association 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. WORKING COMMITTEE SESSION #2 April 20-21, 2006. Desired Outcomes. Refine strategic goals and actions based on work from first session Validate measures and possible targets - PowerPoint PPT PresentationTRANSCRIPT
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
2 04/21/23 07:21 AMAlignOrg Solutions Solutions, Reed Deshler reed.deshler@aligna 502-425-
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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
37 04/21/23 07:21 AMAlignOrg Solutions Solutions, Reed Deshler reed.deshler@aligna 502-425-
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Indicating Consensus
Thumb up “I agree”
Thumb down “I disagree”
Thumb side-ways “I can support the decision”
38 04/21/23 07:21 AMAlignOrg Solutions Solutions, Reed Deshler reed.deshler@aligna 502-425-
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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
39 04/21/23 07:21 AMAlignOrg Solutions Solutions, Reed Deshler reed.deshler@aligna 502-425-
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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
Critical Measurement Points
Input
Material,Information
DirectOutputWhat the activities produce
FinalImpactThe ultimate effecton stakeholders, customers, and employees
Process
In-process work activities/behaviors
Critical Measurement Points
InputCapital, Material,Information
DirectOutputWhat the activities produce
FinalImpactThe ultimate effecton stakeholders, customers, and employees
Process
In-process work activities/behaviors
Critical Measurement Points
Input
Material,Information
DirectOutputWhat the activities produce
FinalImpactThe ultimate effecton stakeholders, customers, and employees
Process
In-process work activities/behaviors
Metrics
41 04/21/23 07:21 AMAlignOrg Solutions Solutions, Reed Deshler reed.deshler@aligna 502-425-
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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