1. No category

How to Operationalize and Align Your
Organization’s Workforce Development
Plan to Achieve Desired Results
American Public Health Association Annual Meeting
November 4, 2013
Ron Bialek, President, Public Health Foundation
Jack Moran, Senior Quality Advisor, Public Health Foundation
Amanda McCarty, Director, Performance Management, Bureau for Public
Health Administration, WV Department of Health and Human Services
WWW.PHF.ORG
Presenter Disclosures
Ron Bialek, Jack Moran, and Amanda McCarty
No Relationships to Disclose
PHF Mission:
We improve the public’s
health by strengthening
the quality and
performance of public
health practice
www.phf.org
Healthy Practices
Healthy People
Healthy Places
Constructing A Workforce Development Plan
- Assessing
- Planning
- Implementing
- Monitoring
- Improving
Workforce Development Model
Learning
Capable
High
Performing
Public
Health
Workforce
Confident
Skilled
Today We Will Discuss
 An approach to developing and aligning a Workforce
Development Plan
 Several Public Health Accreditation Board workforce
development-related standards and measures
 Six Step T-Matrix to guide you in the development of your
Workforce Development Plan
What Is An Accredited Health Department in 2020
Demonstrates characteristics of a learning organization:
 Systems thinking/critical thinking
 Effective communications
 Management of change – situational awareness and
problem solving and forecasting
 Informatics and data analysis – “informatics savvy”
 Working with diverse populations
 Recruiting and managing a diverse workforce
 Alignment between the mission, vision, values, and strategic
priorities of the organization and those in the community and
the alignment of their respective workforces
 Leadership as a collective cross-agency enterprise
Improve Community
Health
Assess Community
Health
Higher Quality and
Performance
Core Competencies
and Capabilities
Improved Outcomes
Aligned Organization
Performance Management System
Your Public Health Department
Improved Outcomes
Strategic Plan
CHIP or SHIP
CHA or SHA
Quality Improvement
Plan
Workforce
Development Plan
Performance Management System
Your Public Health Department
Several Relevant PHAB Standards and Measures
 Relationships with academe for training, expertise, and
research (8.1.1 S and 10.1.2 T/S) and others (8.1.1 T/L
and 10.2.2 A)
 Assess and develop Workforce competencies (8.2.1 A)
 Address competency gaps (8.2.1.A)
 Leadership and management development activities
(8.2.2 A)
 State health department assistance to tribal and local
health departments (8.2.3 S)
 Use IT to support mission and Workforce (11.1.6 A)
 Job descriptions (11.1.5 A)
 Recruitment and retention issues/needs (11.1.5 A)
Why Have a Workforce Development Plan?
 A high performing public health organization
requires a high performing workforce with:
 Adequate numbers
 Training and systems
 Skills and competence
 Retention
 Serving the public well – improving community
health
 Public Health Accreditation Board Standards
1. Determine Future
State Goals
2. Conduct Current
State Assessment and
Gap Analysis
Workforce Assessment
And Implementation
Model
4. Implement, Monitor,
Evaluate, and Revise
Development Plan
3. Develop Workforce
Development Plan
Workforce Development Plan Worksheet
Step 3
Drivers and Restrainers
PHAB Measures/
Activities
Step 1
Step 2
Step 4
Step 5
Step 6
Current State
Purpose, What to Do, How to Do
Pause
Work Plan
Sustaining Gains and
Improvements
Establish relationships with
academia (8.1.1 S and 10.1.2
T/S) and others (8.1.1 T/L &
10.2.2 A)
Assess HD workforce
competencies & gaps (8.2.1 A)
Address competency gaps (8.2.1
A)
Leadership and management
development activities (8.2.2 A)
SHD assistance to Tribal & Local
HDs (8.2.3 S)
Use IT to support HD mission &
workforce (11.1.6 A). May
support other training-related
documentation needs.
Integrate Core Competencies
into job descriptions (11.1.5 A)
Recruitment & retention issues/
needs (11.1.5 A)
Other
Scoring Drivers and Restrainers:
1 – weak driver, 5 – moderate driver, 10 – major driver
-1 – minimal restrainer, -5 – moderate restrainer, -10 – major restrainer
Example of CONTENTS of a Workforce Development Plan
 Introduction
 Purpose
 Definitions
 Core Values
 Brief Overview of the Public Health Workforce Profile
 Anticipated Future Workforce
 Assessment of the Health Department’s Workforce Needs and Gaps
 Description of Health Department Workforce Development Plan
 Roles and Responsibilities
 Training for the Workforce (Staff, New Hires, Volunteers, Interns, and Students)
 20XX Health Department Workforce Development Plan
 Implementation
 Communication Strategies
 Preparing the Future Public Health Workforce
 Sustainability
 Assessment Process - Workforce Development Plan
 Conclusions and Recommendations
Pre Step 1:
What Should Be
National Workforce Development Plan Goals?
 Goal 1:
 Goal 2:
 Goal 3:
 Others?
 What data do we have and what is needed to support these goals?
 How will National Goals help me at the State and Local level?
What Are Your Workforce Development Goals?
Some Examples:
 Recruit and Retain Qualified Personnel
 Address training needs and Core Competencies
 Assure sufficient, competent staff to provide mandatory services.
 Address gaps in pay
 Equity (Added at workshop)
 Competitive salaries (Added at workshop)
 Merit raises (Added at workshop)

