preliminary strategic goal grid with Oversight Team and other stakeholders

Revise strategic goal grid based on feedback as needed

Develop timeframes, resource requirements, milestones, and deliverables for the goals/actions/ measures on the strategic goal grid

Identify dependencies and overlaps with other working teams and address

Share/distribute recommendations with other stakeholders for review/feedback

Revise strategic goal grid including timelines, resource requirements, milestones, and deliverables based on feedback as needed

Working Team B

Working Team C

Working Team D


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January 19 Oversight Meeting Agenda

Date: Thursday, January 19, 2006 Time: ??:00 p.m. EST Duration: 90 minutes

1. Introductions

2. Review project, approach and timelines

3. Discuss role of Oversight Team

4. Contract for participation (meeting attendance, review of documentation, timely feedback to Working Teams, and approval of and endorsement of recommendations)

5. Questions and answers (open discussion)

6. Wrap-up/Next Steps

Next Oversight Team Meeting: ???


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Proposed February Working Session AgendaDAY ONE (8:30 p.m. to 5:00 p.m.) Note: Agenda is subject to change

Welcome• Set the stage (purpose, desired outcomes, and project overview)• Provide session overview (agenda and expectations)• Establish ground rules• Participant introductions 45 minutes 8:30 a.m.

Implications Identification• Review pre-work from participants• Review stakeholder requirements and identify themes• Define differentiating behaviors of lab directors (refer to ??? resources) 90 minutes 9:15 a.m.

Review Four Focus Areas• How were these developed 30 minutes 11:30 a.m.

LUNCH (working) 45 minutes 12:00 p.m.

Set-up Break-out Sessions and Introduce Facilitators • Highlight objectives of break-out sessions• Review deliverable and templates (Strategic Goal Grid) 30 minutes 1:00 p.m.

Break-out Sessions1. The Role of Laboratories in the Evolving Health System2. Achieving Excellence in Laboratory Leadership Development3. Marketing, Communications, and Partnerships4. Technology and Best Practices 180 minutes 1:30 p.m.

Wrap-up Day One• Short read-out by each Working Team (5-7 minutes per team)• Answer questions and coordinate overlaps• Closing Thoughts and Preview Day Two• Session +/ 45 minutes 4:30 p.m.

Note: Late arrivals and early departures should be minimized.


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DAY TWO (8:30 p.m. to approximately 4:30 p.m.) Note: Agenda is subject to change

Welcome• Thoughts in the night• Review Day’s agenda 30 minutes 8:30 a.m.

Break-out Sessions (continued) 1. The Role of Laboratories in the Evolving Health System2. Achieving Excellence in Laboratory Leadership Development3. Marketing, Communications, and Partnerships4. Technology and Best Practices 180 minutes 9:00 a.m.

LUNCH (working) 45 minutes 12:00 p.m.

Large Group Read-outs• Review Strategic Goal Grid (each group—20 minutes)• Rotate through each group and identify overlaps, dependencies, and/or gaps

(capture on flipcharts) 120 minutes 12:45 p.m.

Strategic Goal Grid Refinement (Break-out Session) 60 minutes 3:00 p.m.

Wrap-up Day Two• Closing Thoughts• Next Steps (How will the data be compiled/shared? When is the next meeting?)• Session +/ 30 minutes 4:00 p.m.

Adjourn 4:30 p.m.

Proposed February Working Session Agenda

Note: Late arrivals and early departures should be minimized.


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A. Role of Laboratories within the Health System

Goals ActionsMeasures

(Outcomes)

Short Term

Mid Term

Long Term


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B. Excellence in Laboratory Leadership Development


(Outcomes)

Short Term

Mid Term

Long Term


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C. Marketing, Communications, and Partnerships


(Outcomes)

Short Term

Mid Term

Long Term


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D. Technology and Best Practices


(Outcomes)

Short Term

Mid Term

Long Term


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Definitions

Goal—High-level objective statements that will lead to fulfillment of the Agenda of the Future elements. Goals will be identified for the short, mid, and long term and will be supported by actions and measures.

