DPH WFD Plan Final

State of Wisconsin, Department of Health Services, Division of Public Health 1

WORKFORCE DEVELOPMENT PLAN WISCONSIN DEPARTMENT OF HEALTH SERVICES

Division of Public Health

2016-2017

2016


AGENCY CONTACT INFORMATION

Workforce Development Chuck Warzecha Deputy Division Administrator, DPH (608) 266-9780 [email protected]

Jeff Phillips Director, BEOH, DPH (608) 264-9880 [email protected]

Accreditation Susan Uttech Accreditation Director, DPH (608) 267-3561 [email protected]

November 14, 2016

mailto:[email protected]




Table of Contents AGENCY CONTACT INFORMATION ................................................................................................................ 2

Executive Summary ....................................................................................................................................... 5

ABSTRACT ...................................................................................................................................................... 6

INTRODUCTION ............................................................................................................................................. 6

Agency Profile ....................................................................................................................................... 7

Division Profile ...................................................................................................................................... 7

WORKFORCE PLANNING ................................................................................................................................ 8

Workforce Development Planning Team and Workgroups ................................................................. 8

WORKFORCE PROFILE .................................................................................................................................... 9

Population Served ................................................................................................................................ 9

Population of Wisconsin ..................................................................................................................... 10

DPH Workforce Profile ....................................................................................................................... 11

Future Workforce Concerns ............................................................................................................... 12

Health Equity and Disparities ............................................................................................................. 13

The Changing Environment of Public Health...................................................................................... 13

WORKFORCE DEVELOPMENT IN DHS .......................................................................................................... 14

Coordination with the Bureau of Human Resources ......................................................................... 14

Performance Expectations and Planning (PEPs) and Individual Development Plans (IDPs) .............. 14

WORKFORCE DEVELOPMENT IN DPH .......................................................................................................... 15

DPH NEEDS ASSESSMENTS .......................................................................................................................... 15

Annual Staff Survey ............................................................................................................................ 15

Accreditation Readiness: Baseline Survey .......................................................................................... 16

GOALS AND OBJECTIVES .............................................................................................................................. 16

Goal 1: To assure all new hires are adequately oriented to be successful ........................................ 17

Goal 2: Integrate organizational competencies into DPH Performance Management ..................... 17

Goal 3: Develop a culture of Quality Improvement in DPH ............................................................... 17

COMPETENCIES ........................................................................................................................................... 17

Organizational Competencies for all DPH staff and contracted staff: ............................................... 18

Tentative Timeline for Implementation of Competencies for Public Health Professionals ............... 19

High-level work plan for implementation of goals and objectives .................................................... 20

BARRIERS TO IMPLEMENTATION ................................................................................................................ 23

TRAINING AND TRACKING ........................................................................................................................... 24

COMMUNICATION PLAN ............................................................................................................................. 25

EVALUATION ................................................................................................................................................ 26


CONCLUSION ............................................................................................................................................... 26

ACKNOWLEDGEMENTS ............................................................................................................................... 26

REVIEW AND MAINTENANCE ...................................................................................................................... 27

APPENDICES ................................................................................................................................................. 28

Appendix 1: Evaluation Logic Model ........................................................................................................... 29

Appendix 2: Strategic Map .......................................................................................................................... 30

Appendix 3: Table of Organization .............................................................................................................. 32

Appendix 4: Workforce Development Planning Team ................................................................................ 33

Appendix 5: Workgroups ............................................................................................................................. 34

Training Workgroup ........................................................................................................................... 34

Survey Workgroup .............................................................................................................................. 35

Appendix 6: Breakdown of DPH Workforce by Race/Ethnicity ................................................................... 36

Appendix 7: PEP & IDP Example .................................................................................................................. 38

Appendix 8: BERP and BEEP ........................................................................................................................ 43

Appendix 9: Annual Survey .......................................................................................................................... 44

Appendix 10: Accreditation Readiness Public Health Workforce Survey Results ....................................... 54

Appendix 11: Implementation Plan ............................................................................................................. 60

Appendix 12: Tentative Competency Implementation Timeline ................................................................ 63

Appendix 13: Training Tool Recommendation ............................................................................................ 66

Tracking Tools Comparison ................................................................................................................ 69

Appendix 14: Competencies-Training Crosswalk ........................................................................................ 71

Appendix 15: Communication Guide........................................................................................................... 75


Executive Summary

The Workforce Development (WFD) Plan was created to improve our workforce of DPH staff including contractors, limited-term employees, and fellows/interns. The Workforce Development team created a plan that includes reference material, outcomes, and specific one-year implementation strategies. This plan was developed to aid in accreditation readiness, specifically expectations found in the Domain 8 Standards:

Standard 8.1: Encourage the Development of a Sufficient Number of Qualified Public Health Workers.

Standard 8.2: Ensure a Competent Workforce through Assessment of Staff Competencies, the Provision of Individual Training and Professional Development, and the Provision of a Supportive Work Environment.

In addition to these standards, the Workforce Development Plan is focused on the overarching goal to assure a well-trained, skilled, highly motivated, and flexible/adaptable workforce, able to meet the public health needs and expectations of the citizens of the State of Wisconsin now and into the future. A visual representation of the goals and outcomes can be found in Appendix 1: Evaluation Logic Model.

Long-term outcomes

Competent and exceeding workforce

Developed culture of quality improvement

Increased trust among DPH staff and leadership

Increased retention of DPH staff

Increased engagement among DPH staff

Intermediate outcomes

Increased competencies of DPH staff

Increased work satisfaction of DPH staff

Year One priorities

Specific priorities were set for the first year based on feasibility to implement during the planning process. Future years will include other priorities such as pipeline development and targeted recruitment to increase diversity of DPH staff.

Goal 1: To assure all new hires are adequately oriented to be successful

Goal 2: Integrate organizational competencies into DPH Performance Management

Goal 3: Develop a culture of Quality Improvement in DPH

Many activities are already happening within the Division of Public Health (DPH) and the Department of Health Services (DHS) such as Performance Expectations & Planning (PEPs), trainings, and Employee Assistance Program (EAP). The Workforce Development Plan will leverage these activities while adding specific feedback loops (e.g. annual survey) to assess DPH staff competencies and priorities. Information gathered from DPH staff (e.g. full-time and limited term employees and contractors) will inform the Workforce Development team on future priority areas.

Year-One Organizational Competencies Adopt and embrace the DPH

Mission, Vision, and Values

Knowledge of the Public Health System in Wisconsin

Understand Customer Service and Quality Improvement

Professional Development and Training

General Public Health Skills


ABSTRACT The following document represents year one of a multi-year workforce initiative by the Division of Public Health (DPH) to build staff public health competencies, increase retention of DPH staff, ensure a supportive work environment, develop strong career paths within DPH, build Wisconsin’s capacity of Public Health employees through partnerships with educational institutions and federal programs, and be responsive to the needs of our employees. This year-one plan focuses on a few of these activities with the understanding that future plans will continue to build on the work outlined here. This document will discuss the current state of the agency, division, and Wisconsin population, future workforce concerns, and the actions DPH is currently taking, and intending to take, to meet our future challenges. This workforce development plan outlines three year-one goals, including organizational competencies identified as part of those goals and corresponding training that will be help staff to meet those competencies. Finally, the plan discusses how these changes and trainings will be communicated, implemented, and evaluated to ensure measurable outcomes.

INTRODUCTION

The demands of a public health career are changing; the adoption of public health competencies, the expansion of public health into a multi-disciplinary field, and the trend towards evidence-based practice and business frameworks for producing public health outcomes are all national movements in public health. On a macro level, we are experiencing global changes in employment such as shifts in funding patterns, the movement towards a freelance economy and shorter employee tenures, the pending baby boomer retirements, and many other emerging societal trends.

In order to meet these many challenges, while maintaining our ability to help people in Wisconsin live longer and better, it is imperative to ensure that our workforce is fully engaged and that our workplace is fully committed to its employees’ professional success. As DPH identifies strategic priorities and moves toward accreditation, activities that begin to address these societal and professional challenges will be essential to our success and continued relevance.

With the revision of the DPH Strategic Map in early 2015 (Appendix 2: Strategic Map), DPH began moving toward national voluntary accreditation under the Public Health Accreditation Board (PHAB) Standards and Measures. With the broad standards under PHAB’s Domain 8: Maintain a Competent Public Health Workforce in mind, DPH has developed this Workforce Development Plan to meet or exceed the expectations found in the Domain 8 Standards:

Standard 8.1: Encourage the Development of a Sufficient Number of Qualified Public Health Workers.

Standard 8.2: Ensure a Competent Workforce through Assessment of Staff Competencies, the Provision of Individual Training and Professional Development, and the Provision of a Supportive Work Environment.

The DPH Workforce Development Plan incorporates these standards and nationally-recognized indicators, assuring a comprehensive approach to DPH competency assessments, gap analyses, training courses and materials, individually-designed development plans, and overall employee engagement. This plan is focused on strategies to:

identify and develop employee recruitment pipelines


recruit and hire quality staff

engage and nurture existing staff

develop leadership internally

plan for succession

provide for a smooth transition due to resignations or retirements

assure DPH has considered the entire employee lifecycle

continue building of a culture of continuous quality improvement.

Agency Profile The Wisconsin Department of Health Services (DHS) is a cabinet-level department, with the Secretary of DHS being a Governor-appointed position. The Office of the Secretary directly manages the Executive staff, the Office of Legal Counsel, the Office of the Inspector General, and the Office of Policy Initiatives and Budget. The remainder of the department is broken down into six Divisions, each managed by a Division Administrator and a Deputy Division Administrator. The six Divisions within DHS are:

Care and Treatment Services (DCTS)

Enterprise Services (DES)

Health Care Access and Accountability (DHCAA)

Long Term Care (DLTC)

Public Health (DPH)

Quality Assurance (DQA)

There are approximately 6,100 employees within DHS. The DHS main office complex is located at 1 W. Wilson St., Madison, WI. Many Divisions have offices, treatment facilities, or institutions located throughout the state. DPH also maintains Regional Offices in Green Bay (Northeastern), Rhinelander (Northern), Eau Claire (Western), Madison (Southern), and Milwaukee (Southeastern).

In 2010, Wisconsin Act 10 was signed into law, which eliminated bargaining units and significantly changed the Wisconsin Civil Service System. Additional Civil Service revisions, mandated under the recently passed Wisconsin Act 150, are currently underway. One change from Act 150 is the centralization of the DHS Division of Enterprise Services, Bureau of Human Resources, under the Department of Administration. These revisions may impact the current system for recruitment and selection, although the details are not yet available.

Division Profile DPH is organized into five Bureaus and four Offices.

The DPH Bureaus are:

Aging and Disability Resources (BADR)

Communicable Diseases (BCD)

Community Health Promotion (BCHP)

Environmental and Occupational Health (BEOH)

Operations (BOO)

The four Offices are:

Administrator’s Office (AO)

Health Informatics (OHI)

Practice and Policy Alignment (OPPA)


Preparedness and Emergency Health Care (OPEHC)

Each Bureau and Office is managed by a Director responsible for further divisions of staff into Sections, Work Units, Programs, and Regional Offices. Appendix 3: Table of Organization contains the most recent Table of Organization for the DPH Administrator’s Office.

DPH is funded with a mix of state and federal sources: 70% from Federal funding; 14% from state tax revenue as General Purpose Revenue (GPR); 14% from program revenues as fees, certifications, or licenses; and 2% from segregated program revenues (e.g., Department of Natural Resources funding for fee-exempt water testing).

DPH supports the provision of public health services to the people of Wisconsin, including: communicable disease investigations; chronic disease management; health promotion; environmental and occupational health services; family and community health programs; emergency medical services and emergency preparedness; and injury prevention. In addition, the Division collects data and issues birth, death, marriage, and divorce certificates, and collects vital records statistics on the health of Wisconsin residents.

This Workforce Development Plan is designed and intended to meet the current needs of DPH employees, utilizing data collected through annual employee assessments and feedback tools, as well as to plan for future needs of the Wisconsin public health work force. This plan helps to promote the culture of learning, continuous improvement, and customer satisfaction that contribute to quality improvement for both internal and external customers.

As the statewide leader of public health in Wisconsin, DPH must assure a workforce that can effectively provide services and support to a wide variety of partners and stakeholders. In addition, the workforce within DPH must understand the functioning public health system and work collaboratively with local health agencies, Tribal health agencies, non-profit organizations, private businesses and corporations, and other governmental entities.