Career Development





Succession plans: Provide opportunities for advancement through management levels
Develop the leadership to assume top positions when they become vacant
Create Mentoring programs
Establish formal working relationships with schools of public health and other academic programs
Provide training to help build staff skills and competence (Added at workshop)
 Continuously Provide Employees with Flexible Development Opportunities to
Ensure the Effective and Innovative Delivery of Health Department Programs
and Services
Workforce Development Plan Worksheet
Step 3
Drivers and Restrainers
PHAB Measures/
Activities
Step 1
Step 2
Step 4
Step 5
Step 6
Current State
Purpose, What to Do, How to Do
Pause
Work Plan
Sustaining Gains and
Improvements
Establish relationships with
academia (8.1.1 S and 10.1.2
T/S) and others (8.1.1 T/L &
10.2.2 A)
Assess HD workforce
competencies & gaps (8.2.1 A)
Address competency gaps (8.2.1
A)
Leadership and management
development activities (8.2.2 A)
SHD assistance to Tribal & Local
HDs (8.2.3 S)
Use IT to support HD mission &
workforce (11.1.6 A). May
support other training-related
documentation needs.
Integrate Core Competencies
into job descriptions (11.1.5 A)
Recruitment & retention issues/
needs (11.1.5 A)
Other
Scoring Drivers and Restrainers:
1 – weak driver, 5 – moderate driver, 10 – major driver
-1 – minimal restrainer, -5 – moderate restrainer, -10 – major restrainer
1. Determine Future
State Goals
Step 6
2. Conduct Current
State Assessment and
Gap Analysis
Workforce Assessment
And Implementation
Model
4. Implement, Monitor,
Evaluate, and Revise
Development Plan
3. Develop The
Workforce
Development Plan
Steps 2-5
Step 1
Step 1. Assess The Current State










