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ASTPHND Annual Meeting June 10, 2008 Presented by Carol Woltring, Executive Director

Critical Issues in Public Health Nutrition Leadership: Succession Management and Developing Your Leadership Pipeline. ASTPHND Annual Meeting June 10, 2008 Presented by Carol Woltring, Executive Director Center for Health Leadership and Practice Public Health Institute.

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ASTPHND Annual Meeting June 10, 2008 Presented by Carol Woltring, Executive Director

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  1. Critical Issues in Public HealthNutrition Leadership:Succession Management and Developing Your Leadership Pipeline ASTPHND Annual Meeting June 10, 2008 Presented by Carol Woltring, Executive Director Center for Health Leadership and Practice Public Health Institute Center for Health Leadership and Practice, Public Health Institute

  2. Purpose: To assist senior public health nutrition managers in developing a “culture of succession” and succession management strategies in their organizations in order to recruit, retain and develop management and leadership capacity to meet future needs. Center for Health Leadership and Practice, Public Health Institute

  3. Objectives: • Have a shared understanding about the workforce • demographics in public health nutrition leadership and • their impact on the need for succession management. • Identify the key elements of a “culture of succession” and • succession management related to your • organization’s/program’s current activities and needs. • Identify key steps in succession planning and next steps • for you/your organization/your state. • Identify one or more leadership development strategies • that you would like to initiate in your state or region. Center for Health Leadership and Practice, Public Health Institute

  4. Why Succession Management and Why Now: Public Health Nutrition Workforce Demographics Alexa M. George, PhD, MPH, RD Center for Health Leadership and Practice, Public Health Institute

  5. State health agencies are reporting over 50% of their public health workforce is eligible for retirement over the next five years (2008-2012) -State Public Health Worker Survey Results ASTHO, 2007 Center for Health Leadership and Practice, Public Health Institute

  6. How critical is the aging of the workforce in your organization/state? Center for Health Leadership and Practice, Public Health Institute

  7. Developing a Culture of Succession: Key Elements and Steps in Succession Management and Planning Center for Health Leadership and Practice, Public Health Institute

  8. Developing a Culture of SuccessionKey Elements • Organizational Strategic Plan- vision, mission, context, trends, customer needs, goals and strategic directions • II. Succession Plan • A. Workforce – Needs and Gap Analysis/Timeline (focus is usually critical positions and top management positions – can include a broader focus as well) • B. Identification of a pool of high potential staff to develop • Staff Development and Retention Strategies • A. Training – Technical/Professional skills/ Management and Leadership skills • B. Coaching and mentoring • C. Career development/portfolio development • IV. Knowledge Transfer – ongoing and urgent Center for Health Leadership and Practice, Public Health Institute

  9. The Levels in Succession Planning The Whole Organization The Programs The Individuals Center for Health Leadership and Practice, Public Health Institute

  10. Continuum of Succession Processes Center for Health Leadership and Practice, Public Health Institute

  11. Our Focus: Succession management-combining succession planning and leadership development of high potentials (leadership pipeline/talent pool) Center for Health Leadership and Practice, Public Health Institute

  12. Succession Managementis a deliberate and systemic effort to: • Project leadership requirements • Identify a pool of high potential candidates • Develop leadership competencies in those candidates • through intentional learning experiences • Select leaders from among the pool of potential leaders • The focus is typically successors for the top management levels of the organization. It is a robust approach that requires an organizational culture that sees the value of talent development and understands how to integrate that into daily operations. Center for Health Leadership and Practice, Public Health Institute

  13. Succession Management is a long term strategic initiative that ensures that the right staff are in the right jobs at the right times. It ensures the continued effective performance of an organization by establishing a process to develop and replace key staff over time. Center for Health Leadership and Practice, Public Health Institute

  14. It helps your organization answer key questions:1. Who will move into this key position when _____ retires?2. ______ could move into any one of these threedirector positions. If he/she accepts one, who will replacehim/her? Is this the best position for ____’s skill set.3. How do we keep ______ from leaving if he/she does notget his/her promotion? If your organization carries out succession managementcorrectly, it will have talent pool of individuals preparedto step into management and other critical positions leftvacant because of retirement and general attrition. Center for Health Leadership and Practice, Public Health Institute

  15. Succession Management includes: • Development of a Succession Management Plan • Identification of high potentials • Leadership development of high potentials • Other staff development activities • Knowledge Transfer Strategies • Recruitment and Selection Strategies • Accountability - monitor progress and evaluate Center for Health Leadership and Practice, Public Health Institute

  16. A Succession Management Planning Model Phase 1: Finalize Scope and Approach Phase 2: Gather Data Phase 3: Develop the Succession Management Plan Phase 4: Implement and Evaluate the Plan Analyze current context and finalize purpose and scope of plan and activities • Obtain and analyze HR retirement data • Determine “hot spots” and “critical” positions • Conduct gap analysis and determine future needs • Priorities • Urgent issues • Longer range issues Start on X date • Major Components: • Leadership Development System • Retention Strategies • Recruitment Strategies Center for Health Leadership and Practice, Public Health Institute

