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

1. Association of Public Health Laboratories:Agenda of the Future Workforce Initiative WORKING COMMITTEE SESSION #2 April 20-21, 2006

2. 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

3. APHL Strategy National Center’s Mission Robert Woods Johnson Funding/ Project APHL Workforce Strategic Plan Short Mid Strategic Planning Process Long The Road Map Problem Statement: Workforce shortage in public health laboratory leadership Implication: Critically think about the key components of a strategic plan for workforce development

4. Meeting Sequence • Kick-off Meeting with Oversight TeamJanuary 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

5. Working Session Agenda

6. Working Session Agenda Note: Late arrivals and early departures should be minimized.

7. 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?

8. Focus on the Problem Workforce shortage in public health laboratory leadership

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

10. Last Session

11. Strategic Goal Grid

12. Focus Areas to Goals Goals Focus Areas • Prepare and position lab directors to be influential leaders through enabling behaviors. • Unify and integrate PHLs to function as a coherent system of excellence. • Ensure adequacy of the future PHL workforce through the expansion of academic and community educational opportunities. • Develop and implement PHL marketing strategies to external stakeholders and other vested entities. • Leverage technology to support an integrated PHL system and its partnerships with external stakeholders. • Identify, disseminate, and evaluate best practices in lab management, operations and leadership to improve effectiveness and efficiency. • Role of laboratories in the evolving health system • Achieving excellence in laboratory leadership development • Marketing, communications, and partnerships • Technology and best practices

13. Goals • Prepare and position lab directors to be influential leaders through enabling behaviors. • Unify and integrate PHLs to function as a coherent system of excellence. • Ensure adequacy of the future PHL workforce through the expansion of academic and community educational opportunities. • Develop and implement PHL marketing strategies to external stakeholders and other vested entities. • Leverage technology to support an integrated PHL system and its partnerships with external stakeholders. • Identify, disseminate, and evaluate best practices in lab management, operations and leadership to improve effectiveness and efficiency.

14. 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 andchoices drives results

15. Business Model Strategy Making Product Development Demand Generation Order Fulfillment HR Development & Support Technology Capabilities Management Reporting Can be used to identify needed processes and who will own them

16. Internet Process Model Strategic & Ops. Planning Org Capability and Structure Strategic Budgeting Strategy Development Home Improvement Appl. Functionality Analysis Value Chain & Market Data Anal. Auto & RV/LV Appl. Functionality Analysis Value Chain & Market Data Anal. Strategic Marketing & New Product Dev. Channel Technology Development and Technology Tracking Auto and RV/LV Services H.I. Services Channel Development Dealer Dev. Dealer Development Dealer Support Vendor Services - Acquisitions & Relations - Services Lender Services - Acquisitions & Relations - Services Lender & Vendor Services Platform Technology Development Member Dev. & Retention Business Support Technical Support Financial Reporting Statistical Reporting Facilities & Office Support Member Staffing Competency Development Reward & Recognition Performance Mgmt Network Support & Security Help Desk

17. Sample Framework Problem Statement: 30% Public Health Laboratory Directors Turnover Rate in 2005 Alone Pool of Existing Talent Short-term Pipeline Succession Planning Technical Preparation Leadership Develop- ment Role Fundamentals • Competencies • Position Profile • Career Pathways Long-term Pipeline Mentoring Tools

18. Human Capital Model for Large Multi-National Competency Model Leadership Process Personal Selection Development Retention Strategic Planning Aligned Choices Career Pathing Succession Planning Performance Management

19. Conceptual Framework/Process Model Development Steps: • Review our problem statement and the goals/actions we have articulated. • Capture the highest level processes or concepts. • Visually represent the integration of the highest level or strategic processes/concepts and depict how they relate to one another to solve our problem. • Validate the business model with the other groups.

20. 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.

21. Filling In the Gaps Talent Management Technology & Tools Credentialing/ Quality Marketing A B C Goals D E F

22. Functional Break-outs

23. Task Working Committees Day One • 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 • Capture functional details for each goal • Validate refinements with large group • Categorize each action according to ‘resourcing’ framework • Categorize each action according to ‘funding’ framework • Compare work of each group and reach consensus Day Two • For assigned goal(s), categorize each action as short, mid, or long term and then sequence within each grouping • Prepare for large group read-out

24. Resourcing APHL SPHL Other (specify) Funding Exists—Funding already exists Secure—Funding might be available, but needs to be secured Not Available—Funding not available Categorization of Actions 1 2

25. Setting the Stage – Time Frames Talk in terms of “delivery” or “completion” or “realization of results.”

26. Prioritization Framework Hi Go for it! Prioritize & Balance Impact Don’t do it. Possible Quick Hits Hi Lo Ease

27. 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

28. Indicating Consensus • Thumb up  “I agree” • Thumb down  “I disagree” • Thumb side-ways  “I can support the decision”

29. 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

30. 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

31. What to Measure? Metrics

32. Metrics

33. Exercise: Measures • Divide into three groups and for your assigned goals create a grid on a flipchart as follows: • Brainstorm the key metrics for each process • When directed, rotate to the flipcharts of other groups to review • Adjust as needed

34. Exercise: Measures

35. Pulling It All Together Review all work done and confirm the following: • Is there any stakeholder feedback that would invalidate our strategy? • Is there any environmental data that would invalidate our strategy? • Are there any other “fatal flaws” in our proposal?

36. 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?

37. How Did We Do?