Workforce Development ModelWorkforce Development Model

A Comprehensive Strategy forA Comprehensive Strategy for

Workforce Development forWorkforce Development for

Environmental Public Health ProfessionalsEnvironmental Public Health Professionals

in South Carolinain South Carolina

Vicki Blair and Stuart CrosbyVicki Blair and Stuart CrosbySouth Carolina Department of Health and ControlSouth Carolina Department of Health and Control

Introduction/BackgroundIntroduction/Background

The purpose of this project is to develop a strategy for The purpose of this project is to develop a strategy for building a Workforce Development Model for building a Workforce Development Model for Environmental Public Health professionals in South Environmental Public Health professionals in South Carolina. The model will provide the necessary guidance for Carolina. The model will provide the necessary guidance for competency and skill building opportunities at each competency and skill building opportunities at each classification level and provide direction for career classification level and provide direction for career advancement. Developing the “strategy” for building a advancement. Developing the “strategy” for building a Workforce Development Model (WDM) is considered to be Workforce Development Model (WDM) is considered to be an essential first step.an essential first step.

Limited growth has occurred over Limited growth has occurred over the past decade for Environmental the past decade for Environmental Health programs. Services are Health programs. Services are impacted by increased demand and impacted by increased demand and limited staff capacity to fulfill its limited staff capacity to fulfill its requirements in the following requirements in the following areas:areas:

Foodservice facility inspections Foodservice facility inspections have increased from about 11,000 have increased from about 11,000 to over 16,000. to over 16,000.

Septic system permit applications Septic system permit applications have ranged from a low of 16,000 have ranged from a low of 16,000 to over 29,000 annually.to over 29,000 annually.

General sanitation activities, General sanitation activities, especially rabies, lead and child especially rabies, lead and child daycare facility inspections, have daycare facility inspections, have increased dramatically. increased dramatically.

Behavior Over Time Graph

TimeV

aria

bles

Demand for

Services

Level of

Performance

Morale

Available

Resources

MethodologyMethodology

This project used a collaborative process to form a multidisciplinary team This project used a collaborative process to form a multidisciplinary team to develop a Workforce Development Model. Using a “systems” approach to develop a Workforce Development Model. Using a “systems” approach the team analyzed the conditions that have precipitated the current system, the team analyzed the conditions that have precipitated the current system, cost/benefits of changing or not changing and created a shared vision of cost/benefits of changing or not changing and created a shared vision of where we wanted to go.where we wanted to go.

B

Level of f ocus/ attention on

immediate needs.

I nability to meet service demand

B

Resources need to meet future

staffi ng needs.

Dependence of fi re fighting. Satisf action

with the status quo.

R

I mmediate need met/ stress decreases

Level of clarity of future staffi ng

(workforce) needs.

Workforce development.

Motivation to make change.

Morale.

R

We must get this done now!

How do they expect us to get this done with the staff we have?

Now that that ‘s over, we can get back to work.

Workforce Development: Shifting the Burden/ Current Mental Models

How long can we continue to work like this?

Addition Loop.

Problem correcting process.

Symptom correcting process.

Vicious cycle.

After reaching consensus on the parameters of the After reaching consensus on the parameters of the project, subgroups were established, tasks assigned project, subgroups were established, tasks assigned and a regular communication schedule was agreed and a regular communication schedule was agreed upon. Tasks included the review of numerous upon. Tasks included the review of numerous internal documents, policies and procedures along internal documents, policies and procedures along with research on how other organizations have with research on how other organizations have approached this issue. The subgroups identified approached this issue. The subgroups identified key areas to research which included recruitment key areas to research which included recruitment and retention, training, promotional practices and and retention, training, promotional practices and present and future staff needs. present and future staff needs.

Overall Objectives

Change how Environmental Health relates to and serves its public health customers.

Establish workforce strategies and objectives for the next three years.

Design a process to support the objectives and outcomes.

Evaluate.

