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Staff Development
Mary Kushion, MSAPublic Health Consultant
Retired Health Officer, Central MI District Health Dept.
Self-assessment revealed gaps Staff prioritized “Maintain a
Competent Public Health Workforce” as #1 in Strategic Plan
Staff Development and Domain 8
CMDHD will have a staff development plan
that will enable organizational and individual training and development opportunities by 2012
CMDHD will increase employee job satisfaction by 8% (Baseline 82%) by 2012
Objectives in Strategic Plan
Created a multi-disciplinary team – led by
Human Resources Director Assessed what we already had in place:
Orientation Plan Exit Interviews List of Mandated Trainings Limited Training Logs Staff assessments on identified needs - limited
Staff Development Plan
Assessed what we needed to meet the PHAB
standards: A formal written plan Assessment of staff training needs Addition of Core Competences to job
descriptions Comprehensive training logs for all staff Training Calendar
Plan Development
PHAB Domain 8 –Measure 8.2.1A Address Core Competencies Assessed staff competencies Curricula and training schedules Identification of barriers/inhibitors and
strategies to address them
Staff Development Plan Components
Workforce Profile CE requirements by discipline Identified and Mandated Training Needs Training Goals, Schedules Tracking/monitoring Conclusions/Other Considerations
Center for Public Health Practice OSU College of Public Health http://cph.osu.edu/practice/workforce-development-plan-template
Additional Elements to Consider
All training elements are in one place for all
staff to view Training schedule on-line in central location for
staff Training logs useful for reporting and PHAB
documentation Staff involvement in development of plan Increased staff satisfaction
Benefits
Evidence that our efforts worked
Evidence that our efforts worked
Continue to monitor and implement the plan Include the Core Competencies in
performance appraisals Staff training on Core Competencies Identifying and including new training
opportunities as they become available on the training schedule
Continue to monitor employee satisfaction Include as component of strategic plan and
performance management system
Next Steps
Domain 8: Workforce Development and Accreditation
Joyce Marshall, MPHDirector, Office of Performance Management
Oklahoma State Department of HealthNovember 20, 2013
Agency Overview 2100 employees at 89 sites
Serves 68 counties through the Oklahoma State Department of Health system with two larger metropolitan areas of Oklahoma City and Tulsa served autonomously through independent city-county health departments.
Medicaid, mental health, and environmental quality are administered by separate agencies.
Oklahoma has numerous partners including 70 grassroots Turning Point coalitions and 38 federally recognized Native American Tribes.
Human Resources Overview
1,490 classified (merit system) positions, 476 unclassified (non-merit system) positions, and 137 temporary employees and student assistants
Human Resources has 27 positions Human Resources is responsible for administration of a
comprehensive human resources management system that includes:
Administrative Procedures Alternative Dispute Mediation Program Benefits Employee Assistance Program Grievance Management Human Resources Administration Occupational Health and Employee Wellness Risk Management Training and Employee Development Workforce Planning, Recruitment, and Retention
Opportunities The Oklahoma State Department of Health
participated in a Public Health Accreditation Board (PHAB) Beta Test in June 2010
Overall, Human Resources received the lowest score among all the domains
Numerous areas were identified as needing improvement
PHAB Standards were modified following the Beta test for Version 1.0
Standard 8.1
8.1 Encourage the development of a sufficient number of qualified public health workers
Measure 8.1.1. Establish relationships and/or collaborate with the schools of public health and/or other related academic programs that promote the development of future public health workers
Documentation Utilized: – Student Internship Program Participation
Agreements
Standard 8.2 8.2 Assess staff competencies and address gaps by
enabling organizational and individual training development opportunities
Measure 8.2.1 Maintain, implement, and assess the health department workforce development plan that addresses the training needs of the staff and the development of core competencies
Documentation Utilized: Agency-Wide Competency Based Training Needs
Assessment Workforce Development Plan Training opportunities related to findings of needs
assessment Training announcements, copies of curricula, and training
participant rosters
Agency-Wide Competency Based Training Needs AssessmentLeadership Effectiveness Framework Competencies
Needs Assessment
Workforce Development Plan Utilize a competency-based needs assessment
Ensure all levels of the organization are represented
Link delivery of training to gaps identified by the needs assessment
Ensure training curricula identify competencies addressed
Include goals that link to agency strategic plan with action steps for completion
Fully identify definition, strategies, resources, performance measures, and evaluation method for each plan goal
Workforce Development Model
Plan Goals Develop comprehensive workforce development plan for all
groups of employees to include routine administration of the needs assessment and expansion of the assessment to include the Public Health Core Competencies
Expand quantity and quality of offerings available to OSDH employees based on training needs assessment
Deliver training to geographically separated workforce using existing technology
Integrate training information systems into one functional tracking and reporting system
Implement a comprehensive program to provide tuition assistance and reimbursement of student loans to current and prospective employees
Workforce Development Plan
Incorporate competency development into existing processes (hiring and selection, performance management, etc.)
Address succession planning/career pathing
Incorporate a process for continuous improvement going forward
Demonstrate how the plan has been implemented and operationalized
Standard 8.2 8.2 Assess staff competencies and address gaps by
enabling organizational and individual training development opportunities.
Measure 8.2.2 Provide leadership and management development activities.
Documentation Utilized: Governor’s Executive Development Program for State
Officials Learning and Education Assistance Program
Administrative Procedure Reimbursement Agreement Kansas, Missouri, and Oklahoma Regional Leadership
Institute Oklahoma Public Health Leadership Institute
Standard 8.2
8.2 Assess staff competencies and address gaps by enabling organizational and individual training development opportunities.
Measure 8.2.3 Provide consultation and/or technical assistance to Tribal and local health departments regarding evidence-based and/or promising practices in the development of workforce capacity, training, and continuing education.
Documentation Utilized: “Preparing for the 7th Generation: Preventing and
Treating Commercial Tobacco Dependence” “Communicable Disease Nurse Video Conference”
Lessons Learned Don’t be afraid to share information about innovative workforce
development initiatives if the opportunity presents itself to do so
Be able to “connect the dots” beginning with a needs assessment, gap identification, and delivery of courses to address gaps identified at all levels of the organization
Build accreditation requirements into agency policies, procedures, and practices whenever possible
Ensure documentation clearly demonstrates the standard
Assure process for continuous quality improvement is in place
Change is difficult but rewarding
Achievements Process in place for continuous quality
improvement
Accreditation requirements are built into agency policies, procedures, and practices whenever possible
A workforce development plan describing objectives to be accomplished over next 5 years that specifically addresses managerial and core public health competencies, along with yearly action plans to demonstrate steps needed and progress made towards these objectives
Achievements Written policies, procedures, and processes
document workforce development phases--from hiring process, to new employee orientation, through onboarding, to technical assistance and guidance throughout tenure
Success is defined and measurable
Domain 8 measures were fully demonstrated
Process now in place that is easily adaptable for our centralized counties to use for documentation evidence in their pursuit of local health department accreditation
Joyce Marshall, MPHDirector, Office of Performance ManagementOklahoma State Department of Health1000 N.E. 10th StreetOklahoma City, Oklahoma405-271-9444, extension [email protected]
Debbie Boyer, SPHRDirector of Human ResourcesOklahoma State Department of Health1000 N.E. 10th StreetOklahoma City, Oklahoma 405-271-9444 extension [email protected]
Questions?