Description/Profile of Current Workforce
Job Descriptions
Core Competencies Gaps
Closing Core Competencies Gaps
Establish Relationships
Leadership and Management Development
Recruitment and Retention Strategies
Use of IT to Support Workforce
Assistance to Local Health Departments and Tribes
Other
Step 1. Assess The Current State
Assessment Areas
What Exists
Lessons Learned
Needs Updating
Description/Profile of Current
Workforce
Workforce
assessment
•
Central HR –
no systematic
data
collection
•
Limited info HRIS
•
Good composite
of workforce
completed
assessment
•
75% response
rate
•
Job Descriptions
Core Competencies Gaps
Closing Core Competencies
Gaps
Establish Relationships
Leadership and Management
Development
Recruitment and Retention
Strategies
Use of IT to Support Workforce
Assistance to Local Health
Departments and Tribes
Others:
•
Bureaus can
get reports from
HRIS
Needs Development
•
HR dashboard to
track critical
workforce metrics
Workforce Development Plan Worksheet
Step 3
Drivers and Restrainers
PHAB Measures/
Activities
Step 1
Current State
Establish relationships with
academia (8.1.1 S and 10.1.2
T/S) and others (8.1.1 T/L &
10.2.2 A)
Assess HD workforce
competencies & gaps (8.2.1 A)
Address competency gaps
(8.2.1 A)
Leadership and management
development activities (8.2.2 A)
SHD assistance to Tribal &
Local HDs (8.2.3 S)
Use IT to support HD mission &
workforce (11.1.6 A). May
support other training-related
documentation needs.
Integrate Core Competencies
into job descriptions (11.1.5 A)
Recruitment & retention issues/
needs (11.1.5 A)
Other
Scoring Drivers and Restrainers:
1 – weak driver, 5 – moderate driver, 10 – major driver
-1 – minimal restrainer, -5 – moderate restrainer, -10 – major restrainer
Step 2
Purpose, What to Do,
How to Do
Step 4
Step 5
Step 6
Pause
Work Plan
Sustaining Gains and
Improvements
Step 3: Driving and Restraining Forces
What are the Driving and Restraining Forces
to achieving the national level workforce
development goals?
Workforce Development Plan Worksheet
Step 3
PHAB Measures/
Activities
Drivers and
Restrainers
Step 1
Step 2
Step 4
Step 5
Step 6
Current State
Purpose, What to Do, How to Do
Pause
Work Plan
Sustaining Gains and
Improvements
Establish relationships with
academia (8.1.1 S and 10.1.2
T/S) and others (8.1.1 T/L &
10.2.2 A)
Assess HD workforce
competencies & gaps (8.2.1 A)
Address competency gaps
(8.2.1 A)
Leadership and management
development activities (8.2.2 A)
SHD assistance to Tribal &
Local HDs (8.2.3 S)
Use IT to support HD mission &
workforce (11.1.6 A). May
support other training-related
documentation needs.
Integrate Core Competencies
into job descriptions (11.1.5 A)
Recruitment & retention issues/
needs (11.1.5 A)
Other
Scoring Drivers and Restrainers:
1 – weak driver, 5 – moderate driver, 10 – major driver
-1 – minimal restrainer, -5 – moderate restrainer, -10 – major restrainer
Force Field Diagram
Restraining Forces
Desired State
Driving Forces
Current
State
Step 3: Drivers and Restrainers
Total
Other
Legal
Org/policy
maker
buy-in to
accreditation
External
resources
Capacity
(Skills?
FTEs?)
Change
Budget
Unions
PHAB Measures/
Activities
Establish relationships with
academia (8.1.1 S and 10.1.2
T/S) and others (8.1.1 T/L &
10.2.2 A)
+(positive/supportive) o (neutral/no impact) - (negative/challenge)
Assess HD Workforce
competencies & gaps (8.2.1 A)
Address competency gaps
(8.2.1 A)
+ 1 - Weak driver
+ 5 - Moderate driver
+ 10 - Major driver
- 1 - Minimal restrainer
- 5 - Moderate restrainer
- 10 – Major restrainer
Leadership and management
development activities (8.2.2 A)
SHD assistance to Tribal &
Local HDs (8.2.3 S)
Use IT to support HD mission &
Workforce (11.1.6 A). May
support other training-related
documentation needs.
Note why and how to use/overcome?
Integrate Core Competencies
into job descriptions (11.1.5 A)
Recruitment & retention issues/
needs (11.1.5 A)
Total
Step 3: Driving and Restraining Forces
What are the Driving and Restraining Forces
to achieving the national level workforce
development goals?
Step 3: Drivers and Restrainers
Assessment Areas
Job Descriptions
Driver

