association of public health laboratories: agenda of the future workforce initiative

1 04/21/23 07:21 AMAlignOrg Solutions Solutions, Reed Deshler reed.deshler@aligna 502-425-

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

WORKING COMMITTEE SESSION #2

April 20-21, 2006


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Desired Outcomes

Refine strategic goals and actions based on work from first session

Validate measures and possible targets

Evaluate resources and funding needs to execute on identified goals

Do detailed planning around each goal and the prioritized actions (milestones, deliverables, etc.)

Share preliminary output with Oversight Team and other stakeholders


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The Road Map

Implication: Critically think about the key components of a strategic plan for workforce development

Implication: Critically think about the key components of a strategic plan for workforce development

Problem Statement: Workforce shortage in public health laboratory leadership

Problem Statement: Workforce shortage in public health laboratory leadership

APHL Workforce Strategic Plan

APHL Workforce Strategic Plan

ShortShort

MidMid

LongLong

Robert Woods Johnson Funding/

Project

Robert Woods Johnson Funding/

Project

National Center’sMission

National Center’sMissionAPHL StrategyAPHL Strategy

StrategicPlanningProcess

StrategicPlanningProcess


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Meeting Sequence

Kick-off Meeting with Oversight Team January 19, 2006

Pre-work for Members of Working Teams

Work Session #1 (all four working teams) February 23-24, 2006– Develop Strategic Goal Grid (Goals/Actions/Measures)

Work Session #2 (all four working teams) April 20-21, 2006– Develop timelines, resource requirements, milestones, and

deliverables for each Goal on the Strategic Goal Grid

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

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


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

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

Goal Review• Review the goals, actions, and measures summarized from first working session• Determine whether any significant goals/actions/measures are missing and adjust

as needed 60 minutes 9:15 a.m.

Set-up Functional Break-out Sessions• Highlight objectives and instructions for break-out sessions• Develop Conceptual Framework and compare work of each group 90 minutes

10:30 p.m. (Break included)

LUNCH 45 minutes 12:00 p.m.

Functional Break-out Sessions [May introduce functional specialists]1. Technology and Tools2. Talent Management3. Credentialing/Quality4. Marketing 90 minutes

1:00 p.m. (Break included)

Large Group Read-out• Capture functional details for each goal (milestones, deliverables, etc.) 90 minutes 2:45 p.m.

Introduce New Break-outs and Do ‘Resourcing’ and ‘Funding’ Categorization• Categorize each activity for the goals as either APHL, SPHL, or Other• Determine whether funding the activities under each goal already Exists, Might be

Available, or None is Available • Compare work of each group and discuss discrepancies 60 minutes 4:15 p.m.

Wrap-up Day One• Closing Thoughts, Preview Day Two, and Session +/ 15 minutes 5:30 p.m.


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DAY TWO (8:30 p.m. to approximately 3:00 p.m.) Note: Agenda is subject to change

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

Sequence Actions• For your small group’s assigned goal(s), categorize each action as falling into

short, mid, or long term and then sequence within each grouping• Review work with large group and flag questions/issues to resolve 60 minutes 9:00 a.m.

Validate Measures• Determine what the right measures are to evaluate the success of the workforce

strategy (Have we addressed the problem? How will we report results/progress?)• Compare work of each group and discuss discrepancies 90 minutes

10:00 (Break included)

LUNCH 45 minutes 12:00 p.m.

Pull It All Together• Review the value proposition “Why would someone choose to be a lab director?”• Review the Conceptual Framework• Review the Strategic Goal Grid (goals, actions, measures, resources, funding,

and deliverables/milestones 60 minutes 12:45 p.m.

Presentation of Plan• Validation of strategy document• Presentation at APHL annual meeting 45 minutes 1:45 p.m.

Wrap-up Day Two and Adjourn at 3:00 p.m.• Closing Thoughts• Next Steps (How will the data be compiled/shared?)• Session +/ 30 minutes 2:30 p.m.

Working Session Agenda

Note: Late arrivals and early departures should be minimized.


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Ground Rules

Open, candid, and balanced discussion / Don’t dominate discussions

Facilitators seeks permission to interrupt anyone and everyone to move the group forward

Please no multi-tasking

Use time wisely and focus comments/input on the task at hand

Please no side-bars

What more?


