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Mary Kushion, MSA Public Health Consultant Retired Health Officer, Central MI District Health Dept.

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Presentation on theme: "Mary Kushion, MSA Public Health Consultant Retired Health Officer, Central MI District Health Dept."— Presentation transcript:

1 Mary Kushion, MSA Public Health Consultant Retired Health Officer, Central MI District Health Dept.

2 Self-assessment revealed gaps Staff prioritized Maintain a Competent Public Health Workforce as #1 in Strategic Plan Staff Development and Domain 8

3 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

4 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

5 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

6 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

7 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 Additional Elements to Consider

8 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

9 Evidence that our efforts worked

10 Evidence that our efforts worked

11 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

12 Thank-You Mary L. Kushion, MSA

13 Domain 8: Workforce Development and Accreditation Joyce Marshall, MPH Director, Office of Performance Management Oklahoma State Department of Health November 20, 2013

14 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.

15 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

16 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

17 Standard Encourage the development of a sufficient number of qualified public health workers Measure 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

18 Standard Assess staff competencies and address gaps by enabling organizational and individual training development opportunities Measure 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

19 Agency-Wide Competency Based Training Needs Assessment Leadership Effectiveness Framework Competencies Needs Assessment

20 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

21 Workforce Development Model

22 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

23 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

24 Standard Assess staff competencies and address gaps by enabling organizational and individual training development opportunities. Measure Provide leadership and management development activities. Documentation Utilized: Governors 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

25 Standard Assess staff competencies and address gaps by enabling organizational and individual training development opportunities. Measure 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 7 th Generation: Preventing and Treating Commercial Tobacco Dependence Communicable Disease Nurse Video Conference

26 Lessons Learned Dont 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

27 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

28 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

29 Joyce Marshall, MPH Director, Office of Performance Management Oklahoma State Department of Health 1000 N.E. 10 th Street Oklahoma City, Oklahoma , extension Debbie Boyer, SPHR Director of Human Resources Oklahoma State Department of Health 1000 N.E. 10 th Street Oklahoma City, Oklahoma extension Questions?


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