Unions – weak, not really recognized
within the state
Restrainer



Assessing Core
Competencies Gaps

Capacity – have resources and staff to
accomplish assessment

Capacity/skills – moderate challenge
o Orienting people in standard
operating procedures
Legal – moderate challenge –
dependent, can’t lobby
Technology – level of support is low
Communication – people not
understanding why doing assessment
o Keep people informed all
along/about what trying to
accomplish
Workforce Development Plan Worksheet
Step 3
Drivers and Restrainers
PHAB Measures/
Activities
Step 1
Step 2
Current State
Purpose, What to Do, How
to Do
Establish relationships with
academia (8.1.1 S and 10.1.2
T/S) and others (8.1.1 T/L &
10.2.2 A)
Assess HD workforce
competencies & gaps (8.2.1 A)
Address competency gaps
(8.2.1 A)
Leadership and management
development activities (8.2.2 A)
SHD assistance to Tribal &
Local HDs (8.2.3 S)
Use IT to support HD mission &
workforce (11.1.6 A). May
support other training-related
documentation needs.
Integrate Core Competencies
into job descriptions (11.1.5 A)
Recruitment & retention issues/
needs (11.1.5 A)
Other
Scoring Drivers and Restrainers:
1 – weak driver, 5 – moderate driver, 10 – major driver
-1 – minimal restrainer, -5 – moderate restrainer, -10 – major restrainer
Step 4
Pause
Step 5
Step 6
Work Plan
Sustaining Gains and
Improvements
Step 4 – Pause/Review/Modify
 Consider any additional Drivers or Restrainers
 Review Step 2 and modify as appropriate
 Decide on who will be core team
Workforce Development Plan Worksheet
Step 3
Drivers and Restrainers
PHAB Measures/
Activities
Step 1
Step 2
Step 4
Current State
Purpose, What to Do,
How to Do
Pause
Step 5
Sustaining Gains and
Improvements
Work Plan
Establish relationships with
academia (8.1.1 S and 10.1.2
T/S) and others (8.1.1 T/L &
10.2.2 A)
Assess HD workforce
competencies & gaps (8.2.1 A)
Address competency gaps
(8.2.1 A)
Leadership and management
development activities (8.2.2 A)
SHD assistance to Tribal &
Local HDs (8.2.3 S)
Use IT to support HD mission &
workforce (11.1.6 A). May
support other training-related
documentation needs.
Integrate Core Competencies
into job descriptions (11.1.5 A)
Recruitment & retention issues/
needs (11.1.5 A)
Other
Scoring Drivers and Restrainers:
1 – weak driver, 5 – moderate driver, 10 – major driver
-1 – minimal restrainer, -5 – moderate restrainer, -10 – major restrainer
Step 6
Step 5: Work Plan
9. Tasks
10. Targets
11. Measures
12. Timelines
13. Key Partnerships
14. Costs
15. Responsibilities
Develop Measurements
Example (PHAB Measure 8.2.1 A)
 Define key measures to determine if you are achieving the
priority Core Competencies:
 Number of classes
 Number of class completions
 Pre- and Post-test scores
 Training evaluations
 Re-survey staff and see if their competency levels have
increased
 Others
Determine Costs
 At a high level determine what are the costs that will be
associated with implementing elements of your Workforce
Development Plan:
 Workshops
 Continuing education options
 Evaluating each department and the agency
 Determining the gaps
 Closing the gaps
 FTEs involved
 Equipment required
 Etc.
Step 5: Work Plan
Assessment
Area
9.
Tasks
10.
Targets
11.
Measures
Job
Descriptions
• Reviewing
current job
descriptions
• Complete
placementspecific KSAs
and clearer
definitions
• Request
more specific
registers
Assessing
Core
Competencies
Gaps
• Develop
process to
evaluate gaps
for each Tier
• Look at
options for
identifying
gaps
• Selecting
appropriate
qualitative
tools
12.
Timelines
• 1
meeting
13. Key
Partnerships
14.
Costs
• OHRM
• DOP
• Negligible
• Core team
• Addressing
gaps team
• Time for
team
members
15.
Responsibilities
• Responsibility
of this group
Many Tasks Can Have The Same Solution – Look For The Overlap
PHAB Measure/Activity
Task
PHAB Measure/Activity
Task
PHAB Measure/Activity
Task
PHAB Measure/Activity
Task
PHAB Measure/Activity
Task
PHAB Measure/Activity
Task
PHAB Measure/Activity
Task
How To
Workforce Development Plan Worksheet
Step 3
Enablers and
Challenges
PHAB Measures/
Activities
Step 1
Step 2
Step 4
Step 5
Current State
Purpose, What to Do, How
to Do
Pause
Work Plan
Step 6
Sustaining Gains
and Improvements
Establish relationships with
academia (8.1.1 S and 10.1.2
T/S) and others (8.1.1 T/L &
10.2.2 A)
Assess HD workforce
competencies & gaps (8.2.1 A)
Address competency gaps
(8.2.1 A)
Leadership and management
development activities (8.2.2 A)
SHD assistance to Tribal &
Local HDs (8.2.3 S)
Use IT to support HD mission &
workforce (11.1.6 A). May
support other training-related
documentation needs.
Integrate Core Competencies