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Focus on the Problem

Workforce shortage in public health

laboratory leadership


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Insert Why do we want people to choose PHL leadership roles? (See e-mail sent around March 14-17


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Last Session

Goals ActionsMeasures

(Outcomes)

Short Term

Develop mentoring program

1. Define requirements

2. Identify resources

3. Design program

4. Pilot program

5. Create marketing plan

6. Implement program

Number of participants

Placement in PHL Directors

Mid Term

Long Term


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Strategic Goal Grid

Actions Measures (Outcomes)

Timeframes & Milestones

DeliverablesResource

RequirementsAssump-

tions

Goals

Short Term

Mid Term

Long Term


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Focus Areas to Goals

Focus Areas Goals

1. Role of laboratories in the evolving health system

2. Achieving excellence in laboratory leadership development

3. Marketing, communications, and partnerships

4. Technology and best practices

I. Prepare and position lab directors to be influential leaders through enabling behaviors.

II. Unify and integrate PHLs to function as a coherent system of excellence.

III. Ensure adequacy of the future PHL workforce through the expansion of academic and community educational opportunities.

IV.Develop and implement PHL marketing strategies to external stakeholders and other vested entities.

V. Leverage technology to support an integrated PHL system and its partnerships with external stakeholders.

VI.Identify, disseminate, and evaluate best practices in lab management, operations and leadership to improve effectiveness and efficiency.


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Goals

I. Prepare and position lab directors to be influential leaders through enabling behaviors.

II. Unify and integrate PHLs to function as a coherent system of excellence.

III. Ensure adequacy of the future PHL workforce through the expansion of academic and community educational opportunities.

IV. Develop and implement PHL marketing strategies to external stakeholders and other vested entities.

V. Leverage technology to support an integrated PHL system and its partnerships with external stakeholders.

VI. Identify, disseminate, and evaluate best practices in lab management, operations and leadership to improve effectiveness and efficiency.


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Develop Conceptual Framework (Process Model)

A conceptual framework (process model) is the

highest level representation of how value is created

or in our case the problem is solved. It is a visual

representation of our strategy and it answers the

question, “How will we address the workforce

shortage?” It captures the sequence and relative

impact of work activities on our strategy. It implies or

describes how our goals interact with one another.

Alignment among strategy and choices drives results


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Business Model

Strategy Making

Product Development

Demand Generation

Order Fulfillment

Management

Reporting

HR Development & Support

Technology

Capabilities

Can be used to identify needed processes and who will own them


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Internet Process ModelStrategy

Development

• Strategic & Ops. Planning• Org Capability and Structure• Strategic Budgeting

Strategic Marketing & New Product Dev.

Channel Development

Lender & Vendor Services

Auto and RV/LV Services

Business Support

TechnicalSupport

MemberDev. & Retention

• Financial Reporting• Statistical Reporting • Facilities & Office Support

• Network Support & Security• Help Desk

• Member Staffing • Competency Development • Reward & Recognition • Performance Mgmt

H.I. Services

Dealer Development

Dealer Support

Dealer Dev.

Channel Technology Development and Technology Tracking

Auto & RV/LV Appl. Functionality Analysis

Value Chain & Market Data Anal.

Home Improvement Appl. Functionality Analysis Value Chain & Market Data Anal.

Platform Technology Development

Lender Services - Acquisitions & Relations

- Services

Vendor Services - Acquisitions & Relations - Services


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Sample Framework

Problem Statement: 30% Public Health Laboratory Directors Turnover Rate in 2005 Alone

Problem Statement: 30% Public Health Laboratory Directors Turnover Rate in 2005 Alone

Mentoring

Tools

Role Fundamentals• Competencies• Position Profile• Career Pathways

Technical

Preparation

Leadership

Develop-

ment

Succession

Planning Pool of

Existing

Talent

Pool of

Existing

Talent

Short-term Pipeline

Long-term Pipeline


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Human Capital Model for Large Multi-National

RetentionRetention

SelectionSelection

Career PathingCareer Pathing

Succession PlanningSuccession Planning

Performance ManagementPerformance Management

DevelopmentDevelopmentCompetency

Model

Leadership

Process

Personal

Competency

Model

Leadership

Process

Personal

Str

ateg

ic P

lan

nin

g

Alig

ned

Ch

oic

es


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Conceptual Framework/Process Model Development

Steps:

1. Review our problem statement and the goals/actions we have articulated.

2. Capture the highest level processes or concepts.

3. Visually represent the integration of the highest level or strategic processes/concepts and depict how they relate to one another to solve our problem.

4. Validate the business model with the other groups.


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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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Filling In the Gaps

A

B

C

D

E

F

Go

als

Technology & Tools

Talent Management

Credentialing/ Quality

Marketing


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Functional Break-outs

Functional Break-outs

Includes… Working Committees

Technology and Tools

Systems, Knowledge Management, Models, Templates, Frameworks, Networks, etc.