  17. Succession Management PlanningPhase I Step 1 • Ensure top level sponsorship Step 2 • Understand your current situation Step 3 • Identify your strategic direction and impact on current and future workforce needs - Implications for leadership Step 4 • Determine the scope of your plan and activities Center for Health Leadership and Practice, Public Health Institute

  18. Succession Management PlanningPhase II Step 1 • Analyze retirement data Step 2 • Determine “hot spots” Step 3 • Conduct gap analysis Center for Health Leadership and Practice, Public Health Institute

  19. Workforce Analysis ToolsRetirement Analysis Retirement Analysis for _________________________ Center for Health Leadership and Practice, Public Health Institute

  20. Workforce Analysis ToolsGap Analysis Gap Analysis for _________________________ Center for Health Leadership and Practice, Public Health Institute

  21. Developing your Leadership Bench: Identification and Leadership Development of High Potentials Center for Health Leadership and Practice, Public Health Institute

  22. Identification of High Potentials Who are high potentials? Individuals who at various point in their careers are perceived to be potential successors to those at higher organizational levels. Importance of learning is the key distinction between those who are high potentials and those who are not. Learning agility, as demonstrated by performance over time in a variety of assignments, is the best way to determine of an individual is a high potential. Center for Health Leadership and Practice, Public Health Institute

  23. Identification of High Potentials Generally high potential employees: • are results driven: have completed many challenging assignments • have people skills: influence, motivate, and work with a wide range of people • have mental ability: have street smarts and ask insightful questions • use integrated thinking: link ideas and understand the essence of problems • are flexible: adjust priorities, take risks, and embrace change • are energetic: get energy from work and energize others • have core technical skills • understand the organization’s mission, vision, goals, and objectives Center for Health Leadership and Practice, Public Health Institute

  24. Development of High Potentials Blended learning is best with combination of classroom, training, on-the-job, and e-learning. Examples include: • Leadership development programs-knowledge, skills, attributes • Network development • Exposure to senior management • Coaching • Mentoring • Self-Study and E-Learning • Job shadowing • Early involvement with strategic issues • Action learning – stretch assignments, cross-functional assignments, rotation, etc. Center for Health Leadership and Practice, Public Health Institute

  25. Training & DevelopmentGenerational Perspectives 2008 Center for Health Leadership and Practice, Public Health Institute

  26. Resources for Public Health Nutrition Leadership Development – MCH Nutrition Training Funds (HRSA), WIC • Funding Sources for Public Health Nutrition Leadership Development: • The Maternal and MCH Nutrition Training Program currently funds 8 universities to offer nutrition training programs. Some offer graduate training in public health nutrition and some offer one-week to six-month fellowships in pediatric or neonatal nutrition and continuing education programs. All offer continuing education for health professionals. • Website: www.nutrition.mchtraining.net Center for Health Leadership and Practice, Public Health Institute

  27. State and Regional Public Health Leadership Instituteswww.heartlandcenters.slu.edu/nln/ Center for Health Leadership and Practice, Public Health Institute

  28. Development Strategies Case Example • Wisconsin Build Your Future with the • WIC Nutrition Leadership Series • USDA Infrastructure Grant, 2006-2007 • Recognized WIC as the cornerstone for nutrition • services (91% funding of nutrition positions in local • health departments) • Training series to build the leadership and nutrition • services with WIC as this cornerstone Center for Health Leadership and Practice, Public Health Institute

  29. Target Audience • WIC Directors and Nutritionists who were committed • to developing their nutrition leadership management • skills to create healthy organizations and health • communities • Application and Applicant Supervisor’s Commitment • Process • 38 local project staff and 9 state staff participated Center for Health Leadership and Practice, Public Health Institute

  30. Curriculum • 3-2 day trainings with 2 regional follow-up meetings • between sessions • Designed by faculty consultant, state and local • committee with practical nutrition issues/case • studies in leadership • Session 1 – Self Leadership • Session 2 – Leading Others • Session 3 – Leading Within Your Community Center for Health Leadership and Practice, Public Health Institute

  31. Evaluation or Did it Work? • Increase in volunteering to serve on state and local • committees • Public Health Nutrition Position Descriptions have been • created by several to reflect vision to build public health • nutrition services • Leaders are mentoring or coaching others on the • Leadership Series content. Regional meetings continue to • focus on the leadership training • Reports of re-energized coalition meetings and staff meetings • Reports of feeling confident in advocating for needs Center for Health Leadership and Practice, Public Health Institute

  32. State-Level Discussions • What is the situation in our state? • What are our priority needs? • What can we start doing in the next year around succession planning? • What can we do about leadership development? • What are our next steps? Center for Health Leadership and Practice, Public Health Institute

  33. For Additional Information Contact: Carol Woltring, Executive Director Center for Health Leadership and Practice, Public Health Institute 510 285-5586 E Mail: cwoltring@cfhl.org Alexa M. George, PhD, MPH, RD Email: ageorge3@utk.edu Linda Petersen, MPH, RD, CD, Public Health Nutrition Consultant Wisconsin Division of Public Health 715 836-3826 Email :  peterlj@dhfs.state.wi.us Center for Health Leadership and Practice, Public Health Institute

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