DBHDS SystemLEAD 2015

Leadership Development Plan

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DBHDS SystemLEAD 2015

Contents
Executive Summary .......................................................................................................................... 3
Overview of Succession Planning ..................................................................................................... 5
What is Succession Planning? .......................................................................................................... 5
Communication Plan ........................................................................................................................ 6
Identification of Leadership Characteristics .................................................................................... 8
Bench Strength Assessment........................................................................................................... 11
Talent Identification ....................................................................................................................... 12
Talent Development ...................................................................................................................... 13
Evaluation ...................................................................................................................................... 15
Acknowledgements........................................................................................................................ 15

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Executive Summary
There is an increasing challenge for public agencies to retain a workforce that provides quality and
cost-effective services to the citizens of Virginia. As of October 2014, the average age of a DBHDS
employee is 47.1 years old and nearly a quarter of our employees are eligible to retire in five years or
less. To this end, it is essential that we begin to build a talent pool through training and development
that can advance our mission of supporting individuals by promoting recovery, self-determination, and
wellness in all aspects of life.
SystemLEAD is designed to give early and mid-career professionals broad exposure to the
competencies necessary to be successful leaders in the BHDS system. A university-based leadership
training certificate program will teach core leadership concepts and frameworks. Recognized leaders
from across the Commonwealth will present on the nature of management and leadership in policy
formulation, development, and implementation and subject matter experts will provide an
opportunity to take a deep dive into the key issues and priority areas currently facing the DBHDS
system.
SystemLEAD is a leadership development program designed to give participants broad exposure to the
competencies necessary to be a successful leader in our system. The goals of SystemLEAD are outlined
below.
One or more well-qualified internal candidates are prepared and ready to assume each key
leadership position.
Few or no superior performers leave the organization because of lack of opportunity or lack of
development.
Low or no turnover rates for high performing functional areas and high performing employees.
Fifteen employees will be selected using a competitive process to participate in a program designed to
explore responsibilities that are broad and diverse in scope and necessary to lead at DBHDS. Over the
nine month program, key competencies for leadership will be used to increase the knowledge, skills,
abilities, and behaviors for participants aspiring to a leadership role.
The following themes are used to encompass these competencies:

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The program structure is outlined below.

Assessment
360
Assessment/Myers
Brigg/ MVP
Intercultrual
Development
Inventory
Individual
Development Plan
Coaching sessions

Training

Group Project

Orientation
GA Day
Public Sector
Leadership Certificate
MPA in a Day
Monthly Sessions
Individual Classes (as
identifed)

Special work
assignments

Relevant to DBHDS
Opportunities and
Challenges
Networkin
Presentation to high
level officials

Stretch assignments
cross training
Job shadowing
Learning
communities
other

The development phase of the program is set to begin in March 2015.

communicating
with Governor
and Secretarys
offices
finance and
budgeting
the lawmaking
process

understanding
our system

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solving problems
and making
decisions
managing politics
and influencing
others
taking risks and
innovating
setting vision and
strategy
managing the
work
understanding
and navigating the
organization

demonstrating
ethics and
integrity

displaying drive
and purpose
exhibiting
leadership
behaviors

Leading others

policy analysis
and program
evaluation

managing change

Leading self

key concepts in
public
administration

Leading the Organization

Leading State Government

Core Curricula - Core courses are designed to address the four program competency areas
communicating
effectively
developing
others
valuing diversity
and difference
Effectively
resolving conflict

managing
yourself

coaching &
mentoring

increasing selfawareness

building and
maintaining
relationships

developing
adaptability

managing teams
and work groups

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Overview of Succession Planning
What is Succession Planning?
Succession Planning is an important element of workforce planning. The goal of workforce planning and
succession planning is largely the same to have the right people in the right place at the right time, but
the focus of succession planning is more specific. Succession planning involves having the right leadership
in place at every level of the organization. Simply stated, succession planning is a systematic effort and
process of identifying and developing candidates for key managerial or professional leadership positions
over time in order to ensure the continuity of management and leadership in an organization. Succession
planning is accomplished by identifying people with high potential leadership talent and ensuring that they
are given work experiences and training to prepare them to assume higher level leadership positions.
Why is Succession Planning Important at the Department of Behavioral Health and Developmental
Services?
There is an increasing challenge for state agencies to retain a workforce that provides quality and costeffective services to the citizens of Virginia. With 24% of state employees eligible to retire this year 2013
(DHRM ) and 24% of staff at DBHDS set to retire in five years, both central office and our facilities will soon
be confronted with a mass exodus of critical talent. To this end, it is essential for us to begin building a
talent pool through training and development that can continue to run and enhance the services provides
at DBHDS.
Initial Program Objectives
One or more well-qualified internal candidates are prepared and ready to assume each key leadership
positions
A record of successful promotions (or lateral placements); few people fail
Few superior performers leave the organization because of lack of opportunity or lack of development
Turnover rates for high potentials and high performing employees