WORKFORCE PLANNING

Workforce Development Planning Team and Workgroups The Workforce Development Planning Team was chosen to be a cross-divisional and cross-functional representation of staff from across all areas of DPH. Team members represent each Bureau and Office, and are in both management and non-management level positions. The intention was to assure that all staff members could identify with representation from their organizational level, and their own Bureau or Office. The Workforce Development Planning Team member directory is included as Appendix 4: Workforce Development Planning Team.

In addition to the Planning Team, two other support teams were created to achieve specific goals needed to develop this Plan:

A Survey Workgroup was created and tasked with developing the methodology and questionnaire used to implement the first year baseline assessment of DPH staff. As will be described in the Annual Staff Survey Section this Workgroup will implement and analyze the data from a Division-wide employee assessment in the fall of 2016. In addition, the Survey Workgroup will use the analysis of the fall 2016 survey to address upcoming training gaps for 2017-2018.

The Training Workgroup was tasked with identifying current training provided by DPH/DHS, developing

the gap analysis, and identifying a training tracking tool that could be implemented within the first year

of this Plan. Their findings are detailed in the Training and Tracking Section.

In addition, the Training Workgroup will focus on developing the communications noted in the

Communications Plan for workforce initiatives and training through 2017.


Both of these workgroups are functioning as independent entities, but are maintaining close communications with the Planning Team.

As this Plan is further developed and revised, all three of the workforce teams will be maintained and will have ongoing roles related to annual assessment, gap analysis, training provision, and evaluation. The workgroup members are included in Appendix 5: Workgroups.

WORKFORCE PROFILE

Population Served DHS, and therefore DPH, are mandated generally under Wisconsin Statute §250 to provide public health services to the residents of the State of Wisconsin. The programs, services, and activities carried out by the DPH workforce are available to all state residents that meet the applicable program requirements to receive services. Many programs also fund direct aids to local public health agencies, non-profit organizations, or other state agencies to carry out specific functions and provide services to support collaborative partners under those programs. The following demographic data, in Figure 1, provides a snapshot into the various U.S. Census categories observed in the population of Wisconsin.

http://docs.legis.wisconsin.gov/statutes/statutes/250.pdf


Population of Wisconsin

Number Percent Total Number of Citizens (July 1, 2015 estimate)

5,771,337 100%

Total Number of Citizens (2010 census)

5,686,986 100%

Total Number of Citizens in Workforce (age 18 – 65) July 1, 2015 estimate

3,578,229 62.0%

Total Number of Citizens in Workforce (age 18 - 65 ), 2010 Census

3,565,740 62.7%

The below numbers are based on the July 1, 2015 estimate

Gender Female 2,902,983 50.3%

Male 2,868,354 49.7%

Race American Indian/Alaska Native 63,485 1.1%

Asian/Pacific Islander 167,369 2.9%

African American 380,908 6.6%

Caucasian 5,055,691 87.6%

Multi-race 103,884 1.8%

Other 0 0.0%

Unknown 0 0.0%

Ethnicity Hispanic 380,908 6.6%

Non-Hispanic 4,726,725 81.9%

Unknown 663,704 11.5%

Age Under 18 years of age 1,292,779 22.4%

18-64 year 3,578,229 62.0%

65+ years 900,329 15.6%

Education Level Less than high school diploma 530,963 9.2%

High school diploma, but less than bachelor’s degree

3,659,028 63.4%

Bachelor's degree or higher 1,581,346 27.4% Figure 1 US Census


DPH Workforce Profile DPH has a diverse workforce of approximately 448 employees; organized and managed under 86 different position classifications (see the table below for more detail). Position descriptions range from Office Associates (general office and clerical support staff) to Chief Medical, Veterinary, and Dental Officers (licensed physicians, veterinarians, and dentists). The majority of the workforce members are full time equivalent employees (FTEs), although the Division does have a number of limited term and project employees (LTEs).

DPH also has a number of positions that are contracted through third-party vendors. Under this

type of arrangement workers are typically hired and managed by an outside agency are engaged by the Division to support a specific project or program. The contracted agency is responsible for the personnel management actions related to the position, and receives payment to cover overhead fees and personnel costs under a contractual arrangement. DPH provides a work location, required equipment, and office support. Division Section Chiefs, Unit Supervisors, and Program Managers provide on-the-job direction, work assignments, training, and general oversight to the contracted worker, who functions much like a DPH employee.

The following charts provide a general overview of the current workforce in DPH. Data in these graphs are from the Bureau of Human Resources. A table representing the information numerically can be found in Appendix 6: Breakdown of DPH Workforce by Race/Ethnicity. The following charts only represent full-time employees.

Female 69.9%

Male 30.1%

7 out of every 10 DPH employees are women.

That's 19% higher than the Wisconsin population as a whole


Future Workforce Concerns Currently, approximately 35% of DPH employees (full and part time) are older than 54 years of age. Within the next 10 to 12 years, many, if not all, of these employees will have retired from the workforce. The Division, in coordination with the Bureau of Human Resources, will need to prepare for this large loss of experienced and knowledgeable employees through the implementation of succession planning, increasing opportunities for management and senior/advanced level development of current employees, and a recruiting strategy to funnel public health workers into state government service.

The demographics of Wisconsin will be changing over the next decade, along with the rest of the nation, as the Hispanic population continues to rise faster than other ethnic or racial groups. This is a concern as currently DPH employee demographics, while similar to the general population of Wisconsin, do not align with certain populations that are the target of the majority of public health interventions. DPH will need to focus on aligning our workforce to better reflect the population of Wisconsin going forward.

2.8%

21.5%

41.0%

28.0%

6.8%

<25

25-34

35-54

55-64

65+

87.9%

4.2%

4.8%

2.5%

0.6%

0.0%

0.0%

0.0%

Caucasian

African American

Asian/Pacific Islander

Hispanic

American Indian/Alaska Native

Multi-race

Other

Unknown

9 out of every 10 DPH employees are Caucasian

Over 40% of DPH employees are 35-54 years old

Over 1/3 of DPH employees are within 5-10 years of retirement


Future recruiting strategies for DPH must

seek to identify potential employee pipelines from innovative sources. Strategies should emphasize increasing the diversity, racial make-up, ethnic backgrounds, as well as increasing the number of veterans, staff with disabilities, and address the gender imbalance, of the DPH workforce. Current pipelines, such as public health programs at the University of Wisconsin-Madison, the University of Wisconsin-La Crosse, the Medical College of Wisconsin, and environmental and public health programs at several of the smaller University of Wisconsin System campuses are strong partnerships for DPH. However DPH will need to refocus recruitment on students with more diverse backgrounds. Some possible options to look at as we move forward with workforce development maybe to develop partnerships with urban colleges and universities (University of Wisconsin-Milwaukee, University of Illinois-Chicago), junior UW colleges, technical colleges, or developing public health job-training services.

Health Equity and Disparities DPH is committed to increasing knowledge and practice of health equity within our Division, and to decreasing health disparities across the state. The DPH Office of Practice and Policy Alignment (OPPA) staffs the Minority Health Advisory Group, under the leadership of the Office Director. Beginning in the fall of 2016, the Minority Health Advisory Group will take on new members, and will embark on a project to identify and quantify health inequities in Wisconsin.

In early 2017, the Advisory Group will begin investigating best practices and implementation options to improve health disparities. It is the intention of the Workforce Development Team to collaborate closely with the Minority Health Advisory Group, and to implement best practices to address inequities in future revisions of this Plan. Current efforts include ensuring that all trainings are now accessible for our visually impaired staff.

The Changing Environment of Public Health As demonstrated in the previous section, Health Equity

and Disparities, DPH is very aware of the changing

environment of public health. One of the long-term goals

of the DPH Workforce effort is to ensure that DPH is

responsive to the changing environment of public health,

both for improvements in practice as well as

improvements in technology. While not covered in this

plan, DPH’s commitment to improved data management

and stronger technology is outlined in the “Promote

87.85%

4.24%

4.80%

2.54%

0.56%

87.60%

6.60%

2.90%

6.60%

1.10%

Caucasian

African American

Asian/Pacific Islander

Hispanic

American Indian/Alaska Native

WI Pop DPH

DPH demographics are similar to the WI population but diversity can be improved.


Informed Decisions” pillar of the DPH strategic plan and the associated work plans.

WORKFORCE DEVELOPMENT IN DHS

Coordination with the Bureau of Human Resources This Workforce Development Plan is not designed to supplant or revise existing DHS and DPH personnel policies or procedures as set forth by the DHS Division of Enterprise Services, Bureau of Human Resources (BHR). All Human Resources policies and procedures, as administered by BHR, including affirmative action, civil rights compliance, compensation and benefits, family and medical leave, absences and time reporting, health and safety rules, and disciplinary actions will continue to be under the purview of BHR.

As sections of this Plan are implemented, DPH leadership, the Workforce Development Planning Team, and the Survey and Training Working Groups will collaborate very closely with the Human Resources staff at BHR. Where actions or activities recommended or proposed by this Plan are in conflict with current BHR policies and procedures, the department-wide rules shall supersede anything that’s developed for the Workforce Development Plan.

Performance Expectations and Planning (PEPs) and Individual Development Plans (IDPs) Within this Plan, several references will be made to Performance Expectations and Planning (PEPs) and Individual Development Plans (IDPs). In 2014, DHS revised the outdated Performance, Planning, and Development (PPD) Program with PEP Annual Performance Reviews which allow for:

Communication of performance standards to employees;

Provision of observations on performance;

Identification of training and development needed to improve the quality and quantity of performance;

and

Increasing or maintaining expected levels of productivity

A forum for supervisors and employees to discuss employee career development goals and

opportunities

The PEP tool was designed to achieve both an annual evaluation, and also a one-year blueprint with goals and objectives for the employee to achieve. IDPs are another tool, currently in use as a voluntary option chosen by the staff member. IDPs allow an employee to develop a three-year plan for individual training and self-improvement options, and then to have the plan discussed and reviewed with the employee’s supervisor.

PEPs and IDPs are documents provided by BHR, and PEPs are maintained as part of an employee’s personnel record. The use of these two tools in tandem will be part of this DPH Workforce Development Plan, serving to assure consistent language and expectations for annual reviews, to implement training needs to address gaps, and to offer employees an opportunity to develop their own self-improvement and development plan in a more formal manner.


Within DHS, PEPs and IDPs are completed at the time of a new hire, during and after completion of a probation period, and then routinely between January and March of each calendar year. An example of each document is included as Appendix 7: PEP & IDP Example.

WORKFORCE DEVELOPMENT IN DPH

Prior to the creation of the DPH Workforce Development team, there were a number of independent workforce development initiatives within the Division. The Workforce Development team utilized the work and recommendations from these initiatives as pilot projects to help develop this plan. One of most comprehensive of these efforts was the Bureau of Environmental and Occupational Health (BEOH) Employee Engagement and Retention Project (BERP) and its subsequent project, the Bureau Employee Engagement Project (BEEP). Further information on the history and recommendations developed from these projects and their influence on the workforce development plan can be found in Appendix 8: BERP and BEEP.

Other on-going work within DPH that will influence future iterations of the Workforce Development plan include a BEOH project to record and track current DPH sources for developing our Public Health pipeline in preparation to further improve our programs. Work is also being done in BHR to identify new resources and job boards that can be used to pull in a more diverse range of job candidates. The Workforce Development team anticipates utilizing the results of both of these projects as workforce development in DPH continues to develop. Finally, other accreditation plans, such as Performance Management, Quality Improvement, Emergency Preparedness, and WI-HIP (State Health Improvement Plan) have all influenced current DPH workforce efforts and will continue to do so going forward.

DPH NEEDS ASSESSMENTS

As part of the previous workforce efforts within DPH, there were several surveys and assessments of the workforce within the Division. These previously conducted and analyzed assessments will be used to supplement the planned workforce surveys described below The employee-generated baseline data, the high quality analysis and results, the lessons learned, and the recommendations developed in these previous projects will provide a strong starting point and the tools developed will be shared across the entire Division.

Annual Staff Survey As part of DPH’s ongoing workforce efforts the Survey Workgroup has developed an annual survey with questions based on four broad areas of interest:

The Public Health Accreditation Board Domain 8

Organizational Competencies

The 7 BEEP/BERP Domains

Employee Engagement

The survey’s goal is to gauge staff competencies and gaps in knowledge, and identify the areas where workforce efforts will have the most impact. The Workforce Development Team anticipates that the majority of the questions will remain static each year in order to develop comprehensive comparisons. However the team recognizes that each year will present new questions, competencies and evaluation needs that must be taken into account. It is anticipated that the Annual Staff Survey will be released in the fall of each year. The full DPH


Workforce Development Annual Staff Survey may be found in Appendix 9: Annual Survey.

