TEAM Academy: A Comprehensive Approach to Management Development and Succession Planning at the Alabama Department of Pu

1. TEAM Academy: A Comprehensive Approach to Management Development and Succession Planning at the Alabama Department of Public Health Dr. Neville Duarte & Dr. Jane Goodson Auburn University Montgomery Ms. Michele Jones & Ms. Shelia Puckett Alabama Department of Public Health Ms. Vivian Mills Lighthouse Counseling Center, Inc.

2. TEAM Academy THE NEED FOR TEAM ACADEMY PROGRAM METHODOLOGY PROGRAM CONTENT OUTCOME MEASUREMENT (PROPOSED) S- TEAM CONCLUDING REMARKS MSMS

3. THE NEED FOR TEAM ACADEMY: PUBLIC HEALTH CHALLENGES Societal Transformations Shift in demographic composition with greater rates of older population and an increase in the number of Hispanics in the population. Changes in health services delivery and financing with a rapid growth in managed care Growth in the number of uninsured and underinsured individuals MSMS

4. THE NEED FOR TEAM ACADEMY: PUBLIC HEALTH CHALLENGES Societal Transformations Emerging and resurgent health risks due to increased globalization and threat of bioterrorism Greater pressure from the public for increased accountability and responsiveness MSMS

5. THE NEED FOR TEAM ACADEMY: PUBLIC HEALTH CHALLENGES Complexity Of Public Health Environment Dealing with more lives and people to be protected Political issues Greater expectations of the public to protect against health problems Fewer resources relative to the increase in constituents and a greater demand for services MSMS

6. THE NEED FOR TEAM ACADEMY: PUBLIC HEALTH CHALLENGES Internal Constraints & Challenges Problems with Bureaucracy Wasting resources: duplication of processes Lack of accountability: The need to adopt a �business mindset� to deal with the complexity of public health challenges (Roper, 2006). Communication issues: up and down the chain of command Stovepiping: of functions Resistance to change MSMS

7. THE NEED FOR TEAM ACADEMY: PUBLIC HEALTH CHALLENGES Retirement and Succession Planning Lack of Training for public sector managers Failure to involve important secondary stakeholders and build alliances Need for more innovative and entrepreneurial public health managers (Umble, Orton, Rosen and Ottoson, 2006) Need to develop a strategic mindset MSMS

8. TEAM ACADEMY Funding for Team Academy Training Strategy Choice to use trainers outside of ADPH University professors from business school with experience in management training Some sections are presented by ADPH managers MSMS

9. PROGRAM METHODOLOGY PROGRAM OBJECTIVES Refresh participant�s understanding of the principles underlying effective management Enhance awareness of how problems at work can arise from poor management Provide insight into how such problems can be avoided or reduced by improving competencies Facilitate the development of competencies using a hands-on, problem solving approach Create a comprehensive learning approach to foster a positive and productive climate in the workplace NJNJ

10. PROGRAM METHODOLOGY PROGRAM THEMES TEAM ABC Management Model NJNJ

11. How this Program is Different Too much theory Generic applications Know concepts One-sided instruction Instructor as teacher Use of monotone lectures Student experience is irrelevant Ends after course Practical Applications ADPH Applications Develop competencies & skills Interactive participation Instructor as facilitator includes group and team learning Use of experiential exercises Incorporates student experience Begins on return to the work place: use of action planning NJNJ

12. PROGRAM METHODOLOGY Prior preparation Site observations Spent time in different departments and observed how they did things (example County Health Departments) Interviewed managers and employees Interview stakeholders Contacted non-ADPH stakeholders such as primary care administrators and local politicians. Cases generated from topics from interviews NJNJ

13. PROGRAM METHODOLOGY Prior preparation Focus groups Met with representatives across the functions and levels of ADPH They ranked topics in order of importance that allowed us to decide how much time to spend on topics Generated scenarios based upon problems that they saw persistently occurring at ADPH NJNJ

14. PROGRAM METHODOLOGY Selection of participants All managers are required to attend and the unit chiefs decide the month and the time they attend Team Academy Few non-supervisory employees based on recommendations of unit chiefs Some supervisors without direct reports are also included MSMS

15. PROGRAM METHODOLOGY Team composition Size- five teams of eight Mix of different areas of ADPH Different functions, balance gender and race, ensure that nobody in same chain of command is on the same team Required to come up with a team name on first day Observe each other on day one and select team leader on day two Create team logo MSMS

16. PROGRAM METHODOLOGY Living arrangements Share meals together Work on projects after hours Every team member has to stay in the designated hotel and can only go home under exceptional circumstances Use of business facilities at hotel Build relationships MSMS

17. PROGRAM METHODOLOGY Classroom methodology Bells and buzzers Star stickers (encourage creative ideas); most stickers in a group gets a prize Use of cases and scenarios and role play* Invited optimal solutions from senior managers (what would you do?) Linked them to the relevant material in the modules *Examples will be provided when discussing Program Content NJNJ

