FLORIDA DEPARTMENT OF HEALTH AGENCY WORKFORCE DEVELOPMENT IMPLEMENTATION PLAN

FLORIDA DEPARTMENT OF HEALTH AGENCY WORKFORCE DEVELOPMENT IMPLEMENTATION PLAN Mission To protect, promote and improve the health of all people in Florida through integrated state, county, and community efforts. Rick Scott Governor John H. Armstrong, MD, FACS Surgeon General and Secretary of Health

Table of Contents I. Overview... 3 II. Plan Approach... 4 III. Objectives and... 5 Appendices Appendix A: FDOH Talent Management System Gap Prioritization Matrix... 7 2

I. Overview Florida Department of Health Agency Strategic Plan Alignment. The Agency Workforce Development Implementation Plan documents the actions to achieve the Agency s strategic workforce development goals: Goal 4.1 Goal 4.2 Attract, recruit, and retain a competent and credentialed workforce Ensure partnerships, systems, and processes to support the future workforce Implementation of the objectives in this document will occur between July 1, 2014, and June 30, 2015. This Plan builds upon the 2013-2014 Agency Workforce Development Implementation Plan. Florida Department of Health Talent Management System. The Plan uses the Florida Department of Health (DOH) Talent Management System framework to drive organizational excellence. It comprises work processes and systems related to retaining and developing a competent workforce. The DOH Talent Management System entails six processes. Each process is defined below: 1. Identify needs: systematically determine and address organizational, team and individual needs of the current and future workforce based on gaps between current conditions and desired conditions or wants 2. Recruit and select: hire the best suited applicant for each position in an efficient manner 3. Orient and onboard: introduce hired or newly-promoted individuals to the DOH culture and to their roles, to include processes, systems and resources 4. Develop: utilize learning opportunities to sustain workforce capacity of the current and future workforce 5. Evaluate and recognize performance: detail performance expectations, outcomes and acknowledgement 6. Conduct succession planning: ensure the continued effective performance of a position by making provision for the development of a future DOH workforce Figure 1 contains a comprehensive view of the system s processes and sub-processes. This system depicts the framework through which the Department s workforce achieves operational and strategic priorities. 3

Agency Workforce Development Implementation Plan Talent Management System 1.0 Identify needs 2.0 Recruit & select 3.0 Orient & onboard 4.0 Develop 5.0 Evaluate & recognize performance 6.0 Conduct succession planning 1.1 Establish competency framework 2.1 Identify job-specific needs 3.1 Conduct DOH orientation 4.1 Maintain DOH workforce infrastructure 5.1 Develop performance standards 6.1 Market public health as a career choice SUB-PROCESSES 1.2 Conduct needs assessment 1.3 Complete analysis & recommend improvements 2.2 Recruit 2.3 Select 3.2 Conduct work unit orientation 3.3 Provide peer-to-peer onboarding 4.2 Conduct development planning 4.3 Provide learning opportunities 5.2 Conduct performance evaluations 5.3 Recognize performance 6.2 Prepare current workforce for future 6.3 Maintain partnerships for future workforce Figure 1 II. Plan Approach In April 2014, the DOH Workforce Development Advisory Council conducted a gap analysis against the DOH Talent Management System processes and sub-processes. The gaps were prioritized based on the impact of each gap on the Talent Management System, the impact on DOH s and the feasibility to close each gap. The DOH System Workgroup completed a similar gap analysis for the leadership system, utilizing the Talent Management System framework. Both groups identified proposed solutions to the gaps, which provided the basis for establishing the objectives and activities that are contained in Section III of this Plan. Appendix A details the prioritized gap analysis results and activities as aligned with the Talent Management System. 4

III. Objectives and The following objectives and activities have been identified as FY priorities towards achieving the workforce goals outlined in the DOH Agency Strategic Plan. Below each objective, a table contains activities for achieving the objective, the due date for each activity, and the talent management system sub-process to which the activity is aligned. Objective 1: By 06/30/15, establish a comprehensive workforce data collection and reporting process that results in improvement plans. Objective 2: By 06/30/15, identify competencies for key DOH workforce functions to drive improvement of the Talent Management System processes in 2015-2016. Activity Due Date Description process 1.A 09/30/14 Implement ongoing process for collecting DOH workforce data and information from all identified sources 1.2 5.2 6.2 1.B 12/31/14 Complete biennial feedback survey process 1.2 1.C 03/31/15 Produce annual workforce report using collected data and 1.1 information; use report to inform strategic priorities 1.D 06/30/15 Implement process for creating and tracking workforce improvement plans and projects based on workforce report 1.2 5.2 Activity Due Date Description process 2.A 09/30/14 Compile DOH workforce functions required by law, rule, policy, and agency priorities 1.1 4.1 2.B 12/31/14 Identify competencies for identified functions 1.1 4.1 2.C 06/30/15 Develop strategies for integrating competencies into each Talent Management System process 1.1 2.3 4.2 5.2 5