Accreditation Readiness: Baseline Survey As DPH moved into action to begin the accreditation process, a short survey of staff was conducted June 13-16, 2016. This initial baseline survey of 17 questions has provided data to inform the Workforce Development Team on the current status of employee knowledge, on the percentage of staff currently using IDPs for planning of training needs, and to identify existing gaps in capacity and capabilities. The final report from this initial survey and the information collected is found in Appendix 10: Accreditation Readiness Public Health Workforce Survey Results. Determination of DPH capacity and capabilities, as well as the gaps, revealed by the survey helped the Workforce Development team determine what the year-one goals and objectives should be. Below are some of the key takeaways that influenced the year-one goals and objectives:

66% of DPH staff have never completed an IDP

63% of DPH staff do not feel that DPH has provided training that helped them see their role in the larger public health system

65% feel that DPH workforce policies create a supportive work environment

The top two activities identified by staff that would contribute to retention are: promotion opportunities and career ladders

GOALS AND OBJECTIVES

While this Plan contains many potential topics to develop and train the staff of DPH, the list of goals and objectives for the first year of the DPH Workforce Development Plan used the results of the Accreditation Readiness: baseline survey to help direct which goals and objectives to focus on. The Workforce Development Team understands that the implementation of this Plan will require a strong communications effort, including the use of multiple media outlets, in-person training and discussion sessions, and development of training courses to meet the needs of employees. Therefore, the team chose to concentrate on three goals with several associated objectives to be completed during year one of the DPH Workforce Development Plan (2016-2017):

Goal 1: To assure all new hires are adequately oriented to be successful

Goal 2: Integrate organizational competencies into DPH Performance Management

Goal 3: Develop a culture of Quality Improvement in DPH

The annual survey will be issued in October of each year to collect information on staff competencies. Trainings, policies, procedures, and toolkits will be developed based on information collected from the surveys and will be implemented in the next year of the plan. For example, the data collected in fall of 2016 will be used to determine focus areas for Year 2 of the plan starting in late 2017 to early 2018. Long term, DPH aims to develop annual goals that address employee concerns while leading to increased staff competencies, employee satisfaction, workplace diversity, and developing greater Public Health capacity within the State of Wisconsin.

During the development of this Workforce Development Plan, an effort was made to assure alignment with

other Accreditation plans, and especially with the Wisconsin Health Improvement Plan (WI-HIP) and the training


needs identified by the Quality Improvement (QI) Council and QI Plan. Therefore, Goal 3, objective 2 is actually

developed in close collaboration with the QI Council, and the metric was agreed upon by that body.

Year one of the DPH Workforce Development plan will focus on developing a strong baseline of knowledge

across the division. Actions will be taken, as noted in the chart below, to meet the goals and objectives outlined.

For more information regarding the implementation of year one please see Appendix 11: Implementation Plan.

Goal 1: To assure all new hires are adequately oriented to be successful Due to the changing demands of a career in public health,

the current trend of millennials switching jobs every

couple years, and the expected increase in retirements as

baby boomers leave the workforce it has become even

more important that we effectively onboard new hires.

Experience shows us that staff that have a strong

onboarding experience tend to pick up their job quicker,

become part of the team quicker, and are happier with

their employment leading to longer tenures in positions.

Goal 2: Integrate organizational competencies into DPH Performance Management To develop the year one organizational competencies the workforce development team reviewed both the

recommendations from BERP and BEEP as well as the data from the accreditation readiness baseline survey.

Based on the capacity and gaps identified, the Workforce Development Team developed the staff competencies

and policy implementations for year one of the Workforce Development Plan. By assuring that the DPH staff has

the necessary competencies and by documenting additional training needs, we should see measurable

improvements in our staff’s performance. The competencies and their importance to public health work are

discussed in the Competencies section below.

Goal 3: Develop a culture of Quality Improvement in DPH DPH completed the Quality Improvement plan in February of 2016. As part of the plan the Quality Improvement

Council was created to facilitate a culture of quality improvement. The QI Council has been working to identify

and facilitate trainings for staff around QI. The workforce development team wanted to assure alignment with

all accreditation plans and Goal 3 and its associated objectives (figure 3) were developed in coordination with

the QI Council.

COMPETENCIES

While there are many definitions and models to describe and address workforce competencies, the Workforce

Development Plan uses a model loosely based upon the Association of State and Territorial Health Officers

(ASTHO)-recommended Columbus Public Health model. In this model, the agency adopts a set of 5 to 10 broad

organizational competencies that are applicable to all members of the agency’s workforce. These

“organizational competencies” will be implemented as the minimum expectations of all staff members in the

health department. Additionally, these competencies align with the agency’s mission, vision, and values. The

ASTHO model utilized for this Plan is included as figure 2 for reference.


Figure 2 ASTHO Workforce Development Toolkit pg. 13

The DPH Senior Leadership Team has adopted the following organizational competencies to guide our Workforce Development planning efforts:

Organizational Competencies for all DPH staff and contracted staff: 1) Adopt and Embrace the DPH Mission, Vision, and Values

a. Mission: To protect and promote the health and safety of the people of Wisconsin b. Vision: Everyone living better, longer! c. Our values: Credibility, Discernment, Passion and Teamwork

2) Knowledge of the Public Health System in Wisconsin

a. Describe and understand the PH system b. Describe their office/bureau’s role in providing Public Health services c. Describe their role, and the role of their program area, in supporting the PH system d. Understand public health authority

3) Understand Customer Service and Quality Improvement

a. Describe and understand customer service concepts, and assist in improving and monitoring customer service

b. Describe and assist with implementing quality improvements, Lean projects, and customer service improvement projects

c. Understand diversity, and understand and practice Cultural and Linguistically Appropriate Services.

4) Professional Development and Training a. Participate in professional development opportunities b. Knowledge of annual refresher training materials c. Develop and implement Individual Development Plans (IDPs)

5) General Public Health Skills

a. Strong communications skills b. Participate in program and work unit planning c. Understand the social determinants of health d. Understand the need to safeguard Protected Health Information (PHI) and Personally-

Identifiable Information (PII) e. Collaborate with partners, co-workers, and other stakeholders


In addition to these organizational competencies, a

long-term goal of DPH is to fully adopt all three Tiers

of the Core Competencies for Public Health

Professionals as developed by the Council on

Linkages. Over the next three years as positions are

vacated and refilled, DPH management will begin to

include applicable competencies into the revised

Position Descriptions (PDs). Building a strong

grounding in the Public Health Competencies into

DPH will help DPH prepare to meet the changing

needs of a career in public health. Through the

establishment of a solid base of knowledge DPH will be able to build a workforce that is highly adaptable to new

and innovative practices.

DPH utilized a number of the Tier 1 competencies to create the organizational competencies. Eventually the

Workforce Development plan will identify Tier 1, 2, and 3 competencies and roll them out based on job type:

Tier 1 organizational competencies will be included in PDs as a knowledge baseline for front line and entry level professional staff.

Tier 2 core competencies will form the expanded knowledge required of public health program managers, professional staff, and supervisors. Again, appropriate positions will have these competencies included into their PDs.

Tier 3 professional competencies will be applicable mainly to DPH Senior Managers and Executives, outline trainings and development programs for leaders and managers, and will be reflected in the appropriate PDs.

The Council on Linkages Core Competencies for Public Health Professionals (June 2014) may be found at bit.ly/phcompetencies.

Tentative Timeline for Implementation of Competencies for Public Health Professionals The implementation of adoption and training for the DPH competencies will roll out in incremental fashion,

beginning with the organizational competencies being communicated to all DPH staff in the October to

December 2016 period. The first staff assessment based on the organizational competencies will be conducted

in the fall of 2016.

During the first quarter of the year (calendar year 2017), staff self-assessments will be held at bureau and section meetings. Based on the self-assessment results staff will be encouraged to supplement gaps in knowledge with trainings on organizational competencies. More discussion of the trainings associated with competencies can be found in the Training and Tracking Section of this report. Similarly, in Years 2 and 3 of the Workforce Development Plan, staff will receive training to address Tier-level gaps, and introduction to the next higher level Tier will begin. The timeline in Appendix 12: Tentative Competency Implementation Timeline sets the anticipated dates to achieve these incremental steps to full adoption and knowledge of the Public Health Core Competencies.

http://bit.ly/phcompetencies


High-level work plan for implementation of goals and objectives

Objectives Target Audience

Responsible Party Action Item Timeline

GOAL: Assure all new hires are adequately oriented to be successful

1. By March 2017, all supervisors in DPH will use the DPH Toolkits during new employee and contractor orientation, and during employee off-boarding.

DPH Supervisors Direct Supervisors Roll out the Onboarding and Off-boarding Toolkits Division-wide

January-March 2017

2. Within their first 9 months of starting, all new DPH employees and contractors will attend a New Public Health Orientation (NPHO) seminar.

New DPH employees, supervisors, OPPA

Development and offering of Training: DPH training Scheduling of employees into training: Direct Supervisors

Roll out NPHO requirement division-wide

January-March 2017

3. Within their first 3 months, all new DPH employees and contractors will be provided with training explaining public health authority and responsibilities and rules related to their positions.

New DPH employees, supervisors, Office of Organizational and Employee Development (OOED)

Development of additional training: OOED or DPH (to be shown at NPHO). Assuring employees understand authority: Direct Supervisors

Develop PH Authority training Roll out required training division-wide

January-March 2017

GOAL: Integrate Competencies into DPH Performance Management

1. By December 2016, DPH staff and contracted staff will have been introduced to the Organizational Competencies.

DPH Staff Communicating the Organizational competencies: WFD Team Communications Plan, Section Chiefs and Bureau/Office Directors

Leadership and Bureau presentations, one-on-one discussions, WFD Website, FAQ

June-October 2016

2. By Fall 2016, 90% of DPH staff will have completed an annual assessment (survey) on organizational competencies.

DPH Staff WFD Survey Team, WFD Team Distribute Annual Workforce Survey Fall 2016


Objectives Target Audience Responsible Party Action Item Timeline

3. By January 2017, an overview of the Competencies and staff self-assessments will be held at all bureau and section meetings.

DPH Supervisors and Sections Chiefs

Presentation and Self-Assessment Activity

Have staff self-assess strengths and gaps in competency knowledge

January 2017

4. By January 2017, the WFD Survey Team will have identified gaps to be addressed by WFD Training for 2018 trainings.

WFD Training Workgroup

Assessment: WFD Survey Team; Gap analysis and ID training needs: WFD Training Team

Analyze annual WFD data and begin creating year 2 plan

January 2017

5. By March 31, 2017, all DPH staff will be offered a chance to complete an IDP (non-mandatory) that includes developing their Organizational competencies.

DPH Staff Direct Supervisors and DPH Staff

Disseminate DHS P-00656 the IDP Guide. Add a line to the PEPs to have staff acknowledge they were offered the opportunity but declined.

January-March 2017

6. By October 2017, the second annual WFD Survey will be completed by 90% of DPH staff.

WFD Survey Workgroup

WFD Team and Survey Team Develop 2nd annual WFD survey January- August 2017

7. By December 2017, all DPH staff will have completed training related to their Organizational competencies, in addition to their annually required DPH training.

DPH Staff, Direct Supervisors

Staff and Direct Supervisors Develop a training schedule, in concert with OOED, Ensure all staff receive training on the Organizational competencies (see Recommended Trainings- Appendix 12)

January-November 2017

GOAL: Develop a Culture of Quality Improvement in DPH

1. By March 2017, 100% of PEPs will include WFD Template language on Quality Improvement or Lean.

DPH Supervisors, Staff, and WFD Team

Development of Template language: WFD Team Inclusion in PEPs: Supervisors

Roll out required QI/Lean language for Supervisors to include in PEPs

January-March 2017

2. By December 31, 2017, 100% of DPH staff will have completed the QI 101 set of online training modules.

WFD Training Team, QI Council and DPH Staff

Development of Goals: QI Council Completion of requirements: Staff and Supervisors

Rollout QI Council goals and develop the required training modules

January-December 2017


Objectives Target Audience Responsible Party Action Item Timeline

3. By December 31, 2017, a method to track all staff and contractors training will be in use in DPH.

WFD Training Team and DPH Leadership

WFD Training Team Develop appropriate training for TRAIN. Roll out TRAIN to all supervisors and then to select staff.