18. PROGRAM METHODOLOGY Use of self assessments* On-line In-class On-line competency assessments Completed by participants prior to coming to training through survey online Generated individual profiles showing scores on different competency areas and compared individual score with cumulative mean from previous classes. NJNJ

19. PROGRAM METHODOLOGY Team projects Bases on major ADPH issues and problems (Include sample team project) Guidelines provided for analysis Teams encouraged to use course concepts in analysis where applicable Teams encouraged to use two planning tools that are taught in the program (OPAR and flowcharting) Given fifteen minutes to present on the last day All members required to participate in the presentation Teams advised to be creative and present in a fun manner (songs, skits, dances, etc.) NJNJ

20. "Because I Said So" Often, as state government workers, we get frustrated and feel stymied by bureaucracy. We think we can't perform effectively because of some aspect or requirement to which we must adhere to accomplish our goals.Develop a plan of action on one aspect of bureaucratic procedure you would change, if given the opportunity and describe how you would effectively make that change. NJNJ

21. PROGRAM METHODOLOGY Identification of potential stars At the end of the training, participants are required to nominate five class members who they view as potential stars based on performance throughout the week (Helps with succession planning and to identify supervisors for advanced training) Suggestions to State Health Officer MSMS

22. PROGRAM CONTENT I. INTRODUCTION II. TEAMWORK III. LEADERSHIP IV. POWER DYNAMICS V. STRATEGIC PLANNING & CHANGE VI. DIVERSITY VII. COMMUNICATION VIII. PERFORMANCE MANAGEMENT IX. INTERPERSONAL RELATIONSHIPS & PEOPLE PROBLEMS X. PERSONAL GROWTH NJNJ

23. PROGRAM CONTENT INTRODUCTION Program Objectives � �How this Program is Different � �Program Themes � �Ground Rules NJNJ

24. PROGRAM CONTENT II. TEAMWORK Introduction to Teamwork � When to Use/Not to Use Teams � Team Building Guidelines: Set-up � Team Building Guidelines: Maintenance � Managing Meetings NJNJ

25. II. TEAMWORK NJNJ

26. PROGRAM CONTENT III. LEADERSHIP Introduction to Leadership � �Leading v. Managing � �Understanding the Complexity of Leadership Leadership and Personality Leadership Style � �21st Century Manager NJNJ

27. III. LEADERSHIP  NJNJ

28. PROGRAM CONTENT IV. POWER DYNAMICS Personal Power Bases � Power Corruption Powerlessness � Empowerment NJNJ

29. IV. POWER DYNAMICS  NJNJ

30. PROGRAM CONTENT V. STRATEGIC PLANNING & CHANGE Introduction to Strategic Planning � Managing in a Changing World Values Customers & Stakeholders Quality Sacred Cows Creativity Vision & Mission Operational Planning NJNJ

31. V. STRATEGIC PLANNING & CHANGE  NJNJ

32. PROGRAM CONTENT VI. DIVERSITY Introduction to Diversity Judging Others: Stereotypes and Other Biases Diversity Groups Gender Age Culture Sexual Orientation Disability Diversity Audit NJNJ

33. VI. DIVERSITY  NJNJ

34. PROGRAM CONTENT VII. COMMUNICATION Communication Void: Filling in the Gaps Non-verbal communication Active Listening � �Guidelines to Improve Interpersonal Communication NJNJ

35. VII. COMMUNICATION NJNJ

36. PROGRAM CONTENT VIII. PERFORMANCE MANAGEMENT Components of an Effective Performance Management System � Diagnosing Performance Problems The Positive Discipline Process Motivating Beyond the Obvious Motivating the New Millennials Work Planning & Role Analysis � Coaching, Mentoring & Succession Planning NJNJ

37. VIII. PERFORMANCE MANAGEMENT NJNJ

38. PROGRAM CONTENT IX. INTERPERSONAL RELATIONSHIPS & PEOPLE PROBLEMS Introduction to Conflict Management Conflict Management Styles Managing Difficult People Dealing with Office Politics � Managing Your Boss NJNJ

39. IX. INTERPERSONAL RELATIONSHIPS & PEOPLE PROBLEMS NJNJ

40. PROGRAM CONTENT X. PERSONAL GROWTH Time Management Guidelines � �Stress Management Guidelines NJNJ

41. OUTCOME MEASUREMENT (PROPOSED) Create and administer a survey to employees of participants to measure their supervisor�s perceived competencies Will compare participants self-perceived competencies with employee-perceived competencies Serves as a reality check Survey will also ask if employees perceive that their supervisor has made any changes following attendance at Team Academy NJNJ

42. S- TEAM Special Team Academy held with the top 40 senior managers of ADPH Two key objectives: To expose them to method and content of Team Academy To make strategic decisions based upon feedback from Team Academy members MSMS

43. S- TEAM Summarized critical issues from exercises, team projects and presented them to the senior managers along with suggestions from the preceding Team Academy participants. Example: Values exercise Senior managers work on projects to establish policy and change processes and procedures. MSMS

44. CONCLUSION Feedback from participants Changes made as a result of Team Academy The future of Team Academy MSMS

45. Questions? MSMS