Objective 3: By 06/30/15, establish DOH System processes, integrating identified leadership competencies. Activity Due Description Date 3.A 09/30/14 Finalize leadership competencies 1.1 3.B 12/31/14 Integrate leadership competencies into leadership recruitment, selection and evaluation processes 2.1 2.2 2.3 5.1 3.C 03/31/15 Establish a systematic leadership needs assessment process 1.2 3.D 06/30/15 Implement leadership development tracks for front-line supervisors, managers and senior leaders 1.3 4.2 5.2 Objective 4: By 06/30/15, expand learning and development infrastructure to advance DOH as a learning organization. 4.D 06/30/15 Establish resources for assisting and guiding responsible parties in creating trainings that meet adult learning standards. 4.1 4.2 Objective 5: By 06/30/15, establish minimum standards for human resource processes and provide access to human resource practices that have resulted in improved performance. process Activity Due Date Description process 4.A 12/31/14 Implement DOH internship portal and resources 4.2 6.3 4.B 06/30/15 Increase access to continuing education opportunities and information 4.2 4.3 4.C 06/30/15 Establish an development system comprised of a repository of learning and development opportunities, and an individual development planning process that includes collection and review of workforce development needs 4.2 4.3 Activity Due Date Description process 5.A 03/31/15 Implement and supervisor onboarding and orientation process 3.1 3.2 3.3 5.B 06/30/15 Restructure OPQI website - to include marketing public health as a career choice - and a repository of resources that have resulted in improved performance 2.2 5.3 6.1 5.C 06/30/15 Align mandatory training requirements and supporting policies 4.1 6

Appendix A FDOH Talent Management System Gap Prioritization 1: Identify Needs Systematically determine and address organizational, team and individual needs of the current and future workforce based on gaps between current conditions and desired conditions or wants 1.1 Establish competency framework No competency model aligned to 2.a By 09/30/14, compile DOH achieve the mission of the workforce functions required by Department law, rule, policy, and agency priorities 2.b By 12/31/14, identify competencies for identified functions Gaps competencies are not 3.a By 09/30/14, finalize standardized across the leadership competencies Department. Need to determine benchmark for leadership competencies Competencies not consistently used to drive recruitment and selection processes 2.c By 03/31/15, develop strategies for integrating competencies into each Talent Management System process 1.2 Conduct needs assessment Misalignment of the workforce to ensure achievement of strategic priorities No systematic statewide workforce analysis process for workforce planning 1.c By 03/31/15, produce annual workforce report using collected data and information; use report to inform strategic priorities 1.a By 09/30/14, implement ongoing process for collecting DOH workforce data and information from all identified sources Methodology to assess leadership status and needs not developed 3.c By 03/31/15, establish a systematic leadership needs assessment process 1.b By 12/31/14, complete biennial feedback survey process 7

1: Identify Needs Systematically determine and address organizational, team and individual needs of the current and future workforce based on gaps between current conditions and desired conditions or wants Gaps 1.3 Complete analysis and recommend improvements 1.d By 06/30/15, implement process for creating and tracking workforce improvement plans and projects based on workforce report Lack of leadership benchmarking to assess strengths and gaps 3.c By 03/31/15, establish a systematic leadership needs assessment process 8

2: Recruit and Select Hire the best suited applicant for each position in an efficient manner Appendix A 2.1 Identify job specific needs Gaps Lack of standardized descriptions 3.b By 12/31/14, integrate and expectations for leadership leadership competencies into competencies leadership recruitment, selection and evaluation processes 2.2 Recruit Marketing and recruitment strategies for key positions not maximized, including marketing strategies for key positions and inconsistent linkages to colleges, other teaching institutions and workforce resources 5.b By 06/30/15, restructure OPQI website - to include marketing public health as a career choice - and a repository of resources that have resulted in improved performance (including recruitment and best practices). Limited advertisement methodology of DOH leadership positions, which includes: access to application process, internal and external recruitment, mechanism to alert staff about job opportunities in PeopleFirst, participation in job fairs, and marketing public health as a career choice 3.b By 12/31/14, integrate leadership competencies into leadership recruitment, selection and evaluation processes 5.b By 06/30/15, restructure OPQI website - to include marketing public health as a career choice - and a repository of resources that have resulted in improved performance 2.3 Select No standard implementation of qualifying questions and scoring and selecting applicants for interviews 2.c By 03/31/15, develop strategies for integrating competencies into each Talent Management System process No defined leadership selection process 3.b By 12/31/14, integrate leadership competencies into leadership recruitment, selection and evaluation processes 9

