Association of Public Health Laboratories: Agenda of the Future Workforce Initiative

1. APPENDIX J - WORKING AGENDASAssociation of Public Health Laboratories:Agenda of the Future Workforce Initiative

2. Association of Public Health Laboratories:Agenda of the Future Workforce Initiative APPROACH OVERVIEW January 18, 2006

3. Meeting Sequence • Kick-off Meeting with Oversight Team January 19, 2006 • Pre-work for Members of Working Teams (Memo with questions for Working Session #1) • Work Session #1 (all four working teams) February 23-24, 2006 • Develop Strategic Goal Grid (Goals/Actions/Measures) • Identify dependencies and overlaps • Receive stakeholder feedback and adjust • Work Session #2 (all four working teams) April 2006 • Develop timelines, resource requirements, milestones, and deliverables for each Goal on the Strategic Goal Grid • Identify dependencies and overlaps • Receive stakeholder feedback and adjust • Oversight Team Meeting—Review of Working Teams’ recommendations and approval June/July 2006 • Finalization of Strategic Plan Document and Presentation at APHL Annual Meeting September 2006

4. High-Level Milestones

5. January 19 Oversight Meeting Agenda Date: Thursday, January 19, 2006 Time: ??:00 p.m. EST Duration: 90 minutes • Introductions • Review project, approach and timelines • Discuss role of Oversight Team • Contract for participation (meeting attendance, review of documentation, timely feedback to Working Teams, and approval of and endorsement of recommendations) • Questions and answers (open discussion) • Wrap-up/Next Steps Next Oversight Team Meeting: ???

6. Proposed February Working Session Agenda Note: Late arrivals and early departures should be minimized.

7. Proposed February Working Session Agenda Note: Late arrivals and early departures should be minimized.

8. A. Role of Laboratories within the Health System

9. B. Excellence in Laboratory Leadership Development

10. C. Marketing, Communications, and Partnerships

11. D. Technology and Best Practices

12. Definitions • Goal—High-level objective statements that will lead to fulfillment of the Agenda of the Future elements. Goals will be identified for the short, mid, and long term and will be supported by actions and measures. • Actions—Activities that when implemented will lead to the fulfillment of goals. • Measures (Outcomes)—Benchmarks or targets that are established to suggest when strategic goals have been achieved.

13. Pre-work Questions Using the eight questions identified under the four areas of focus, request Working Team members to provide the following information prior to the in-person work session in late February 2006. • Make a listing of ideas, tactics, goals, or actions that could be undertaken to address the issue(s) identified in each question. • Describe the ideal outcomes and/or measures that might be used to determine whether the issue(s) identified have been met or addressed. For example… How do we best address the leadership development needs of public health laboratories? • Develop and utilize behavioral-based interviewing techniques; Establish partnerships with UNC and Johns Hopkins to offer laboratory-specific doctoral degree programs; Contract with leading private sector providers of leadership development programs; Offer to laboratories and state health officials standard succession management tools • 75% of PHL Director openings are filled from candidates known to AHPL and who have participated in one or more of the leadership development programs offered; Provide leadership development programs opportunities to 5 or more PHL director candidates per year

14. Facilitation • Project Leadership • Overall Work Session Facilitation • Break-out Facilitation • Documentation and Meeting Support

15. Appendix

16. Assumptions • Strategy is about a series of trade-offs—there is no ideal answer; just possibilities with upsides and downsides • Strategy formulation follows a logical sequence and generally moves from big to small • The process will be visual and iterative • Discussions will involve the brainstorming of complex strategic options—phone and internet graphics may not support the process • Understanding and choosing between numerous strategic trade-offs requires face-to-face discussions • It is best done by those familiar with the issues, the environment, and the work • Advocacy will be used to reduce group-think and increase the quality and number of ideas generated • Much of the work will be done in small groups to foster an increased number of options and possibilities—periodic re-mixing of small groups to ensure the best solutions requires in-room participation • There must be continuity among the working team participants

17. Project Structure—Overview Core Team Oversight Team Working Team D Technology and Best Practices Working Team A The Role of Laboratories in the Evolving Health System Working Team B Achieving Excellence In Laboratory Leadership Development Working Team C Marketing, Communications, and Partnerships

18. Team Charter and Composition

19. Team Charter and Composition