Talent Management

Performance Mgmt, Leadership Development, Recruiting, Retention, Compensation, Role Definition, Organization Design, etc.

Credentialing/ Quality

Standards, Policies and Procedures

MarketingCommunications, Public Relations, Messaging


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Working Committees

Day One

1. For your assigned functional specialty, review the goals and actions from last session, and…

• Add missing ideas/concepts • Add further clarity to existing actions• Eliminate actions that should be removed or that shouldn’t be prioritized

2. Capture functional details for each goal

3. Validate refinements with large group

4. Categorize each action according to ‘resourcing’ framework

5. Categorize each action according to ‘funding’ framework

6. Compare work of each group and reach consensus

Day Two

7. For assigned goal(s), categorize each action as short, mid, or long term and then sequence within each grouping

8. Prepare for large group read-out

Task


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Categorization of Actions

Resourcing

1. APHL

2. SPHL

3. Other (specify)

Funding

1. Exists—Funding already exists

2. Secure—Funding might be available, but needs to be secured

3. Not Available—Funding not available

1 2


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Setting the Stage – Time Frames

Short-Term Now through 2007

Mid-Term 2008-2009

Long-term 2010 and Beyond

Talk in terms of “delivery” or “completion” or “realization of results.”

2006 2007 2008 2009 2010


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Prioritization Framework

Ease

Imp

act

Lo

Hi

Hi

Possible Quick Hits

Prioritize & Balance Go for it!

Don’t do it.


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Large Group Read-out #1

Each group will have 10 minutes to share the refinements they have made for their functional specialty

Other groups listen to validate…

– Ensure no overlaps

– Highlight any additions

– Share concerns or disagreements for the group to reconsider

Total Time Allotment = 75 minutes


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Indicating Consensus

Thumb up “I agree”

Thumb down “I disagree”

Thumb side-ways “I can support the decision”


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Large Group Read-out #2

Contribution of all groups will be incorporated into single document to viewed on screen

Any discrepancies among ‘resourcing’ or ‘funding’ categorizations will be discussed to reach consensus

All determine the following for each discrepancy…– Can I support the other groups’ suggestions?

– If I can’t support the suggestion, share concerns or disagreements for the group to reconsider

– If consensus can’t be achieved, ???? will break the tie.

Total Time Allotment = 90 minutes


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Large Group Read-outs

Read-out #1 (Day One)

Each group will have 10 minutes to share the refinements they have made for their functional specialty– Organized by goal

Read-out #2 (Afternoon of Day Two)

Contribution of all groups will be incorporated into single document to viewed on screen

Any discrepancies among ‘resourcing’ or ‘funding’ categorizations will be discussed to reach consensus


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What to Measure?

Critical Measurement Points

InputCapital, Material,Information

DirectOutputWhat the activities produce

FinalImpactThe ultimate effecton stakeholders, customers, and employees

Process

In-process work activities/behaviors


Input

Material,Information



Process



InputCapital, Material,Information



Process



Input

Material,Information



Process


Metrics


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Metrics


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Exercise: Measures

1.Divide into three groups and for your assigned goals create a grid on a flipchart as follows:

2.Brainstorm the key metrics for each process

3.When directed, rotate to the flipcharts of other groups to review

4.Adjust as needed

Metrics (Goal)

Output Impact


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Exercise: Measures

Metrics (Unify and integrate PHLs to function as a coherent system of excellence.)

Output Impact

On-line information exchange established

Laboratory excellence standards defined

Dynamic community of laboratory practitioners exchanging ideas, information, best practices, and standards real-time


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Pulling It All Together

Review all work done and confirm the following:

1. Is there any stakeholder feedback that would invalidate our strategy?

2. Is there any environmental data that would invalidate our strategy?

3. Are there any other “fatal flaws” in our proposal?


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Next Steps

Data capture and dissemination of meeting output

Preparation of initial strategic plan draft and presentation for APHL annual meeting

How did we do?– What worked well?– What needs to change for our next session?


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How Did We Do?

Category Scale

Outputs?Did Not meet Session Objectives 1 2 3 4 5

Exceeded Session Objectives

Session Structure?

Did not enable the objectives 1 2 3 4 5

Effectively enabled the objectives

On Track? Did not follow agenda 1 2 3 4 5 Followed Agenda

Participation?Members Dominated; Didn’t Contribute 1 2 3 4 5 Everyone Contributed

Listening?Repetitions, Side Conversations, Interruptions

1 2 3 4 5One person at a time, Builds

Tools & Materials?

Not Adequate; Irrelevant 1 2 3 4 5 Sufficient and Relevant

association of public health laboratories: agenda of the future workforce initiative

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