January-December 2017

4. By December 31, 2017, 10% of DPH key staff will have completed a Change Management course.

DPH Supervisors, OOED Training staff

DPH OOED Staff , WFD Team Assure that current Change Management courses are available in 2017.

January -December 2017

Figure 3 Goals and Objectives Implementation Schedule


BARRIERS TO IMPLEMENTATION As with any new endeavor, there will be barriers or inhibitors to the achievement of closing

existing gaps or addressing future needs. Change management techniques, regular staff

communications, and continuing discussions with Human Resources professionals will all be

needed to manage these barriers. Following are some anticipated barriers to implementation of

the Workforce Development Plan, and some potential solutions to managing these concerns:

Potential Barriers and Solutions:

Staff resistance to change: Utilizing the ADKAR Model for change management, DPH will

communicate regularly with all levels of staff to make them aware of the new plan, and

the ability to participate in the change through staff surveys and working groups. Staff

will be provided with training opportunities to learn about various parts of the

Workforce Development Plan, and will have opportunities for discussion within their

quarterly Bureau and monthly Section meetings. Individual Development Plans (IDPs)

will become part of each employee’s regular annual reviews, assuring that each

employee and their supervisor have an opportunity to identify additional knowledge

and skills that an employee can learn over the next year, continuing to reinforce

employee awareness and engagement.

Civil Service Classifications and Personnel Management Rules: Under current Wisconsin

law, staffing, recruitment, position authority, career development, merit and

compensation, and benefits are all controlled by a series of administrative

requirements, statutory regulations, and legal opinions. This collection of requirements

and administrative duties is difficult for supervisors and managers to navigate through,

and is bewildering to general staff. DPH Management and Leadership will need to work

closely with the Bureau of Human Resources and the Department of Administration to

address pay inequity, diversity in recruitment, and developing career ladders within

position classifications or between progression series of positions. General staff will

need to receive regular communications related to progress on these issues. Annual

employee surveys will also continue to address these issues, and will help to gauge

improvement.

“Millennial” employee job trends: Human Resources professionals have noted that

younger-aged employees (Millennials) tend to be very flexible in their career

progression, often leaving positions with regularity to pursue different challenges. DPH

must embrace this trend of short stays in a position, with regular position changes, and

an expectation of new or exciting challenges, and must seek to create an atmosphere

that provides individual development, job flexibility, position sharing, job-shadowing,

and cross-Bureau work to assure Millennials are comfortable within their workplace.

https://share.health.wisconsin.gov/ph/AO/workforce/Workforce%20Documents/change%20management


Close relationships between Bureau and Office

Managers within the Division can help to provide

the cross-Bureau ability to collaborate, and can help

to identify new challenges and opportunities that

can become part of our Millennial workforce’s need

for additional duties and new projects. Also, regular

planning for new opportunities can be accomplished

through the use of IDPs, assuring younger staff

members are receiving the challenges they desire.

Reliance on Federal Grant Funding: Currently, many

of the programs within DPH are heavily or entirely

funded by Federal Grants. This reliance on Federal

monies makes it difficult for DPH Supervisors and

Program Managers to see beyond the current

funding cycle and the objectives outlined in the current grant. Strategic planning by the

Division, with support from the higher levels of Leadership, must begin to address

funding concerns, assuring a long-term plan is in place that identifies funding sources

that meet the vision and mission of DPH, assures for program and employee stability,

and provides for continued opportunities to develop the next generation of public

health employees, while continuing to develop and engage existing employees.

TRAINING AND TRACKING

In order to help DPH staff learn the goals, objectives, and competencies of the Workforce Development plan, and to meet the needs of accreditation the Workforce Development Training Workgroup was given 2 tasks:

determine a DPH-wide program to implement to track staff training

develop a schedule of trainings that correspond to identified competencies

The team chose TRAIN, a national learning network powered by the Public Health Foundation, to be used as the mechanism for offering and tracking staff training. TRAIN supports the Division’s Accreditation efforts through:

Public Health Accreditation Board Domain 8, Maintain a Competent Public Health Workforce, and Domain 9, Evaluate and Continuously Improve Processes, Programs, and Interventions.


For more information on the decision to use TRAIN as the DPH Training tool, please see Appendix 13: Training Tool Recommendation.

As part of the effort to roll out the 2016-2017 organizational competencies to DPH staff, the Workforce Development Training Workgroup developed a crosswalk of current DPH trainings, national online public health trainings, and DHS trainings that meet competency needs and identified areas where we currently have gaps in training. It is recommended that staff take at least one class from each competency group to ensure staff knowledge of core competencies. The Training group will continue to monitor training needs going forward as more competencies are adopted in future year plans. The full training crosswalk can be found in Appendix 14: Competencies-Training Crosswalk.

COMMUNICATION PLAN

The agency communication plan has been designed to anticipate the change management needed when developing policy and trainings that affect the entire DPH workforce. All levels of staff will have access to, and a chance to comment on, each year’s designated competencies, goals, and objectives. The Division will utilize a wide range of communications including:

bureau/office presentations

one-on-one conversations with managers and peers

intranet postings, including the accreditation work web

direct emails

staff surveys

This will ensure that all staff are aware of new policies implemented through the workforce plan and understand how those policies will affect them. All new employees will be introduced to the plan during new employee onboarding. The Division’s goal is to establish trust, manage expectations, encourage participation, and ensure that everyone understand the program’s benefits and limitations.

Each year, prior to implementation, employees will have the opportunity to review the workforce plan for that year and give feedback on the identified goals and objectives. By utilizing employee and contractor feedback, the Workforce Development team hopes to ensure that DPH is able to develop a plan that not only creates stronger public health staff, but also helps make DPH a better place for staff to work. The full communication plan can be found in Appendix 15: Communication Guide.


EVALUATION

This plan will be evaluated on an annual basis. The Workforce Development Team will use the annual staff survey, training and tracking analytics, potential focus groups, and/or one-on-one staff interviews to determine next steps in improving both existing workforce programs and future year’s initiatives. Feedback from DPH staff will be integral in determining the priorities for workforce development. Findings from the survey and other assessments will be shared annually with DPH staff.

CONCLUSION

This plan sets in motion the steps to be taken during year one. Through regular evaluation,

annual revision, and continuous quality improvements, future iterations of the DPH Workforce

Development Plan will provide a

thoughtful approach to developing,

improving, training, retaining our

employees, and supporting our

Mission: to protect and promote the

health and safety of the people of

Wisconsin.

Determinations on future topics will

be contingent on the results of the

upcoming annual survey and the

results of data analysis to determine

what staff feel DPH can do better.

This year one plan will be revisited and revised regularly, enabling the workforce development

team to be proactive in response to the changing needs of both the employees and the public

health landscape. Future goals and objectives of this plan will be driven by data gathered during

annual staff surveys.

ACKNOWLEDGEMENTS

The DPH Workforce Development Plan is the result of dedicated efforts by three main workgroups:

The Workforce Development Planning Team (members: Chuck Warzecha, Elizabeth Schweitzer, Chris Culotta, Matt Marcum, Amy Bittrich, Maria M Flores, Billee Bayou, Jennifer Keeley, Jacqueline Sills Ware, Rosa Plasencia, and Jeff Phillips)


The Training Workgroup (members: Maria M Flores, Cory Flynn, Shirley Bostock, Jennifer Keeley, Deb Heim, Ashlie Dowdell, and Kimberly Schindler)

The Survey Workgroup (members: Paul Creswell, Amy Bittrich, Disa Patel, Christine Lilek, Eric Grosso, and Cindy Ofstead)

As well as the talents of Christy Vogt and Adam Streiffer

REVIEW AND MAINTENANCE

The DPH Workforce Development Plan will be reviewed and evaluated annually by the DPH Quality Improvement Council and the Senior Leadership Team. Revisions will be made, as necessary, by the Workforce Development Planning Team or other entity as identified by the Senior Leadership Team. Assessments will be conducted to assure that this Plan adheres to the DPH Strategic Goals and supports the needs of the DPH workforce, including the commitment to develop strong employee competencies, to hire and retain a knowledgeable and diverse staff, and to provide effective and efficient service to the people of Wisconsin.

Date

Revision Number

Description of Changes

Page Number

Name of Reviser

Bureau or Office


APPENDICES


Appendix 1: Evaluation Logic Model


Appendix 2: Strategic Map Under the guidance of the Division Administrator and the Senior Management

Team (the Bureau and Office Directors), DPH has adopted the DHS Mission and Vision

statements, and has incorporated them into the Division’s Strategic Map.

In addition to the DHS Mission and Vision, the DPH Senior Management Team, with

input from staff in each Bureau, Office and Section, identified and adopted a set of

Values, with an expectation that staff strive to align their work efforts with the Values.

DHS Mission: To protect and promote the health and safety of the people of

Wisconsin.

DHS Vision: Everyone living better, longer.

The DPH Values are: Discernment, Passion, Teamwork, and Credibility.

The DPH Strategic Map is based upon four Pillars that set the Division’s Priorities:

Provide Public Health Leadership;

Forge and Strengthen Partnerships;

Promote Informed Decisions

Assure Strong Workforce and Business Practices.

Cutting across all four Pillars is a “Priority to Operationalize Culturally and

Linguistically Appropriate Services (CLAS) Standards to Reduce Disparities.”

Senior Leadership has worked to ensure that all Division-wide projects have been

aligned with one or more of these Pillars. In addition, each Office and Bureau Strategic

Plan in DPH, and their associated annual work plans, are aligned with the DPH Strategic

Pillars. In this way DPH is assuring programmatic alignment throughout the division.

Wisconsin Division of Public Health

Strategic Map: 2016-2018

Protect and promote the

health and safety of the

people of Wisconsin

Strategic

plan

overview

Provide Public Health

Leadership

Forge and

Strengthen Key Partnerships

Promote Informed Decisions

Assure Strong Workforce and

Business Practices

WI-HIPP* Maintain strong

relationship with WALHDAB

Data management*

Achieve accreditation

Planning for next state health plan

Strengthen collaboration with City of Milwaukee

Data strategy development

Workforce planning*

Bureau and office level

strategic planning*

Improve coordination

with DMHSAS

Funding strategies

Implement performance management system

and quality improvement*

Define DPH leadership role

Improve relationship

with State Lab

Improve internal and external

communications*

Leadership development

Improve relationship with UW Pop Health

Emergency preparedness

plan*

Statewide emergency preparedness*

Increase the visibility of DPH work

Operationalize CLAS standards/reduce disparities*

*Includes work plan for 2016. Everyone living better, longer.

Rev. 1-14-2016


Appendix 3: Table of Organization


Appendix 4: Workforce Development Planning Team

Chuck Warzecha, DPH Deputy Administrator 608-266-9780 [email protected]

Jeff Phillips, Bureau Director, Bureau of Environmental and Occupational Health 608-264-9880 [email protected]

Elizabeth Schweitzer, Grants and Projects Coordinator, Bureau of Environmental and Occupational Health 608-267-7817 [email protected]

Chris Culotta, Regional Director, NE Region, Office of Policy and Practice Alignment 920-448-5220 [email protected]

Jacqueline Sills Ware, Immunization Program Advisor, Southeast Regional Office, Office of Policy and Practice Alignment 414-227-4876 [email protected]

María M. Flores, Minority Health Training Officer, Office of Policy Practice and Alignment 608.266.3716 [email protected]

Billee Bayou, WEAVR Administrator and WI Medical Reserve Corps Units Coordinator, Office of Preparedness and Emergency Health Care 608-266-3558 [email protected]

Jennifer Keeley, Public Health Nutrition Consultant, Bureau of Community Health Promotion Phone: (608) 266-8403 [email protected]

Matthew Marcum, Budget and Policy Analyst, Bureau of Operations 608-266-5318 [email protected]

Amy Bittrich, WEDSS Unit Supervisor, Office of Health Informatics 608-261-6857 [email protected]












Appendix 5: Workgroups

Training Workgroup

Jennifer Keeley, Public Health Nutrition Consultant, Bureau of Community Health Promotion

María M. Flores, Minority Health Training Officer, Office of Policy and Practice Alignment

Deb Heim, Public Health Nursing Consultant, Southeast Regional Office, Office of Policy and Practice Alignment

Cory Flynn, ADRC Regional Quality Specialist, Bureau of Aging and Disability Resources

Ashlie Dowdell, Surveillance Coordinator, Bureau of Communicable Diseases

Shirley Bostock, WI TRAIN Administrator Emergency Response and Alerting Systems Coordinator, Office of Preparedness and Emergency Health Care