Appendix A 3: Orient and Onboard Introduce hired or newly-promoted individuals to the DOH culture and to their roles, to include processes, systems and resources 3.1 Conduct DOH orientation 3.2 Conduct work unit orientation 3.3 Provide peer to peer onboarding Standardized new 5.a By 06/30/15, implement orientation process for all DOH and supervisor s not deployed onboarding and orientation process Standardized new orientation process for work unit not deployed 5.a By 06/30/15, implement and supervisor onboarding and orientation process Gaps No orientation process or plan to support organizational unit assimilation Limited opportunities and support to network and visit other CHDs and to learn more about DOH operations. 5.a By 06/30/15, implement and supervisor onboarding and orientation process 5.a By 06/30/15, implement and supervisor onboarding and orientation process 10

4: Develop Utilize learning opportunities to sustain workforce capacity of the current and future workforce Appendix A 4.1 Maintain DOH workforce infrastructure No educator/trainer qualifying 2.a By 09/30/14, compile DOH process in place workforce functions required by law, rule, policy and agency priorities *identifying competencies for educators/trainers indicated as a priority by the Workforce Development Advisory Council Gaps 2.b By 12/31/14, identify competencies for identified functions 4.2 Conduct development planning Curriculum development and instructional design standards not fully deployed for trainers statewide Quality of DOH training is inconsistent and not evaluated. Lack of criteria for determining mandatory and refresher training requirements Individual development planning not implemented consistently. No standard skills assessment formally utilized; resources and best practices for individual development planning are not easily accessible for supervisors; 4.d By 06/30/15, establish resources for assisting and guiding responsible parties in creating trainings that meet adult learning standards. 5.c By 06/30/15, align mandatory training requirements and supporting policies. 4.c By 06/30/15, establish an development system comprised of a repository of learning and development opportunities, and of an individual development planning process that includes collection 11

4: Develop Utilize learning opportunities to sustain workforce capacity of the current and future workforce Appendix A 4.2 Conduct development planning and development is and review of workforce not consistently linked to development needs competencies for current or future job functions 2c. by 03/30/15, develop strategies for integrating competencies into each Talent Approach to becoming a learning organization does not exist Management System process 4.a By 12/31/14, implement DOH internship portal and resources 4.b By 06/30/15, increase access to continuing education opportunities and information 4.c By 06/30/15, establish an development system comprised of a repository of learning and development opportunities, and of an individual development planning process that includes collection and review of workforce development needs 4.d By 06/30/15, establish resources for assisting and guiding responsible parties in creating trainings that meet adult learning standards. Gaps Limited DOH leadership development options No standard leadership IDP and process. No central portal to share recommended/ required leadership development resources 3.d By 06/30/15, implement leadership development tracks for front-line supervisors, managers and senior leaders 4.c By 06/30/15, establish an development system comprised of a repository of learning and development opportunities, and an individual development planning process that includes collection and review of workforce development needs 12

4: Develop Utilize learning opportunities to sustain workforce capacity of the current and future workforce Appendix A 4.3 Provide learning opportunities Sponsored or supported learning 4.b By 06/30/15, increase opportunities with CEs, CEUs access to continuing education and CMEs not maximized. opportunities and information Gaps Venues, funding, 3.d By 06/30/15, implement communication/marketing and leadership development tracks support for leadership for front-line supervisors, development limited. Limited managers and senior leaders opportunities and support to network and visit other CHDs 4.c By 06/30/15, establish an and to learn more about DOH development system operations. comprised of a repository of learning and development opportunities, and an individual development planning process that includes collection and review of workforce development needs 13

5: Evaluate and Recognize Performance Detail performance expectations, outcomes and acknowledgement Appendix A 5.1 Develop performance standards 5.2 Conduct performance evaluations Do not have standardized SMART performance expectations 2.c By 03/30/15, develop strategies for integrating competencies into each Talent Management System processes Gaps Incongruent organizational and 3.b By 12/31/14, integrate local-level expectations and leadership competencies into priorities leadership recruitment, selection and evaluation processes Inconsistent methodology for collecting customer and stakeholder feedback for performance evaluation 1.a By 09/30/14, implement ongoing process for collecting DOH workforce data and information from all identified sources 5.3 Recognize performance Rewards and recognition standards and best practices not deployed system-wide 5.b By 06/30/15, restructure OPQI website - to include marketing public health as a career choice - and a repository of resources that have resulted in improved performance (including rewards and recognition resources) 1.d By 06/30/15, implement process for creating and tracing workforce improvement plans and projects based on workforce report 14

Appendix A 6: Conduct Succession Planning Ensure the continued effective performance of a position by making provision for the development of a future DOH workforce 6.1 Market public health as a career choice 6.2 Prepare current workforce for future 6.3 Maintain partnerships for future workforce Marketing strategy to promote 5.b By 06/30/15, restructure public health as a career choice OPQI website - to include does not exist. marketing public health as a career choice - and a repository of resources that have resulted in Inconsistent use of exit interviews and compilation of data Systematic process for Agencywide engagement of interns from various colleges and disciplines does not exist. improved performance 1.a By 09/30/14, implement ongoing process for collecting DOH workforce data and information from all identified sources *include exit interview as data input 4.a By 12/31/14, implement DOH internship portal and resources Gaps 15