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. 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 DHS & OHA

4. 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 Leadership Needs in DHS & OHA

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

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

7.  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 Significance & Purpose Why Study Leadership Development?

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. 17-Leadership Development Activities Special Project or Work Assignments Professional Networking/Organizations Connecting with Academy Alum Conferences/Seminars in Profession Exposure to Agency Cabinet Executive Coaching Reading Leadership or other Professional Literature Official Mentoring Unofficial Mentoring Management Training Surrounded by Excellent Leadership Your Employment Development Plan DHS/OHA Leadership Model Other Academies Advanced Degrees or Credentials Cross-Organizational Work Other Training

13. 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%)

14. Findings- Top Five

15. 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.

16. 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

17. 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

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

19. Conclusions  Educate managers of the powers of unofficial mentoring

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

22. My Leadership Development?  Public Administration & Cohorts  EMPA & Cohorts  Leadership Development & Cohorts  Me & Cohorts

23. 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

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

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