Kimberly Schindler, Quality Specialist, Bureau of Aging and Disability Resources


Survey Workgroup

Paul Creswell, Senior Epidemiologist UW School of Medicine and Public Health, Environmental Public Health Tracking (EPHT), Bureau of Environmental and Occupational Health

Amy Bittrich, WEDSS Unit Supervisor, Office of Health Informatics

Chris Lilek, Environmental Health Specialist-Senior, Lead & Asbestos Section, Bureau of Environmental and Occupational Health

Eric Grosso Program and Policy Analyst, Fiscal Services, Bureau of Aging and Disability Resources

Cindy Ofstead, Office on Aging Supervisor, Bureau of Aging and Disability Resources

Disa Patel, Tobacco Prevention and Control, Bureau of Community Health Promotion


Appendix 6: Breakdown of DPH Workforce by Race/Ethnicity Identifier

Permanent

LTE Contractor

Number of FTE 309 45 94

Average Years of Service 13 N/A N/A

Gender Female 216 30

Male 93 15

Race American Indian/Alaska Native

2 0

Asian/Pacific Islander 13 4

African American 13 2

Caucasian 273 38

Multi-race

Other

Unknown

Ethnicity Hispanic 8 1

(DHS uses Hispanic as a race)

Non-Hispanic

Age Average age of employees

48 40

Under 25 years of age 1 9

25-34 61 15

35-54 135 10

55-64 93 6

65+ 19 5

Employees <5 years from retirement (age 50-54)

Management 11 N/A*

Non-management 36 N/A N/A


Management 16 N/A N/A


Currently eligible for retirement (age 55+)





(only those with 15+ yrs. of service)


Employees <10 years Management 10 N/A N/A


from retirement (age 45-54)

(only those with 10+ yrs. of service)


Currently eligible for retirement (age 55+)


(only those with 20 yrs. of service)


*N/A means data is Not Available


Appendix 7: PEP & IDP Example DEPARTMENT OF HEALTH SERVICES STATE OF WISCONSIN Division of Enterprise Services Wis. Stat. § 230.37 F-00843 (10/2014)

PERFORMANCE EXPECTATIONS AND PLANNING – EMPLOYEE Purpose To identify competency and performance expectations necessary to achieve satisfactory job performance and to record results.

Instructions See Performance Expectations and Planning resources on the BHR webpage for instructions, definition of terms, and additional tools to assist you in the review process. Supporting narrative is required in the “Comments” section of this document for each area where an employee’s performance falls into the “Exceeds Expectations,” “Needs Improvement,” or “Does Not Meet Expectations” dimensions. However, supporting narrative is highly recommended for all performance dimensions.

Results Dimensions E=Exceeds Expectations; S=Solid Performance; N=Needs Improvement; D=Does Not Meet Expectations. In order to be evaluated at the Exceeds Expectations dimension, employees must meet the criteria of both the Solid Performance and Exceeds Expectations dimensions.

Employee Name (Last, First MI) Employee ID Number

Report Period

Doe John MI 111111 From To

02/01/2015 02/01/2016

Civil Service Classification Position Number

Health Educator 111111

Employing Unit (Division/Office; Facility/Bureau/Subdivision; Section/Work Unit)

DPH OHI Directors Office

Position Description Current

Last PD Update Report Type (Check All That Apply)

Yes 02/01/2014

☐

Planning ☐ Results

☐ Performance Improvement Plan (PIP)

☐ Probationary Review Interval: 6 Months

DHS CORE COMPETENCIES / EXPECTATIONS / COMMENTS SECTION

All DHS employees are expected to meet the definition of the competency in the provision of their assigned duties.

Customer Service

Makes excellent customer service a top priority; consistently seeks to improve customer service. Is responsive to changes in what customers want and need. Delivers on promises made to customers and follows up appropriately.

Additional Expectations

Continue to ID quality improvement measures that can be implemented to more effectively and efficiently

http://docs.legis.wi.gov/document/statutes/230.37

http://dhsweb.dhs.wistate.us/hr/pep/index.htm


manage and improve our customer service.

Results

Select Results

Comments

Enter Comments

Decision Making

Analyzes situations fully and accurately, and reaches productive decisions. Consults appropriate parties when necessary and identifies key concerns and/or issues that need to be addressed in order to make the best decision possible.


Enter Additional Expectations

Results

Select Results

Comments

Enter Comments

Communication

Expresses ideas in a clear, concise and effective manner, in speaking and in writing (if applicable). Is a good listener, even when differing viewpoints are expressed. Shares information, as appropriate, both within and with other programs. Keeps all relevant parties updated.



Results

Select Results

Comments

Enter Comments

Interpersonal Relationships

Builds and maintains effective working relationships with others; takes a positive and productive approach to resolving any conflicts that arise. Exemplifies commitment to the DHS core value of respect: to work with people, to understand each other’s views and to carry out one’s work assignment; to maintain integrity and treat everyone with fairness, compassion, dignity and respect.


Continue to develop working relationships with BEOH and DPH staff, partner agencies, and other public

health stakeholders.

Results

Select Results

Comments

Enter Comments


Safety / Risk Management

Visible commitment to safety and risk management by all employees. Employee proactively participates in incident/accident prevention and control of risks in the working environment through training, knowledge and hazard mitigation. Employee has demonstrated compliance with DHS IT and Privacy and Security policies including HIPAA. The safety of people, property, and confidential information is not to be compromised, cannot be delegated and requires active participation by all.

Acceptable

This employee has received required training and demonstrates commitment to the principles outlined above.

Unacceptable

This employee has done one or more of the following:

Knowingly entered a hazardous environment or equipment operation without the proper training;

Demonstrated a lack of knowledge to identify safety standards and their implementation to optimize personal safety and that of others; or has been directly responsible for an injury or property damage in the current reporting period that was reasonably preventable;

Knowingly violated the DHS IT and Privacy and Security policies or HIPAA; or

Demonstrated a lack of knowledge which resulted in a violation of the DHS IT and Privacy and Security policies or HIPAA that was reasonably preventable.



Results

Select Results

Comments

Enter Comments

AA/EEO and Discrimination and Harassment Prevention

Active and visible commitment to the principles of Affirmative Action and Equal Employment Opportunity and helping management maintain a discrimination and harassment-free work environment.

Acceptable

Employee completes required trainings related to AA/EEO and Discrimination and Harassment; does not engage in inappropriate behavior or activities related to protected class, sexual harassment, discrimination, or retaliation; reports known instances of discrimination, harassment, or retaliation to a member of management or the AA/CRC Office; participates willingly and truthfully in complaint investigations; and reads and understands the employee responsibilities in the policies that relate to AA/EEO, Discrimination and Harassment Prevention, and Reasonable Accommodation.

Unacceptable

Employee has not met one or more of the criteria outlined in the “Acceptable” category above.


Work with Health Equity working group and CLAS project to assure DPH is responsive to needs from

target populations.

Results

Select Results


Comments

Enter Comments

INDIVIDUAL PERFORMANCE EXPECTATIONS

KEY: E=Exceeds Expectations; S=Solid Performance; N=Needs Improvement; D=Does Not Meet Expectations

E S N D Performance Expectation ☐ ☐ ☐ ☐

Comments Enter Comments




. Comments Enter Comments



Job Related and/or Required Training Activities (to assist in meeting performance expectations during this report period) Take Lean Yellow Belt Training Enter Comments

OVERALL PERFORMANCE RATING

In considering your ratings of the individual’s performance and the DHS Competencies over the entire review period, how well is he/she performing?

Select Overall Performance Rating

Overall Comments Enter Comments


DEPARTMENT OF HEALTH SERVICES

Division of Enterprise Services F-00848 (04/2014)

STATE OF WISCONSIN

Wis. Stat. § 230.37

DHS INDIVIDUAL DEVELOPMENT PLAN

Name – Employee Current Position Date

John Doe Health Educator 02/01/2015

Actions Completion Dates Goals

First Year: Select Survey Adv Training 7 Habits of Highly Effective People Training Adobe Connect Meetings Training Communicating and Building Relationships with Emotional Intelligence Lynda.com SharePoint Trainings Adobe Connect Presenter Overview Training Writing Grant Applications

December 15, 2015 January 19-21 2016 Feb 23-24 2016 April 14 2016 As needed Fall Fall

Enter text

Second Year: Staff requests flex time to participate in a UW lecture series on Thursday afternoons

Enter dates Enter text

Third Years: Enter text Enter dates Enter text

The supervisor’s signature on this document indicates receipt only. The supervisor’s signature does not indicate approval. Any training activities requested by the employee will be individually approved or denied at the discretion of the supervisor based on operational needs.

Neither the supervisor’s signature nor the employee’s signature obligates either party to engage in or complete the activities listed on this document.

SIGNATURE – Employee Date Signed SIGNATURE – Supervisor Date Signed

http://docs.legis.wi.gov/statutes/statutes/230/II/37


Appendix 8: BERP and BEEP The Bureau of Environmental and Occupational Health (BEOH) Employee Engagement and Retention

Project (BERP) was implemented in 2013 in order to study and begin to address these issues within

BEOH, and to ensure that employee engagement, retention, recruitment and workplace satisfaction at

BEOH are integrated into the management of our Bureau. After the BERP Report was released in

February 2015, the project was slightly revamped and renamed the Bureau Employee Engagement

Project (BEEP). BEEP is managed by an Advisory Committee of employees, who determine the highest

priority interventions for the next year, based on the analysis of the previous staff survey. The Advisory

Committee then sets up employee-led and supported workgroups to develop goals, actions, and

timelines to complete the chosen interventions.

The BEEP has two main components;

1) An annual employee survey and associated report, and

2) The implementation of planning workgroups, the objectives of which are determined based

on the annual survey and report.

The BEEP process can be summarized as follows:

1. Recruit members from the Bureau staff (or relevant stakeholders) to replace approximately

half of the previous year’s BEEP committee, in order to gain fresh viewpoints, while

maintaining some continuity.

2. Administer the survey to BEOH staff to gather their perceptions and opinions of the current

workplace.

3. Analyze the collected data using both quantitative and qualitative techniques.

4. Distill the collected data into core themes and identify areas in need of improvement.

5. Identify potential recommendations to address the areas in need of improvement.

6. Generate a report summarizing steps 3-5.

7. With Bureau management, prioritize 1-2 of the interventions for implementation.

8. Implement the prioritized recommendation(s).

9. Repeat steps 1-8.

To date, two surveys have been administered (2014-2015 and 2015-2016) to evaluate workplace

satisfaction and engagement within BEOH. As BEEP continues, we will be able to evaluate trends in

employee sentiment over time and demonstrate the impact that the BEEP interventions have had. Also

to date, the BEEP committee has convened two workgroups to develop and implement two prioritized

interventions: 1) a formal on-boarding/off-boarding program for new and departing employees, and 2)

an annual 360 review of Bureau supervisors. Both of these interventions were successfully implemented

by the spring of 2016.

Moving forward in late 2016, the BEEP committee will select one or two interventions from the

2016 BEEP Report to implement, and will convene new workgroups to develop them. The 2016-2017

BEEP committee will plan and implement the next employee survey in fall/winter 2016-2017.


