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Valued Leadership Development in DHS & OHA

This presentation delves into the valuable leadership development initiatives within the Department of Human Services (DHS) and Oregon Health Authority (OHA). It explores the significance, purpose, and impact of leadership programs amidst organizational challenges and changing landscapes in the public sector. Through research findings and conclusions, the study sheds light on effective leadership models, development programs, and strategies for supporting continuous growth in leadership capabilities. Acknowledgments extend to key individuals and institutions involved in facilitating this insightful exploration of leadership dynamics in DHS & OHA.

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Valued Leadership Development in DHS & OHA

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  1. Valued Leadership Development in DHS & OHA Jeannine Beatrice Spring 2012 MPA Capstone Presentation Advisor, Doug Morgan

  2. Valued Leadership Development in DHS & OHA • Background & Context • Significance & Purpose • Why Study Leadership Development? • Themes in the Literature • Research Questions & Methods • Findings • Conclusions • Acknowledgements

  3. DHS & OHA Background & Context • Two largest state of Oregon Agencies • Most employees • Most customers • Serving all who live and pass through the state. • From food stamps, to elder-abuse investigations, to safe drinking and swimming waters

  4. Leadership Needs in DHS & OHA Background & Context • Budget Reductions • New State law mandating an 11:1 staff to supervising manager ratio • High number of retirements • Not replacing • Major national and statewide health care initiatives • Demanding and visible public sector work

  5. Leadership Development in DHS & OHA Background & Context • Leadership Model • Aspiring Leaders Program • Official Mentoring

  6. Leadership Development in DHS & OHA Background & Context • Leadership Academy • 2002 to present • Cabinet-sponsored program • 6-months, 2-days/month

  7. Significance & Purpose Why Study Leadership Development? • We don’t know what is valuable leadership development in the context of DHS & OHA, so • We don’t know how to support valuable leadership development in context of the organization

  8. Themes in Literature • Leadership development: • Leaders are born and made • Dynamism and process • Organizations can promote or block • Promotes organizational strength • Studied & conducted in context of organization

  9. Research Methods & Questions • Single-Group Survey • 188-Leadership Academy graduates • Baseline their own understanding of leadership development • Rate 17-leadership development activities • Add other activities not listed • Tell us a little about you

  10. Findings • LA grads rated selves above average to stellar in their own leadership development understanding

  11. Findings • Very participatory in leadership development activities • Reading, classes, working special projects, self-work, networking…. • Mentoring & coaching others • Self-work

  12. Findings • Top-Five Leadership Development Activities: • Surrounded by Excellent Leadership (72%) • Working Across Organizational Boundaries (64%) • Unofficial Mentoring (60%) • Special Projects/Work Assignments (53%) • Exposure Cabinet-Level Leadership (49%)

  13. Findings- Top Five

  14. Significance of Capstone Project • We now know what is valuable leadership development in the context of DHS & OHA, so • We are learning how to support valuable leadership development in context of the organization, and • We can de-centralize leadership development.

  15. Conclusions • Structured Leadership Development • Gives the basics • Gives common leadership language • Gives permission & space to do self-work • Gives networking opportunities But • Integrate leadership development into the business

  16. Conclusions • Personnel systems • Align cross-organizational and special project work assignments with goals of individuals, teams, and the organization • Offers protection & safety for stretch goals for both staff and the manager • Offers a feedback loop • Offers exposure and views of the organization outside of assigned work area

  17. Conclusions • Interaction with cabinet-level administrators • Exposure to new perspectives • Challenges ones basic assumptions of how the organization works • Fosters unofficial mentoring, coaching, & modeling

  18. Conclusions • Educate managers of the powers of unofficial mentoring

  19. Conclusions • Educate managers of the powers of unofficial mentoring • You are being watched….. behave (model) accordingly

  20. My Leadership Development? • Public Administration & Cohorts • EMPA & Cohorts • Leadership Development & Cohorts • Me & Cohorts

  21. Acknowledgements • Professional & Academic….. • Thank you cohort! and professors • Thank you Yachi and the support crew, Davis & Phil • Thank you OHA COO Suzanne Hoffman & DHS COO Jim Scherzinger • Thank you DHS/OHA HR Office & Lisa Harnisch • Thank you Leadership Academy Alumni • Thank you Mike Morris & Madeline Olson

  22. Acknowledgements • Personal….. • Thank you survey guru, Jay Grussing, MPA • Thank you husband, Tuesday dinner maker • Thank you friends, Cindy, Michelle, and Lala

  23. Valued Leadership Development in DHS & OHA Jeannine Beatrice Spring 2012 MPA Capstone Presentation Advisor, Doug Morgan

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