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1 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Association of Public Health Laboratories:

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Presentation on theme: "1 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Association of Public Health Laboratories:"— Presentation transcript:

1 1 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Association of Public Health Laboratories: Agenda of the Future Workforce Initiative WORKING COMMITTEE SESSION #2 April 20-21, 2006

2 2 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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 3 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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 Short Mid Long Robert Woods Johnson Funding/ Project Robert Woods Johnson Funding/ Project National Center’s Mission National Center’s Mission APHL Strategy Strategic Planning Process Strategic Planning Process

4 4 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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

5 5 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Working Session Agenda DAY 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 introductions45 minutes8:30 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 needed60 minutes9:15 a.m. Set-up Functional Break-out Sessions Highlight objectives and instructions for break-out sessions Develop Conceptual Framework and compare work of each group90 minutes 10:30 p.m. (Break included) LUNCH45 minutes12:00 p.m. Functional Break-out Sessions [May introduce functional specialists] 1.Technology and Tools 2.Talent Management 3.Credentialing/Quality 4.Marketing90 minutes 1:00 p.m. (Break included) Large Group Read-out Capture functional details for each goal (milestones, deliverables, etc.)90 minutes2:45 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 discrepancies60 minutes4:15 p.m. Wrap-up Day One Closing Thoughts, Preview Day Two, and Session +/  15 minutes5:30 p.m.

6 6 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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 agenda30 minutes8:30 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 resolve60 minutes9:00 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 discrepancies90 minutes 10:00 (Break included) LUNCH45 minutes12:00 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/milestones60 minutes12:45 p.m. Presentation of Plan Validation of strategy document Presentation at APHL annual meeting45 minutes1:45 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 minutes2:30 p.m. Working Session Agenda Note: Late arrivals and early departures should be minimized.

7 7 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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 8 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- High-Level Milestones Kick-off Meeting (Virtual) Work Session #1 (In-person) First Draft Strategy Reviewed Work Session #2 (In-person) Strategy Approved Final Draft Strategy Submitted/ Presented Over- sight Team Review Workforce Initiative objectives; review four focus areas; communicate schedule and plans; clarify roles Periodic updates from Working Team Sessions Review first draft of Working Team’s strategy recommend- ations Periodic updates from Working Team Sessions Review final draft of Working Team’s strategy recommend- ations including timelines, resources, milestones, and deliverables Document final strategy document with recommendations Develop applications of strategy/model to other public health settings (universal application) Prepare presentation for APHL annual meeting Close out project Working Team A Review Workforce Initiative objectives; communicate schedule and plans; clarify roles/ responsibilities; confirm meeting schedule for work sessions Develop first draft of strategic goal grid for four focus areas Identify dependencies and overlaps among working teams and assign clear ownership Share preliminary strategic goal grid with Oversight Team and other stakeholders Revise strategic goal grid based on feedback as needed Develop timeframes, resource requirements, milestones, and deliverables for the goals/actions/ measures on the strategic goal grid Identify dependencies and overlaps with other working teams and address Share/distribute recommenda- tions with other stakeholders for review/feedback Revise strategic goal grid including timelines, resource requirements, milestones, and deliverables based on feedback as needed Working Team B Working Team C Working Team D

9 9 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Project Structure—Overview Oversight Team Working Team A The Role of Laboratories in the Evolving Health System Working Team A The Role of Laboratories in the Evolving Health System Working Team B Achieving Excellence In Laboratory Leadership Development Working Team B Achieving Excellence In Laboratory Leadership Development Working Team C Marketing, Communications, and Partnerships Working Team C Marketing, Communications, and Partnerships Core Team Working Team D Technology and Best Practices Working Team D Technology and Best Practices

10 10 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Focus on the Problem Workforce shortage in public health laboratory leadership

11 11 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Insert Why do we want people to choose PHL leadership roles? (See sent around March 14-17

12 12 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Last Session GoalsActions Measures (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

13 13 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Strategic Goal Grid Actions Measures (Outcomes) Timeframes & Milestones Deliverables Resource Requirements Assump- tions Goals Short Term Mid Term Long Term

14 14 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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.

15 15 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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.

16 16 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Prepare and position lab directors to be influential leaders through enabling behaviors. (Insert upgrades from conference calls)

17 17 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Unify and integrate PHLs to function as a coherent system of excellence. (Insert upgrades from conference calls)

18 18 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Ensure adequacy of the future PHL workforce through the expansion of academic and community educational opportunities. (Insert upgrades from conference calls)

19 19 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Develop and implement PHL marketing strategies to external stakeholders and other vested entities. (Insert upgrades from conference calls)

20 20 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Leverage technology to support an integrated PHL system and its partnerships with external stakeholders. (Insert upgrades from conference calls)

21 21 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Identify, disseminate, and evaluate best practices in lab management, operations and leadership to improve effectiveness and efficiency. (Insert upgrades from conference calls)

22 22 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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

23 23 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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

24 24 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Internet Process Model Strategy 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 Technical Support Member Dev. & 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

25 25 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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

26 26 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Human Capital Model for Large Multi-National Retention Selection Career Pathing Succession Planning Performance Management Development Competency Model Leadership Process Personal Competency Model Leadership Process Personal Strategic Planning Aligned Choices

27 27 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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.

28 28 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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.

29 29 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Filling In the Gaps A B C D E F Goals Technology & Tools Talent Management Credentialing/ Quality Marketing

30 30 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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 Marketing Communications, Public Relations, Messaging

31 31 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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

32 32 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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

33 33 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Setting the Stage – Time Frames Short-TermNow through 2007 Mid-Term Long-term2010 and Beyond Talk in terms of “delivery” or “completion” or “realization of results.”

34 34 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Prioritization Framework Ease Impact Lo Hi Possible Quick Hits Prioritize & Balance Go for it! Don’t do it.

35 35 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Multi-voting Using your assigned votes (dots), place one or more dots on the items that you think are the highest priority based on the prioritization principles You may not place more than half of your dots on one item

36 36 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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 37 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Indicating Consensus Thumb up  “I agree” Thumb down  “I disagree” Thumb side-ways  “I can support the decision”

38 38 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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 39 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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

40 40 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- What to Measure? Metrics

41 41 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Metrics

42 42 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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) OutputImpact

43 43 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- Exercise: Measures Metrics ( Unify and integrate PHLs to function as a coherent system of excellence. ) OutputImpact On-line information exchange established Laboratory excellence standards defined Dynamic community of laboratory practitioners exchanging ideas, information, best practices, and standards real-time

44 44 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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?

45 45 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- 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?

46 46 5/10/2015 2:47:40 PM AlignOrg Solutions Solutions, Reed Deshler 502- How Did We Do? CategoryScale Outputs? Did Not meet Session Objectives Exceeded Session Objectives Session Structure? Did not enable the objectives Effectively enabled the objectives On Track? Did not follow agenda Followed Agenda Participation? Members Dominated; Didn’t Contribute Everyone Contributed Listening? Repetitions, Side Conversations, Interruptions One person at a time, Builds Tools & Materials? Not Adequate; Irrelevant Sufficient and Relevant


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