Appendix 9: Annual Survey Draft of Workforce Survey

Draft of Workforce Survey

Section 1: Demographics

1. What is your gender?

a. Male

b. Female

c. Gender non-conforming

d. Prefer not to answer

2. How long have you worked at the Division of Public Health (DPH)?

a. Less than 5 years

b. 5-10 years

c. More than 10 years

d. Prefer not to answer

3. What is your race (select as many as apply)?

a. White

b. Black

c. Asian/Pacific Islander

d. Native American

e. Other

f. Mixed race

g. Prefer not to answer

4. What is your ethnicity?

a. Non-Hispanic

b. Hispanic

5. What is your current position category??

a. Full Time State employee (FTE)

b. Contractor

c. Limited term employee (LTE)

d. Intern or Fellow

e. Prefer not to answer

6. Where do you work the majority of your time?

a. Central office (1 West Wilson)


b. Regional office

c. Local office

d. Other

e. Prefer not to answer

Section 2: Mission, Vision, and Values

7. Which of the following are you able to do? (choose all that apply)

Identify the vision of the DPH

Embrace the vision of DPH

Adopt the vision of DPH into my work

None of the above


Identify the mission of DPH

Embrace the mission of DPH

Adopt the mission of DPH into my work

None of the above


Identify the values of DPH

Embrace the values of DPH

Adopt the values of DPH into my work

None of the above

Section 3: Knowledge of the Public Health System in Wisconsin


Identify two or more divisions within DHS

Identify two or more DPH bureaus or offices

Identify DPH leadership (e.g., Division Administrator, Deputy Administrator)

None of the above


Describe the public health system in Wisconsin

Identify the relevant state statues that govern my program area

Find relevant statutes and legislation as they apply to public health in Wisconsin

Describe what is meant by ‘Public Health Authority’ in the context of Wisconsin state

government


None of the above


Describe the role of DHS in providing public health services in Wisconsin

Describe the role of DPH in providing public health services in Wisconsin

Describe my bureau or office’s role in providing public health services in Wisconsin

Describe my bureau or office’s role in supporting the efforts of DHS and DPH

None of the above

Section 4: Customer Service and Quality Improvement


Describe customer service concepts

Practice proficient customer service at DPH

Assist in developing and improving customer service at DPH

None of the above


Describe quality improvement concepts

Describe ‘lean’ concepts

Participate in ‘lean’ or other quality improvement initiatives within DPH

None of the above


Describe ways in which different populations have different health needs

Describe what is meant by diversity as it applies to public health

Promote inclusivity within my bureau or office

None of the above


Describe what is meant by Culturally and Linguistically Appropriate Services (CLAS)

Identify CLAS resources if they are needed for my job duties

Practice CLAS in my role at DPH

None of the above

Section 5: Professional Development and Training


Identify professional development opportunities that relate to my job duties


Participate in professional development in the past year (e.g., trainings, webinars, or

conferences)

None of the above

18. Do you have a personal development plan? (Choose only one)

Yes, I have a training plan through the Performance Evaluation Process (PEP)

Yes, I have an Individual Development Plan (IDP)

Yes, I have a training plan not specified above

No, I do not have a training plan

19. Have you been offered a personal training plan by your supervisor? (Choose only one)

Yes, I have been offered a training plan through the PEP

Yes, I have been offered an IDP

Yes, I have been offered a training plan not specified above

No, I have not been offered a training plan

Section 6: General Public Health Skills

Please rate your skill level in each of the following areas:

1=Not at all skilled, 2=Not too skilled, 3=Somewhat skilled, and 4=Very skilled

20. Describing what is meant by the social determinants of health

1 2 3 4

21. Protecting Protected Health Information (PHI) and Personally Identifiable Information (PII)

1 2 3 4

22. Communicating public health information as pertains to your job duties

1 2 3 4

23. Collaborating with coworkers, partners, and stakeholders as pertains to your job duties

1 2 3 4

24. Participating in program and work unit planning

1 2 3 4

Section 7: Agency Structure and Function

25. Please indicate your current level of satisfaction with DPH management


Very dissatisfied

Dissatisfied

Neither satisfied nor dissatisfied

Satisfied

Very satisfied

26. Do you think that DPH management values the work of your Bureau or Office?

Does not value

Rarely values

Is neutral about

Values

Highly values

27. How effective is the organizational structure of DPH?

Very Ineffective

Ineffective

Neither effective nor ineffective

Effective

Very effective

Section 8: Management and Supervision (Direct Supervisor)

28. Are you satisfied with your direct supervisor?

Very dissatisfied

Dissatisfied


Satisfied

Very satisfied

29. Is your current supervisor’s competency in supervisory tasks low or high?

Very low

Low

Average

High

Very high

30. Are you comfortable approaching your direct supervisor?

Very uncomfortable

Uncomfortable


Neither comfortable nor uncomfortable

Comfortable

Very comfortable

Section 9: Colleagues and Co-workers

31. How valuable are your colleagues’ contributions?

Not at all valuable

Not valuable

Neutral regarding value

Valuable

Very valuable

32. Is there a sense of support and cooperation at DPH?

Very little

Some

Neutral

A moderate amount

A lot

33. How would you describe your working relationship with your colleagues?

Very Bad

Bad

Neutral

Good

Very good

34. Is DPH dedicated to diversity?

Not dedicated

Not very dedicated

Neutral

Somewhat dedicated

Dedicated

Section 10: Compensation and Benefits

35. What is your level of satisfaction with the healthcare-related benefits offered at DPH?

Very dissatisfied


Dissatisfied


Satisfied

Very satisfied

Not applicable

36. What is your level of satisfaction with the retirement plan offered at DPH?

Very dissatisfied

Dissatisfied


Satisfied

Very satisfied

Not applicable

37. What is your level of satisfaction with your monetary compensation?

Very dissatisfied

Dissatisfied


Satisfied

Very satisfied

38. What is your level of satisfaction with the workplace flexibility offered by DPH?

Very dissatisfied

Dissatisfied


Satisfied

Very satisfied

Section 11: Training and Development

39. How dedicated is DPH to your professional development?

Not at all dedicated

Not very dedicated

Neutral

Somewhat dedicated

Very dedicated

40. How many opportunities do you have to apply your talents and expertise at DPH?

No opportunities


Few opportunities

Average opportunities

Some opportunities

Many opportunities

41. How satisfied are you with your opportunities for career advancement at the DPH?

Very dissatisfied

Dissatisfied


Satisfied

Very satisfied

Section 12: Work Culture and Environment

42. Does DPH recognize strong job performance?

Does not recognize

Rarely recognizes

Neither does nor does not recognize

Often recognizes

Consistently recognizes

43. How would you rate employee morale at DPH?

Very low

Low

Neutral

High

Very high

44. Does DPH work to improve systems and processes?

Does not work to improve

Could work harder to improve

Neutral

Usually works to improve

Actively works to improve

Section 13: The Job Itself

45. Do you get a sense of accomplishment from your job?


Very little sense of accomplishment

Little sense of accomplishment

Neutral with regards to a sense of accomplishment

A strong sense of accomplishment

A very strong sense of accomplishment

46. Do you feel encouraged to come up with new and better ways of doing things at DPH?

Very discouraged

Discouraged

Neither encouraged nor discouraged

Encouraged

Very encouraged

47. On a typical day, how engaged are you with your work at DPH?

So disengaged in work that the day goes by very slowly

Typically disengaged in work

Neutral with regards to engagement

Typically engaged in work

Often so engaged in my work that the day goes by very quickly

48. How proud are you of telling others that you work for DPH?

Not proud

Not very proud

Neutral

Proud

Very proud

49. Would you encourage your family and friends to seek employment with DPH?

Actively discourage

Discourage them

Neither encourage nor discourage

Encourage

Strongly encourage

Section 14: Open Ended

50. I think DPH should continue…

__________________________________________________________________________


51. I think DPH should start…

__________________________________________________________________________

52. I think DPH should stop…

__________________________________________________________________________


Appendix 10: Accreditation Readiness Public Health Workforce Survey Results Note: The qualitative results of the survey were analyzed for recurrent themes and patterns. Themes were classified by two independent coders who adjudicated their findings and came to consensus. The bullet points listed for the qualitative responses below represent the most common themes identified and do not include all themes that arose.

1. Do you keep track of your individual training and professional development? Professional development activities could include: education assistance, continuing education, training opportunities, mentoring, job shadowing, certification in public health, etc.

2. Do you use TRAIN for tracking your individual training and professional development?

3. If you answered no, please elaborate about perceived barriers or challenges you have with TRAIN. (74 respondents)

Many respondents reported a lack of knowledge of TRAIN and its capacities

Respondents expressed that there is a lack of training for TRAIN

Respondents identified many barriers to using the TRAIN system and concluded that it was not user-friendly


Many respondents expressed uncertainty about the utility of TRAIN relative to other tracking methods

4. Have you completed an Individual Development Plan (IDP) in the last year? This opportunity is

included in the PEP.

The following table contains a breakdown of the percent of respondents who answered yes to the previous question according to years of state service.

Years of Service IDP: Yes # of respondents

0-5 23% 11/47

6-10 22% 4/18

11-15 50% 10/20

16-20 36% 5/14

21-25 11% 1/9

26+ 47% 8/17


5. DPH has provided training that has helped me see my role in the larger public health system.

6. Please indicate which competencies you have received training on as a Department of Health

Services employee. The Core Competencies for Public Health Professionals are a consensus set of skills for the broad practice of public health, as defined by the 10 Essential Public Health Services and developed by the Council on Linkages Between Academia and Public Health Practice.

Competency Response Total

Cultural Competency Skills 66 Communication Skills 62 Leadership and Systems Thinking Skills 48 Analytical/Assessment Skills 35 Policy Development/Program Planning Skills 27 Public Health Science Skills 22 Financial Planning and Management Skills 14 Community Dimensions of Practice Skills 7

7. Please identify any training areas that need to be addressed. (49 respondents)

A majority of respondents listed training areas identified in the previous question (Analytical/Assessment Skills, Public Health Science Skills etc.), with each category receiving between 8 and 10 votes.

Several other training areas were identified, particularly related to Computer Programs/IT, Performance Management/QI and Cross-Training between staff.


8. Do you track certifications that are required for your position?

9. DPH workforce policies create a supportive work environment that adequately meets my needs. (Examples of policies include FMLA, smoke-free workplace, deviated work schedules, breastfeeding/lactation support, celebration events, etc.)

10. Please list any workforce policy that you feel is not currently in place that would contribute to a supportive work environment. (50 respondents)

Opportunity for flexible/deviated schedules

Paid FMLA

Sick leave and 64 allowable hours

Adequate/equitable compensation

Staff support/recognition

Communication about policies


11. PHAB Domain 8.2.2 A (3) identifies staff retention and provides examples of retention activities that a health department should consider implementing. Please rank them in order of importance to you with 1 being most important. (130 respondents)

Retention Activities Ranking Average

Promotion opportunities 2.02 Career ladders 3.00

Needs assessments of work environment 3.52

Reward and recognition programs 3.69

Supervisory mentoring programs 4.18

Employee satisfaction surveys 4.44

12. Are there other things that your Bureau/Office does to promote employee retention? (65 respondents)

Informal activities to promote teamwork

Work flexibility/work-life balance

Supervisory support/recognition

13. Please provide any additional comments regarding staff retention. (68 respondents)

Improve HR/hiring processes

Need for adequate/equitable compensation

Better communication and support from supervisors

Provide training opportunities

Improved leadership/organizational structures

14. In order to create a supportive work environment it is important to have a diverse workforce; one that reflects the population we serve. Please share some strategies that you use or know of to help build a more diverse workforce. (64 respondents)

Improved recruitment strategies o Targeted (e.g. in urban areas; websites, radio stations, newspapers that serve specific

populations) o Comprehensive (not limited to state website, include Lynda.com, Monster.com, etc.) o Utilize existing partnerships AND forge new partnerships ( e.g. community based

organizations)

Develop/improve partnerships with educational institutions

Improved HR/hiring processes (i.e., inclusive, culturally competent)

Need to create a more supportive work environment for a diverse workforce and utilize Minority Health Office for trainings

15. Please provide examples of workforce development activities that you are aware of in your area

or in the Division. (52 respondents)

Trainings provided by DPH (including Lean, Select Survey, CLAS, Cultural Competency etc.)

Brag tags

Comprehensive onboarding/off-boarding


Note: There was some uncertainty around what trainings were available to all staff versus management only. Others recognized there ARE trainings available, but identified barriers to participating (e.g. supervisor approval, travel, non-DPH opportunities)

16. Feel free to provide additional comments here. (22 respondents)

Note: These responses were not categorized, given the broad range of responses to the open-ended question.

17. Please identify your length of state service.


Appendix 11: Implementation Plan Division of Public Health 2017 Workplan

Goal: Assure Strong Workforce and Business Practices Objective: Workforce Year Two Implementation

Activity / strategy for achieving outcome / measure

Staff Responsible Anticipated Outputs/Evaluation

Progress (indicate G/Y/R) Time Frame

Q4 2016

Q1 2017

Q2 2017

Q3 2017

Q4 2017

Anticipated Completion

Date

Outcome/Measure 1: Implement Year One Workforce Development Plan

Develop Training Needed to fulfil competency training gaps

Team Sept-Oct

11/16/2016

Appoint WFD Team Liaison to work with OPPA on Language Access Plan training

Team Language Access Plan training Sept 9/15/2016

Develop Staff Self-Assessment Elizabeth Staff Self-Assessment Sept 9/1/2016

Develop training on TRAIN Training on TRAIN Nov 11/16/2016

Develop Evaluation Plan/Monitoring schedule

Eval Team 1st draft evaluation schedule Nov

11/16/2016

Develop ppt for Supervisors to talk to units about the division's work in Public Health in WI and each staff member's job in supporting that.

ppt for Sups Nov

11/17/2016

Rollout Year One Toolkits and Training Material

Dec Jan-Mar


Directive from Senior Leadership Team for all Supervisors

Chuck/Jeff Begin using the OnBoarding Toolkit

Begin using the OffBoarding Toolkit

Begin offering IDPs to all staff Have All new staff attend New

Employee Orientation

Begin using TRAIN to Track employee training

Dec 12/1/2016

Develop and send out communications on Toolkits and IDPs for all Staff

Training Team

Dec 12/1/2016

Rollout Training on TRAIN and Require Supervisors to begin to use it to track Staff training.