Process Model

Inputs Processes Outputs Outcomes

Human Resources Knowledge/ Data Technology Stakeholder Relationships Supporting Infrastructure

Environmental Health Services Workforce Training/ Skills Building Opportunities

Performance Standards for Environmental Health Staff Outlined by Classification Training Requirements for staff advancement

Competent Environmental Health Workforce

ResultsResultsBuilding a “strong container for change” particularly for Building a “strong container for change” particularly for such an enormous undertaking is indeed a significant such an enormous undertaking is indeed a significant leadership challenge. It was clear from the beginning that leadership challenge. It was clear from the beginning that this project would require an extensive commitment to this project would require an extensive commitment to complete. Although resources have been limited, we complete. Although resources have been limited, we have made substantial progress. have made substantial progress.

With respect to the identified objectives, all have been With respect to the identified objectives, all have been completed with the exception of the final objective. The completed with the exception of the final objective. The final step in completing the strategy for workforce final step in completing the strategy for workforce development is compiling all the information collected development is compiling all the information collected into a single document, which we hope will be into a single document, which we hope will be accomplished by the end of 2006.accomplished by the end of 2006.

Workforce Development Model Timeframe

• Phase 1Brainstorm

Develop a Process

Establish a Committee and Create a

Vision for Workforce Development

Jan 05 Feb March April May June 05

Define the purpose and develop Goals

And Objectives

Workforce Development Model Timeframe

• Phase 2

Informal assessment of staff

Workforce assignments to analyze data concerning EH workforce issues

July 05 Dec 05 Jan 06 Jun 06 Jan 07

Develop committee and establish statewide standards/ requirements for

EH classifications

ConclusionsConclusions

One of the greatest challenges facing Environmental Public Health agencies today is assuring a qualified competent workforce is available to carry out its activities. Having a qualified workforce doesn’t just happen, it takes planning. Planning for a qualified workforce begins long before you “post” that vacancy and doesn’t end with the new employee orientation. The journey that we face in addressing workforce development is no doubt a long one, but each journey begins with that first step. The strategy that we plan to provide will guide us through subsequent steps in building a complete Workforce Development Model.

AcknowledgmentsAcknowledgmentsWe thank the following people for their support and assistance with this We thank the following people for their support and assistance with this

project:project:

Project TeamProject TeamMike Chappell, Mike Chappell, Region 5 Health DirectorRegion 5 Health Director, SC DHEC, SC DHECSue FergusonSue Ferguson, , Division of General SanitationDivision of General Sanitation, SC DHEC, SC DHECMike LongshoreMike Longshore, , Division of General SanitationDivision of General Sanitation, SC DHEC, SC DHECJim Raymond, Jim Raymond, Region 3, Assistant Environmental Health DirectorRegion 3, Assistant Environmental Health Director , SC DHEC, SC DHECWally Sheridan, Wally Sheridan, Director, Division of Direct SupportDirector, Division of Direct Support, SC DHEC, SC DHECLA Williams, LA Williams, Director, Division of General SanitationDirector, Division of General Sanitation , SC DHEC, SC DHECMentorMentor

CAPT Mike E. Herring, REHS, MPHCAPT Mike E. Herring, REHS, MPHSenior Environmental Health Scientist;Senior Environmental Health Scientist; CDC, National Center for CDC, National Center for

Environmental HealthEnvironmental Health

For further information please contact:For further information please contact:

Vicki Blair, REHSVicki Blair, REHS

Region 6 Environmental Health ManagerRegion 6 Environmental Health Manager

South Carolina Department of Health and Environmental ControlSouth Carolina Department of Health and Environmental Control

1511A Ninth Avenue1511A Ninth Avenue

Conway, SC 29526Conway, SC 29526

Phone: (843) 248-1506 E-mail: Blairvw@dhec.sc.govPhone: (843) 248-1506 E-mail: Blairvw@dhec.sc.gov

  Stuart Crosby, REHS, MBAStuart Crosby, REHS, MBA

Region 7 Environmental Health DirectorRegion 7 Environmental Health Director

South Carolina Department of Health and Environmental ControlSouth Carolina Department of Health and Environmental Control

Lonnie Hamilton Jr. Public Service BuildingLonnie Hamilton Jr. Public Service Building

4045 Bridge View Dr., Suite B1544045 Bridge View Dr., Suite B154

North Charleston, SCNorth Charleston, SC

Phone: (843) 202-2720 E-mail: Crosbysg@dhec.sc.govPhone: (843) 202-2720 E-mail: Crosbysg@dhec.sc.gov