into job descriptions (11.1.5 A)
Recruitment & retention issues/
needs (11.1.5 A)
Other
Scoring Enablers and Challenges:
1 – weak enabler, 5 – moderate enabler, 10 – major enabler
-1 – minimal challenge, -5 – moderate challenge, -10 – major challenge
Step 6 – Sustaining Gains and Improvements
16. Track and Assess Progress (integrate into
Performance Management System)
17. Lessons Learned
18. Activities to Improve/Sustain/Expand
Communication Strategies
 Present to staff at the All Staff meeting:
1) Review the results of the initial surveys (competencies assessment and employee
satisfaction)
2) Explain the purpose of the WDP – connection to the PHAB Standards
3) Demonstrate use of the TRAIN system and other online opportunities
4) Provide staff with links to educational sites
5) Develop a listing of on-site courses to be offered over the next six months
6) Discuss other actions related to academic relationships, recruitment and
retention, etc.
 Reassess the Health Department Workforce annually
 Use results of the annual assessment to make adjustments to the WDP,
if necessary, using the Quality Improvement Plan process
 Update annually
Improve Community
Health
Assess Community
Health
Higher Quality and
Performance
Core Competencies
and Capabilities
Improved Outcomes
Aligned Organization
Performance Management System
Your Public Health Department
WORKFORCE DEVELOPMENT PLAN: Core Competencies for Public Health Professionals
3‐Step Competency Prioritization Sequence Results
Kane County Health Department Health Advisory Committee
October 16, 2012
All KCHD Staff
RADAR CHART:
KCHD Core Competencies
August 2012
Analytical & Assessment Skills
5.00
4.50
Policy Development & Program
Planning
4.00
Leadership & Systems Thinking
3.50 2.64
2.65
3.00
2.48
2.50
2.00
1.50
Financial Planning & Management
Skills
2.57
1.00
2.67
Communications Skills
2.57
3.05
2.64
Public Health Sciences Skills
LEVELS:
1 ‐ Novice
2 ‐ Advanced Beginner
3 ‐ Competent
4 ‐ Proficient
5 ‐ Expert
Cultural Competence
Community Dimensions of Practice
PRIORITY FOR FUTURE SUCCESS
I‐DEVELOP
 Public Health Sciences Skills
 Policy Development & Program Planning
II‐LEVERAGE
 Communications Skills
 Leadership & Systems Thinking
IV‐DEEMPHASIZE/MONITOR III‐MAINTAIN
 Analytical/Assessment  Cultural Competence
Skills
 Community Dimensions of Practice
 Financial Planning & Management
CURRENT COMPETENCY
Strategic Plan – Mission‐focused Culture
 One initiative of Strategic Plan
 Integrated competency development and training into action plan
 Integrated into Performance Management System Community Health Improvement Plan
 Coordinate the effective communication of tailored, accurate and actionable health information to Kane County residents across the lifespan
 Workforce Development Plan aims to build skills and competence in communications and leadership
 Helping to improve the health departments ability to effectively communicate with the community
Quality Improvement Plan
 Address gaps in Core Competencies for Public Health Professionals
 Use Plan‐Do‐Check‐Act cycle to improve scores in competency domains
 Improvements achieved
RADAR CHART:
KCHD Core Competencies
August 2013
All KCHD Staff
Analytical & Assessment Skills
5.00
2012
2013
4.50
4.00 3.20
Leadership & Systems Thinking
Policy Development & Program Planning
3.50
3.25
3.05
3.00
2.50
2.64
2.652.00
2.48
1.50
Financial Planning & Management Skills
2.57
3.01
1.00
2.67
2.57
2.64
3.20
Communications Skills
3.05
3.10
3.54
Public Health Sciences Skills
LEVELS:
1 ‐ Novice
2 ‐ Advanced Beginner
3 ‐ Competent
4 ‐ Proficient
5 ‐ Expert
3.22
Community Dimensions of Practice
Cultural Competence
West Virginia Experience
Workforce Development Resources from
the Public Health Foundation
Council on Linkages Between Academia and Public Health Practice

Core Competencies for Public Health Professionals (Core Competencies)
 Tools to assist practitioners use the Core Competencies
 Examples of Core Competencies use

Academic Health Department Learning Community
 Sharing ways to develop, maintain, and enhance relationships between public health practice
and academic organizations
 Most meetings require no travel
 Free to join – 130 members to date

Improving and measuring the impact of training
 Guide being developed to help trainers and sponsors of training improve and measure the
impact of training
 Strategies address ways to assess training needs, motivate learners and trainers, effectively
design and deliver training, and evaluate the impact of training
 Draft document posted online
http://www.phf.org/programs/council/
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