WFD Team Dec 12/15/2016

Develop and email out communications for all Sups explaining Competencies and the corresponding training that will be rolled out.

Training Team

Dec 12/15/2016

Issue Jeopardy ppt for Sups to use in Staff meetings to help staff self-assess training needs with Training list and schedule Request Supervisors use it by the end of January.

Team Jan 1/1/2017

Develop training on Mission, Vision, Values, Home Rule, and PH authority for Public Health Orientation

Training on Mission, Vision, and Values, Home Rule, and PH Authority

Jan 01/15/2016

Develop Monthly Communication to go out on the WFD website and over email advertising classes that meet Competencies and QI Goals

Training Team

Jan 1/31/2017

Year Two: Establish Meeting Schedule & Begin Meeting

Project Manager: Elizabeth

Kickoff meeting scheduled with New WFD team

Feb


1st meeting: Kick-off for New Team Review Charter, Year One Plan, and

Team Review the WFD documents, determine WFD Team goals for Year two

Feb 02/08/2016

Review and refine project schedule Team Review the WFD project schedule; determine edits and finalize.

Feb 02/08/2016

Clarify roles and function of team members

Team Discuss roles and responsibilities for the team

Feb 02/15/2016

Develop team expectations and contract

Team Discuss team member expectations Feb 02/22/2016

See Training Team Work Plan Training Workgroup

Determine the Division-wide trainings and training schedule we can make part of the 2nd year WFD Plan

Mar 03/08/2016

See Evaluation Team Work Plan Evaluation Workgroup

Eval Team reviews survey and makes adjustments

Mar 03/08/2016

Develop Goals and Objectives from Year Two from Data from Evaluation Workgroup

Mar April

Review PH Core Competencies, Which Tier 2 competencies do we want to roll out?

Team Mar 3/17/2016

Note gaps and staff needs Team April 4/1/2016

Begin Drafting Year 2 WFD Plan May


Appendix 12: Tentative Competency Implementation Timeline December 2016 To begin the implementation of the WFD

Training and Competencies plan, DPH staff will receive and complete a Workforce Development assessment survey designed to identify gaps in the organizational competencies of DPH staff. The WFD Survey Working Group will analyze the results, and identify areas where additional training may be needed.

January-March 2017 The WFD Training Working Group will develop or identify appropriate training to address the gaps identified by the assessment survey. One of the already-identified gaps is the use of a tracking mechanism for training. The WFD Training Work Group has identified several possible tracking solutions, including the TRAIN system. Based upon the Working Group’s analysis, and internal DHS decisions, DPH staff will certainly need training on the use of the adopted training tracking tools during Calendar Year 2017.

January-March 2017 Organizational competencies will be included in staff Performance Evaluation Plans (PEPs) for 2017, and staff will include ways to eliminate gaps in their own competencies on their Individual Development Plans (IDPs).

March through December 2017 Staff will attend trainings to develop their Organizational Competencies. The WFD Team will begin communications around Tier 2 Professional Competencies, and will be identifying positions that will be included in Tier 2.

October 2017 The annual WFD Survey will be conducted. DPH staff will receive and complete a Workforce Development assessment survey designed to identify gaps in the organizational competencies of DPH staff. Additional survey questions related to Tier 2 competencies will be included. The WFD Survey Working Group will analyze the results, and identify areas where additional training may be needed.

January-March 2018 The WFD Training Working Group will develop or identify appropriate training to address the gaps identified by the October 2017 assessment survey.

January-March 2018 Organizational competencies and Tier 2 core competencies will be included in staff


Performance Evaluation Plans (PEPs) for 2018, and staff will include ways to eliminate gaps in their own competencies on their Individual Development Plans (IDPs).

March - December 2018 Staff will attend trainings to continue to develop their Organizational Competencies, and to develop their Tier 2 competencies (as appropriate for identified staff). The WFD Team will begin communications around Tier 3 Supervisor and Management Professional Competencies, and will be identifying positions that will be included in Tiers 3.

October 2018 The annual WFD Survey will be conducted. DPH staff will receive and complete a Workforce Development assessment survey designed to identify gaps in the organizational competencies of DPH staff, Tier 1 competencies, and Tier 2 and 3 competencies. The WFD Survey Working Group will analyze the results, and identify areas where additional training may be needed.


March - December 2019 Staff will attend trainings to continue to develop their Organizational Competencies, Tier 1 professional competencies (as appropriate for identified staff), and Tier 2-3 competencies for supervisory and management staff.

October 2019 The annual WFD Survey will be conducted. DPH staff will receive and complete a Workforce Development assessment survey designed to identify gaps in the organizational competencies of DPH staff, Tier 1 competencies, and Tier 2 and 3 competencies. The WFD Survey Working Group will analyze the results, and identify areas where additional training may be needed.



January – March 2020 Organizational competencies, Tier 1 competencies, and Tier 2-3 competencies will be included in staff Performance Evaluation Plans (PEPs) for 2020, and staff will include ways to eliminate gaps in their own competencies on their Individual Development Plans (IDPs).

March-December 2020 Staff will attend training for all remaining competencies that need addressing. By end of 2020, all DPH staff should be knowledgeable of all appropriate competencies for their individual roles and responsibilities.


Appendix 13: Training Tool Recommendation The seminal 2003 Institute of Medicine report, “Who Will Keep the Public Healthy? Educating Public

Health Professionals for the 21st Century,”1 acknowledges the crucial role that the state health agency

has in preparing and educating the public health workforce, and suggests a series of steps agencies take

in order to develop their workforces. Most state-level professional staff do not hold public health

training or degrees, 2 and it is imperative that state agencies align with commonly accepted public

health practices in order to prepare their staff for current and future public health issues.

Problem: The Division of Public Health (DPH) does not currently use a learning management system to track and

coordinate all staff training. The June 2016 “Accreditation Readiness Public Health Workforce Survey”3

of DPH staff showed that only 67% of staff track their training and professional development,4 and 29%

of respondents who have position-related certifications or licenses track those requirements.5 Some

respondents noted other methods of tracking training.6

With a learning management system in place, the Division can easily demonstrate evidence for a key

component of accreditation: the assurance of a competent workforce possessing sufficient training and

professional development (PHAB Domain 8, Standard 8.2). The Division’s learning management system

should track and document staff training and development, create staff progress reports, and provide

training and continuing education opportunities (on-demand or otherwise), all of which support the

aforementioned domain.

Assessment: The DPH Workforce Development Team’s Training Workgroup scanned four (4) different learning

management systems or training tools7 in use at the Department of Health Services, or at other State

agencies. Attachment A shows the chart used to consider other options. All Training Workgroup

members were familiar with Microsoft Skype and Adobe Connect. They were less familiar with the

ERI/Moodle platform and Wisconsin TRAIN (TrainingFinder Real-Time Affiliate Integrated Network).

Members knowledgeable with both systems demonstrated the features of each system to other Training

Workgroup members.

Recommendation: The Training Workgroup recommends Wisconsin TRAIN (TrainingFinder Real-Time Affiliate Integrated

Network) for the Division’s learning management system.

1 Gebbie, Kristine M., Linda Rosenstock, and Lyla M. Hernandez, Eds. Who Will Keep the Public Healthy?: Educating

Public Health Professionals for the 21st Century. Washington, D.C.: National Academy of Sciences, 2003. 2 Ibid., 152.

3 https://dhsworkweb.wisconsin.gov/dph/docs/dphworkforcesurvey2016.pdf, accessed July 19, 2016.

4 Ibid., 1

5 Ibid., 4

6 Ibid., 2

7 Moodle is the platform used by ERI. They were considered as one.

https://dhsworkweb.wisconsin.gov/dph/docs/dphworkforcesurvey2016.pdf


Of the learning management systems reviewed, TRAIN is the most commonly used learning

management system among public health professionals in the United States, and among DPH staff.

TRAIN is “the premier learning resource for professionals who protect and promote the public's

health.”8 TRAIN grew out of the need for just in time training for public health professionals following

the September 11, 2001 attacks.9 TRAIN is a product of the Public Health Foundation, and pulls learning

opportunities from twenty-six (26) states and three (3) national organizations (Centers for Disease

Control and Prevention, Medical Reserve Corps, and Veterans Health Administration).10 There are also a

number of course providers posting content to TRAIN, that are not state, local, or tribal public health

agencies, such as the Public Health Learning Network and the Public Health Accreditation Board. There

are also Wisconsin-based government and non-profit organizations posting courses on TRAIN, including

the Wisconsin Department of Public Instruction, the Wisconsin Center for Public Health Education and

Training, and the Wisconsin Women’s Health Foundation, among others. The majority of content is free

and on-demand. Participation in TRAIN is voluntary.

About Wisconsin TRAIN: TRAIN is available free of charge to Wisconsin Local and Tribal health departments, other public health

and health-related organizations, and other entities courtesy of the Wisconsin Division of Public Health

and Public Health Foundation.11

TRAIN supports the Division’s Accreditation efforts through Public Health Accreditation Board Domain 8,

Maintain a Competent Public Health Workforce, and Domain 9, Evaluate and Continuously Improve

Processes, Programs, and Interventions.12 TRAIN also supports Accreditation efforts through the State

Health Plan, Healthiest Wisconsin 2020, and indirectly through much of the state health plan, and

directly through the Infrastructure Focus Areas of:

Diverse, sufficient and competent workforce that promotes and protects health;

Emergency preparedness, response and recovery; and

Public health capacity and quality.

DPH Use: TRAIN has potential for widespread use within the Division of Public Health. It allows access to training

throughout the country, has the ability to create new materials, provides training that correlates with

the 10 Essential Public Health Services, and has the ability to track individual learning. As the Division is

seeking national Accreditation, TRAIN is in alignment with the quality improvement efforts the Division

is undergoing.

Within DPH, the June 13 – 16, 2016 Accreditation Readiness Public Health Workforce Survey13 includes a

question about TRAIN use by staff and also tracking of individual training. Out of 152 total respondents

8 https://www.dhs.wisconsin.gov/ph-workforce/train.htm, accessed July 21, 2016.

9 http://www.kmilearning.com/portfolio-item/train/ accessed August 1, 2016.

10 http://www.phf.org/programs/train/pages/default.aspx, accessed July 19, 2016.

11 https://www.dhs.wisconsin.gov/ph-workforce/train.htm accessed July 26, 2016.

12 Five Ways TRAIN Can Help Affiliate Organizations with Accreditation, Public Health Foundation, accessed August

2, 2016. 13

https://dhsworkweb.wisconsin.gov/dph/docs/dphworkforcesurvey2016.pdf, accessed July 21, 2016.

https://www.dhs.wisconsin.gov/ph-workforce/train.htm

http://www.kmilearning.com/portfolio-item/train/

hhttp://www.phf.org/programs/train/pages/default.aspx


http://www.phf.org/news/Pages/Five_Ways_TRAIN_Can_Help_Affiliate_Organizations_With_Accreditation.aspx

https://dhsworkweb.wisconsin.gov/dph/docs/dphworkforcesurvey2016.pdf


to the question “Do you use TRAIN for tracking your individual training and professional development,” a

full 60% answered “no,” 38% answered “yes, but only courses on TRAIN,” and 2% (3 responses out of

152) answered “yes, everything.”14

Respondents recorded their challenges working with TRAIN, including:15

a lack of knowledge of TRAIN and its capacities;

a lack of training for TRAIN;

many barriers to using the TRAIN system and not being user-friendly; and

uncertainty about the utility of TRAIN relative to other tracking methods.

Some of these challenges are easily addressed with staff training, while others, such as the user-

friendliness of TRAIN, will be addressed when TRAIN releases its new platform in 2016-17, which will

remove some of the barriers currently faced by TRAIN users and Administrators.

14

Ibid., 1 15

Ibid., 2


Tracking Tools Comparison

TRAIN MOODLE ERI ADOBE CONNECT / PRESENTER

STAR DNR HR History

Description “. . . the premier learning resource for professionals who protect the public's health. A free service of the Public Health Foundation . . .”