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Communication Plan
Buy in at all levels within an agency is critical to implementing an effective succession planning program.
The communication strategy is established to inform stakeholders about the purpose and value of
succession planning and the objectives and specific contents of the agencys program.
SystemLEAD team shall determine communication goals
There will be multiple goals, chief among them will be reducing apprehension and fears among staff and
influencing them to support and participate in the succession planning program. Communication goals
include ensuring that stakeholders understand the definition of succession planning, the need for
succession planning, and how it will be implemented within the organization. Messages will be developed
at the Commissioner and facility director level first to introduce the initiative.
SystemLEAD team shall identify target audiences
Key tasks in this activity will be to visualize each target audiences perspective and their current level of
awareness so that appropriate messages can be developed for each. Also, planners will have to understand
the key issues or concerns that various employees may have about the program and address them
accordingly. Benefits of the program must be communicated to each audience to ensure that stakeholders
understand whats in it for them.
SystemLEAD team will determine communication method
Informational forums, information packets, and brochures about the succession planning program will be
offered to potential applicants. Targeted recruitment will be pursued. Planners shall work with their
Marketing or Public Relations Department to create material for dissemination.
Date

Activity

Purpose

August
2014

Present SystemLEAD overview

to Senior Leadership

September
22

Finalize draft communication

plan for review by Neila, Sue,
and Meghan

September
22

Schedule informational
sessions

September
26

Create application and

recommendation forms on
Survey Monkey

Buy-in and support for

succession planning
program
Ensure effective
implementation of
succession planning
program
Raise awareness, encourage
enthusiasm, and provide
detailed information to
recruit participants
To provide a smooth and
systematic approach to the
application and
recommendation process
Announce SystemLEAD and
upcoming information

October 1

st

Draft memo for senior

leadership to share

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Responsible
Persons
Neila Gunter

Status
Complete

Cecily
Rodriguez

Draft
ready for
review

Cecily
Rodriguez

Sessions
tentatively
scheduled

Cecily
Rodriguez

Sue Ridout

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October 20

Present SystemLEAD in
Monday Morning Staff

October
th
30

Share weekly ALL IN notes

regarding SystemLEAD

November
rd
3

SystemLEAD Kickoff &

Informational Session

December
st
1

Commissioner share
announcement of final week
for application to SystemLEAD

December
th
8

Announce Applicant Deadline

for SystemLEAD- COB
Notify participants of
acceptance into program

Early
January
2015
February
2015

November
2015

Connect with participants

virtually to provide guidance
on MVP and to other pretraining tasks
Prepare for formal meeting
(12-month progress report)

November
2015

Formal Meeting

December
2015

Review evaluations and

provide recommendations

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session
Announce SystemLEAD and
upcoming information
session
Encourage eligible staff to
consider applying
Raise awareness, encourage
enthusiasm, and provide
detailed information to
recruit participants
To give final push for
applicants. To encourage
potential applicants to ask
questions and complete
applications
Ensure clarity about
deadline for program
Prepare participants for
program

Participants are well

prepared for their first week
of the program.
Provide status update and
maintain support for the
program
Provide status update,
maintain support for the
program, identify areas for
improved communications
Identify opportunities for
improvement

Sue Ridout

Megan
McGuire/Com
missioner
SystemLEAD
team

Meghan
McGuire

Meghan
McGuire
Commissioner
, Megan
McGuire, Sue
Ridout
Sue Ridout
and Cecily
Rodriguez
Cecily
Rodriguez
Neila Gunter,
Sue Ridout
and Cecily
Rodriguez
Neila Gunter,
Sue Ridout
and Cecily
Rodriguez

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Identification of Leadership Characteristics
Leadership occurs at multiple levels in organizations. The demands placed on leadership are found to be
progressively more complex at each higher level in an organization. Different leadership characteristics are
thus required in order to meet the demands and achieve success at each level.
Through quantitative and qualitative research and evaluation, DBHDS has identified the leadership levels
for this plan; they are Senior and Departmental leaders at Central Office and the facilities.
Leadership Characteristic: Competencies and Proficiency Levels
As defined by the Department of Human Resource Management, competencies are identified behaviors,
knowledge, skills, and abilities that directly and positively impact the success of employees and
organizations. Competencies can be objectively measured, enhanced, and improved through coaching and
learning opportunities. The identified competencies are applicable to most Commonwealth of Virginia
employees.
The Commonwealth of Virginia competencies, which include expectations for success among all jobs in
state government, are:

Technical and Functional Expertise

Understanding of the Business
Results Focus
Customer Service
Teamwork
Interpersonal Communication
Leadership
Personal Effectiveness

Competencies belong to one of two domains: career specific OR generic. Career specific competencies are
often thought of as technical, professional, or managerial competencies, which apply to a particular
function or occupational family.

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Four broad competencies have been identified for senior leadership level at DBHDS.
Core Competency One
The Public Administration Professional
Key concepts in state government
Policy development and analysis
Program evaluation
Normative dimensions of public policy
Understanding the role of stakeholders in policy process and implementation
Overview of state government
The role of the agency within the secretariat and executive branch
Legislative process and protocol
Techniques for communicating with Governor and Secretarys offices
Performance Budgeting in the Commonwealth
History
Major components
How DBHDS fits in
Core Competency Two
Agency Mission, Priorities, Organization, and History
State Board Process and Regulatory Authority
The Behavioral Health System in Virginia
History of the mental health system
Relationship b/w state and locality
The vision of a comprehensive system
The Evolution of Developmental Disability Services in the Commonwealth
Key Issues in the DBHDS System
Services System Implementation of Health Care Reform
Quality Improvement and Assurance
Information Technology Solutions
Crisis Services
Case Management
Relationships with Associations and Advocacy Groups
Ore
Core Competency Three
Leadership Styles and Essentials
Learn how to tell good leadership from bad and behaviors of successful leaders
Moving from technical professional to manager
Emotional Intelligence
Public speaking
Self Management
Skills, methods and strategies needed for achievement of objectives, including goal setting,
focusing, planning, scheduling, self evaluation and self development.
Intercultural Development Inventory and Cultural Competence in Health & Human Service Delivery
Ethical and Systematic Decision Making Skills

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Core Competency Four

Introduction to Supervision
DBHDS Human Resource and Development Basics
Performance Management
Compensation
Legal Aspects
Recruiting and Retention
Employee Relations
Team Building and Facilitation
Consensus building
Setting agendas
Leading meetings
Delegating tasks
Strategies for Coaching and Motivating Staff
Turning vision into reality
The art of recognition
How to Influence others
Conflict Resolution
Managing Learning and Knowledge Acquisition
Exploring the Knowledge Center
Basic design and delivery of training
Identifying and developing staff potential
Assessing training needs
Addressing development issues
These competencies will be documented in the participants profile in the Knowledge Center.

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Bench Strength Assessment
Bench strength is defined as the number of critical leadership positions that have at least one person ready
to successfully assume the role and responsibilities of each of these positions. Bench strength assessments
can be a baseline measure of an organizations ability to fill positions from within. In such cases,
organizations evaluate the effectiveness of a succession planning program by comparing the number of
positions that have someone ready to successfully move into them before and after implementation of the
succession planning program.
Bench strength assessments done in 2014 identify vulnerabilities in all positions pay band 5 and higher in
the short term. 37% of Central Office staff is eligible to retire within 5 yrs. Two divisions in the agency have
more employees ready to retire than employees who are eligible are candidates for leadership positions.
80% of the agencies employees are one-off positions, meaning there is no other employee in the agency
that does their specific job function. On possible area of strength is a recent influx of new staff at this same
pay band that may be developed over a period of 3-5 years to take on lower level leadership positions.
These new staff will be an area of focus for development moving forward.

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Talent Identification
Participant Eligibility

Pay band 4, 5, or 6
No active violations of states standards of conduct
Worked in the public sector for at least one year
Recent evaluation that meets or exceeds expectations.
Aspire to a leadership role

Competency Proficiency Assessment Part I

Competency proficiency assessment involves the completion of the application for SystemLEAD, and
evaluation of the supervisors and second recommendation forms. These forms will provide a basis for
rating the extent to which employees demonstrate core leadership competencies. Once competency
models have been established for targeted leadership levels candidates can be assessed in relation to
relevant models.
Competency Proficiency Assessment Part II
Screened applications will then go on to be interviewed by a panel of individuals who will further explore
the applicants ability to contribute and complete the requirements of the program. The goal of the
interview will be to evaluate the individuals foundational knowledge and motivation to participate as well
as their position in the organization as it related to the workforce gaps identified in our analysis.
Talent Matrix
A talent matrix will be complied for each leadership level, where employees are placed in one of nine cells
based upon their potential score, the score is the product of their proficiency and scope of operation score
and their results score. The talent matrix provides a basis for identifying candidates for entry into the
development pool, which is based upon their placement in the matrix. The most effective use of an
agencys resources is to focus development efforts on employees who closely match the characteristics
that are needed to be successful at the next leadership level.
The result of this step will be a list of employees who will enter the development pool.