Actions—Activities that when implemented will lead to the fulfillment of goals.

Measures (Outcomes)—Benchmarks or targets that are established to suggest when strategic goals have been achieved.


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Pre-work Questions

Using the eight questions identified under the four areas of focus, request Working Team members to provide the following information prior to the in-person work session in late February 2006.

1. Make a listing of ideas, tactics, goals, or actions that could be undertaken to address the issue(s) identified in each question.

2. Describe the ideal outcomes and/or measures that might be used to determine whether the issue(s) identified have been met or addressed.

For example…

How do we best address the leadership development needs of public health laboratories?

1. Develop and utilize behavioral-based interviewing techniques; Establish partnerships with UNC and Johns Hopkins to offer laboratory-specific doctoral degree programs; Contract with leading private sector providers of leadership development programs; Offer to laboratories and state health officials standard succession management tools

2. 75% of PHL Director openings are filled from candidates known to AHPL and who have participated in one or more of the leadership development programs offered; Provide leadership development programs opportunities to 5 or more PHL director candidates per year


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Facilitation

Project Leadership

Overall Work Session Facilitation

Break-out Facilitation

Documentation and Meeting Support


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Appendix


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Assumptions

Strategy is about a series of trade-offs—there is no ideal answer; just possibilities with upsides and downsides

Strategy formulation follows a logical sequence and generally moves from big to small

The process will be visual and iterative

Discussions will involve the brainstorming of complex strategic options—phone and internet graphics may not support the process

Understanding and choosing between numerous strategic trade-offs requires face-to-face discussions

It is best done by those familiar with the issues, the environment, and the work

Advocacy will be used to reduce group-think and increase the quality and number of ideas generated

– Much of the work will be done in small groups to foster an increased number of options and possibilities—periodic re-mixing of small groups to ensure the best solutions requires in-room participation

There must be continuity among the working team participants


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Project Structure—Overview

Oversight TeamOversight Team

Working Team A

The Role of Laboratories in

the Evolving Health System

Working Team A

The Role of Laboratories in

the Evolving Health System

Working Team B

Achieving Excellence In Laboratory

Leadership Development

Working Team B

Achieving Excellence In Laboratory

Leadership Development

Working Team C

Marketing, Communications, and Partnerships

Working Team C

Marketing, Communications, and Partnerships

Core TeamCore Team

Working Team D

Technology and Best Practices

Working Team D

Technology and Best Practices


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Team Charter and Composition

Team Charter Proposed Composition

Core Team (6 members)

Guide the overall Workforce Initiative; provide organization, tools, approach, and accountability for doing the needed strategy and recommendations formulation work activities. Coordinate logistics for work sessions with Working Teams, capture output of work sessions, and lead the development of the final deliverable(s) for the initiative. Oversee the project budget.

)

Oversight Team (10-12 members)

Provide overall direction to Working Teams on specific issues relating to content and focus of their work activities. Approve output and deliverables from Working Teams. Assist Working Teams in identifying resources for conducting work activities. Lend credibility to the overall initiative and the recommendations. Ensure initiative is proceeding according to plan through regular conference calls and status report updates. (One member of the Oversight Team will also be a participant on each of the Working Teams; this will enable integration and communication between the various teams.)

Working Team A (6 members)

Drive the strategic planning and design efforts for one major aspect of the Workforce Initiative. Participants will engage in addressing the problem(s) and root cause(s) identified. Working Teams will meet in two in-person sessions to develop recommendations for the strategic plan. Participants will be expected to participate outside of in-person work sessions in completing assignment (gathering or analysis data, research best practices, interviewing stakeholders, drafting recommendations, etc.). Periodic conference calls will be held to further the team’s work outside of in-person work sessions.


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Team Charter and Composition

Team Charter Proposed Composition

Working Team B (6 members)


Working Team C (6 members)


Working Team D (6 members)


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