Open Source Learning Platform

Employment Resources, Inc.; ERI Distance Learning Center

Training request and tracking system. Possibly developed by DNR

Links https://wi.train.org https://www.dhs.wisconsin.gov/ph-workforce/train.htm

https://moodle.org/ https://docs.moodle.org/31/en/Main_page

https://connect.wisconsin.gov

Located on DNR workweb?

Who is using it now?

DPH Staff (minimal to medium use)

Local and Tribal Public Health agencies

Other states

School systems

DHS

DHS DHS Possibly used for STAR training before rollout.

DNR Developer has left DNR, Jenny Keeley is looking for name of someone to contact.

Positives Hosting and all operations managed by the makers of TRAIN (KMI Learning)

Survey ability to collect feedback

Can scan in certificates and track outside CEUs and other training

Has calendaring feature

Has resource management

Tracks courses and assessments

Public Health Core Competencies integrated into all trainings

Ability to take training

Designed to work across multiple devices (desktop, laptop, tablet, mobile devices)

Tracks courses and assessments; has gradebook

Has surveys to collect feedback

Has calendaring

Has file management

Has alerts

Chat and interactive discussions ability

Modern interface; user-friendly

Uses Adobe Connect and Moodle

3rd

party hosts the website (Refined Data)

Has course tracking, presentations, quizzes & resources

Has “My Documents”

ERI is a local Madison company

Customizable URLs

Ability to create single URL for recurring meetings or program/project

Ability to create libraries of recordings

Ability to customize the view/experience.

Easy meeting set-up

Content-creation system

Offers quiz ability

Using the Presenter plug-in creates a better product to generate on-line trainings

Outside trainings can be added for tracking

Produces Excel spreadsheet reports

Training request form gets routed to managers for approval

https://wi.train.org/



https://moodle.org/

https://docs.moodle.org/31/en/Main_page

https://docs.moodle.org/31/en/Main_page

https://connect.wisconsin.gov/


TRAIN MOODLE ERI ADOBE CONNECT / PRESENTER

STAR DNR HR History

offered by other states/entities/affiliates

Negatives Doesn’t have chat ability

Interface is less modern; look and feel is more dated

Ease of use not as good as Moodle

Doesn’t appear to track outside courses; CEUs

Needs to be self-hosted; no 3

rd party

to do all data center operations

Doesn’t appear to track outside courses; CEUs

Internet connection needed – no built-in option to phone in

Participants need speakers/headset

Participants may speak only with a mic or headset/mic; OR

Participants may use a conference line, preferably with a 360 roundtable; audio quality depends on participant’s phone connection

Supports an LMS; offers some LMS functions

Training is needed to obtain the Presenter plug-in

Umbrella site that links other systems

Portal to other systems

Not an LMS

Not user-friendly

Cost Free Renewal subscription is paid through the CDC Cooperative Agreement with the Division of Public Health, Office of Preparedness and Emergency Health Care.

Currently free to programs

Much more expensive than Skype to support

DHS phasing out in 1-2 years

Cost factors in if a conference line is used

If DNR developed, FREE? Would need DHS staff to manage.

Ease of Use Medium High High Medium to High n/a Med-High?


Appendix 14: Competencies-Training Crosswalk ORGANIZATIONAL COMPETENCY

DESCRIPTOR RECOMMENDED TRAINING Fall 2016

PH Core Competencies

Adopt and Embrace the DPH Mission, Vision, and Values

Mission: To protect and promote the health and safety of the people of WI

In development

2A3 Describes organizational strategic plan

Vision: Everyone living better, longer!

In development

2A3 Describes organizational strategic plan

Our values: Credibility, Teamwork, Passion, and Discernment

In development (Public Health Code of Ethics training, Module 3)

2A2 Contributes to development of program goals and objectives 2A3 Describes organizational strategic plan 2A4 Contributes to implementation of organizational strategic plan 8A1 Incorporates ethical standards of practice

Knowledge of the Public Health System in Wisconsin

Describe and understand the PH system

Public Health Orientation (New to Public Health training) – DPH training. Could be made into a modular training.

1A3 Applies ethical principles 3A8 Describes the roles of governmental public health and partners 6A1 Describes the scientific foundation of the field of public health 6A2 Identifies prominent events in the history of public health 7A4 Describes public health funding mechanisms 8A1 Incorporates ethical standards of practice 8A2 Describes public health as part of a larger inter-related system of organizations

Describe their office/bureau’s role in providing PH services

To be determined within each Bureau/Office. (Perhaps an elevator speech that all Bureau/Office staff memorize.) This competency may be created in conjunction with the following competency.

3A8 Describes the roles of governmental public health and partners 1A11 Describes assets and resources that can be used for improving the health of a community

Describe their role, and the role of their program area, in supporting the PH system

Developed bureau by bureau 2A4 Contributes to implementation of organizational strategic plan

https://nciph.sph.unc.edu/tws/HEP_PHETH3/certificate.php

https://nciph.sph.unc.edu/tws/HEP_PHETH3/certificate.php


ORGANIZATIONAL COMPETENCY



Understanding of Public Health Authority

1. Public Health Legal Authority: PH Emergency Law (10-14-2010) http://livestream.com/DHSWebcast/events/5362726/videos/123227393

2. Module on PH Authority and Home Rule (to be created)

7A1 Describes the structures, functions, and authorizations of governmental public health programs and organizations 7A2 Describes government agencies with authority to impact the health of a community

Understanding Customer Service and Quality Improvement

Describe and understand customer service concepts, and assist in developing and improving customer service

1. DHS offered course: Customer Service

2. Michigan Public Health Training Center: Customer Service in Public Health – Part 1 (CSPH1A0165): http://miphtcdev.web.itd.umich.edu/trainings/customer-service-public-health-part-i-0

3A1 Identifies the literacy of populations served 3A2 Communicates in writing and orally with linguistic and cultural proficiency

Describe and assist with implementing quality improvements, lean projects, and customer improvement projects

1. DHS Required Course: Introduction to LEAN Government

2. Required: DPH QI 101 Training

2A11 Applies strategies for continuous quality improvement

Understand diversity, and understand and practice Cultural and Linguistically Appropriate Services (CLAS)

1. Intro to CLAS trainings on TRAIN (4 modules): 1053012, 1053013, 1051399, 1051394

2. Language Access Plan (LAP) Training Modules (to be created 2017)

1A1 Describes factors affecting the health of a community (e.g., equity, income, education, environment) 1A11 Describes assets and resources that can be used for improving the health of a community 3A1 Identifies the literacy of populations served 4A1 Describes the concept of diversity as it applies to individuals and populations 4A2 Describes the diversity of individuals and populations in a community 4A3 Describes the ways diversity may influence policies, programs, services, and the health of a community 4A5 Addresses the diversity of individuals and populations when implementing policies, programs, and services that affect the health of a community 4A7 Describes the value of a diverse

http://livestream.com/DHSWebcast/events/5362726/videos/123227393



http://miphtcdev.web.itd.umich.edu/trainings/customer-service-public-health-part-i-0







public health workforce

Professional Development and Training

Willing to participate in professional development opportunities

1. May be demonstrated by participation in public health-related conferences, symposia, trainings.

2. May be demonstrated by participating in DHS development opportunities (Brown Bags, OOED courses, etc...) .

8A6 Describes needs for professional development 8A7 Participates in professional development opportunities

Knowledge of annual refresher training materials

DHS Required Course 7A3 Adheres to organizational policies and procedures

Develop and implement Individual Development Plans (IDPs)

https://dhsworkweb.wisconsin.gov/publications/p0/p00656.pdf

8A7 Participates in professional development opportunities 8A9 Describes ways to improve individual and program performance

General Public Health Skills

Strong communications skills

DHS Offered Courses: 1. Preparing Powerful

Presentations 2. Clear Business Writing 3. E-learning course: Creating DHS

PowerPoints 4. Emotional Intelligence

1A4 Uses information technology 3A2 Communicates in writing and orally with linguistic and cultural proficiency 3A5 Conveys data and information to professionals and the public using a variety of approaches 3A7 Facilitates communication among individuals, groups, and organizations

Participation in program and work unit planning

Similar to: Leadership Strategies - Introduction to Strategic Planning (Whiteboard video) https://youtu.be/6c5kI5rJyBo

2A2 Contributes to development of program goals and objectives 8A9 Describes ways to improve individual and program performance

Understanding of social determinants of health

NCIPH Training Module: Determinants of Health and Health Disparities: https://nciph.sph.unc.edu/tws/HEP_INTROPHNC2/certificate.php A New Way to Talk about the Social Determinants of Health PDF January 1, 2010 Publisher: Robert Wood Johnson Foundation http://www.rwjf.org/en/library/research/2010/01/a-new-way-to-talk-about-the-social-determinants-of-health.html

1A1 Describes factors affecting the health of a community 1A11 Describes assets and resources that can be used for improving the health of a community 2A5 Identifies current trends affecting the health of a community 4A1 Describes the concept of diversity as it applies to individuals and populations 4A2 Describes the diversity of individuals and populations in a community



https://dhsworkweb.wisconsin.gov/curriculum/creating-dhs-powerpoints.htm

https://dhsworkweb.wisconsin.gov/curriculum/creating-dhs-powerpoints.htm

https://youtu.be/6c5kI5rJyBo

https://nciph.sph.unc.edu/tws/HEP_INTROPHNC2/certificate.php

https://nciph.sph.unc.edu/tws/HEP_INTROPHNC2/certificate.php

http://www.rwjf.org/en/library/research/2010/01/a-new-way-to-talk-about-the-social-determinants-of-health.html








4A3 Describes the ways diversity may influence policies, programs, services, and the health of a community 4A4 Recognizes the contribution of diverse perspectives in developing, implementing, and evaluating policies, programs, and services that affect the health of a community 4A6 Describes the effects of policies, programs, and services on different populations in a community

Understanding the need to protect Protected Health Information (PHI) and Personally Identifiable Information (PII)

DHS Required Course on securing PII and PHI

2A8 Implements policies, programs, and services

Ability to collaborate with partners, co-workers, and other stakeholders

1. MAPP training available through the PH schools in Wisconsin

2. Kansas Community Toolbox Modules 1-8: TRAIN - 1033673, 1033674, 1033675, 1034102, 1034103, 1034104, 1034994, 1034996

3. DHS Offered Training: MBTI: Understanding Individual Work Styles

3A3. Solicits input from individuals and organizations 3A7 Facilitates communication among individuals, groups, and organizations 3A8 Describes the roles of governmental public health, health care, and other partners in improving the health of a community


Appendix 15: Communication Guide

Tools: Audience Media Message When

All DPH Staff

WFD email account Triage incoming email Develop FAQ document

WFD email address: [email protected]

Ongoing

All DPH Staff

Workforce Development intranet page and link to the Accreditation Workweb/intranet page. https://dhsworkweb.wisconsin.gov/dph/wfd.htm

Set schedule to update FAQ on webpage weekly and update after milestones

Ongoing

All DPH Staff

Quarterly Power Point presentations WFD Updates Ongoing

All DPH Staff

Poster and Leaflets announcing training and team participation opportunities

Benefits and opportunities of the program

Ongoing

Communications Plan: Audience Media Message Deliverer When

1. All DPH Staff

Introductory/ Kick-off Email

“Change Warning”

-Who the WFD team is

-What tasks are

-Highlight main messages and dates

-Why ‘You’ should care (what’s in it for us?)

-Current State, Need, Risks of not changing

-How the change will happen

-How ‘you’ can help

Introduce email address & WFD Workweb/intranet page. https://dhsworkweb.wisconsin.gov/dph/wfd.htm

WFD Team: DPH Pulse Article

May 2016

2. Leadership Team

Leadership Team Meeting

Regular Updates - Decisions, approvals, - Develop awareness - Request Feedback

WFD Leads Ongoing

3. Bureau Staff (All DPH Staff)

Bureau/Section Meetings

Discuss Workforce Development - ppt presentations - Bureau discussions

WFD Team Members

Ongoing

4. All DPH Staff

Updates on the intranet

Milestone updates Keep staff engaged

WFD Team Members

Ongoing


https://dhsworkweb.wisconsin.gov/dph/wfd.htm




- Key goals - Progress - Trainings - Stories about training

opportunities

5. All DPH Staff

Emails/ posters/ staff conversations

Implementation announcements Training opportunities

WFD Team Members Bureau Directors Supervisors

Ongoing

6. All DPH Staff

Annual Survey Request feedback and evaluate program

WFD Team Survey Workgroup

Annually

7. All DPH Staff

FAQ on intranet

Update with answers to staff questions as needed

WFD Team Members

Ongoing

DPH WFD Plan Final

Documents

Transcript of DPH WFD Plan Final