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Talent Development
Method
Development strategies for each leadership development pool are based on information gathered during
the talent assessment process. Different approaches to development will be necessary to address
proficiency or scope of operation issues in different settings. The key is to identify the right combination of
strategies that prepares them to successfully take on higher leadership roles within the organization.
Major Approaches for Developing Leaders
Five major approaches have been shown to be very effective in developing future leaders: key assignments,
formal classroom training, mentoring, and coaching.
Key Assignments
Research has shown that key assignments are the primary source for developing future leaders. By taking
on challenging projects, individuals are afforded rich learning opportunities to prepare them for leadership
responsibilities. Key assignments expose individuals to areas in which they have little or no experience.
Assignments may include position rotations, task force memberships, managing a group without direct
authority over the group, or taking on roles that involve a higher level of responsibility. Through these
assignments, leaders are able to learn by doing and work on real problems within the organization. Since
key assignments are performed on the job, they may play a significant role in the leadership development
process.
Formal Classroom Training
Classroom training is another method that is often used to develop future leaders. By obtaining formal
education, employees can learn basic leadership concepts and theories. Classroom training may also
enhance employees understanding of the importance of leadership competencies and ways to achieve
them. Classroom-type training is most effective when experience sharing and role-playing are critical to the
learning process.
Communities of Practice
A definition: Communities of practice have a tight focus on a common set of activities or practices. These
are composed of people who typically share common or related professional responsibilities or activities.
They are typically:
Self organizing
Cross traditional organizational boundaries
Allow like-minded experts to collaborate

Mentoring
Mentoring is defined as accelerated learning that is achieved through the relationship between an
employee and a manager at least two levels above the employee. Mentors help employees understand
their potential and how it may be applied to achieve full career growth within the organization. The role of

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the mentor may vary depending on the structure of the mentoring program. In a well-structured mentoring
relationship, the mentor acts as an advisor and plays a critical role in guiding and supporting the
employees growth and development. As with key assignments, mentors are typically few in number and
should be assigned to individuals with the greatest potential.

Coaching/Feedback
Coaching involves observing an employee at work and providing feedback to enhance performance. It is
typically performed by the employees direct manager and centers on specific outcomes that can be
attained in a relatively short period of time. Coaches focus on a specific set of problems, or the "results of
the position," exploring solutions and opportunities for the employee to use. Keep in mind that
development strategies should not be identified or implemented haphazardly. Instead, they should be
structured and carefully orchestrated to create optimal learning experiences. Development strategies
should be identified for the entire pool based on commonalities in strengths and growth needs found
within each leadership pool. Strategies should also be tailored to meet individual needs. An Individual
Development Plan or IDP (see Appendix I), which contains a customized set of structured activities, should
be created for each member in the pool. These activities may also include a common set of strategies that
every participant in a specific leadership pool must engage in.

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Evaluation
Evaluating the succession plan is just as important as developing the plan. The key is to have continuous
improvement of the plan using feedback from participants, leadership, and potential participants. This step
involves measuring the impact of the succession planning program upon established objectives.
Method
DBHDS will use multiple methods to evaluation the program. They will range from simple methods such as
an assessment of participant satisfaction to more sophisticated processes, such as a return on investment
or cost-benefit analysis. The evaluation of the program may be conducted by the planning team itself or an
independent team with program evaluation experience.
A measure for evaluating the effectiveness of succession planning has been incorporated into the
SystemLEAD bench strength evaluation step. In this step, the number of critical leadership positions that
have at least one person ready to assume the roles and responsibilities of these positions are identified
before implementing the succession planning program. Once the program has been up and running for a
sufficient amount of time, readiness assessments are conducted again to determine if the number of
positions with someone ready to move into these positions has increased.
The outcome for this step is a summary of the effectiveness of the succession planning program which
includes recommendations for improvement.

Acknowledgements
SystemLEAD Planning Guidelines has been developed using adapted material of the Georgia Merit System
and the Virginia Department of Motor Vehicles and used with their permission.

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