Workforce Development Plan - Public Health Foundation

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Workforce Development Plan

Version Developed Adopted 1.0 April 4, 2014 April 16, 2014

Workforce Development Plan - DPH

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Table of Contents

Purpose and Introduction .................................................................................................................................. 3

Introduction ....................................................................................................................................................... 3

Agency Profile......................................................................................................................................................... 4

Location & population served ..................................................................................................................... 4

Governance ......................................................................................................................................................... 5

Organizational structure ............................................................................................................................... 5

Learning culture ............................................................................................................................................... 6

Funding ................................................................................................................................................................ 6

Workforce policies ........................................................................................................................................... 6

Workforce Profile .................................................................................................................................................. 7

Introduction ....................................................................................................................................................... 7

Current workforce demographics ............................................................................................................. 7

Future workforce ............................................................................................................................................. 7

Core competencies for agency..................................................................................................................... 8

Focus on competency checklists and training ...................................................................................... 9

Training.................................................................................................................................................................. 10

Introduction .................................................................................................................................................... 10

Training needs assessment results ........................................................................................................ 10

Mandatory training ....................................................................................................................................... 10

Goals, Objectives, & Implementation Plan ................................................................................................ 11

Introduction .................................................................................................................................................... 11

Roles & responsibilities .............................................................................................................................. 12

Communication plan .................................................................................................................................... 13

Evaluation & Tracking ...................................................................................................................................... 13

Introduction .................................................................................................................................................... 13

Evaluation & Tracking ................................................................................................................................. 13

Conclusion/Other Considerations ............................................................................................................... 14

Other agency documents and plans ....................................................................................................... 14

Review of plan ................................................................................................................................................ 14

Appendix A – DPH Organizational Chart................................................................................................... 15

Appendix B – Curricula and Training Details .......................................................................................... 16


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Purpose and Introduction

Introduction In an effort to meet the changing health needs of the community, it will be necessary to expand our workforce capacity to offer both direct service delivery and population-based public health practice. Denver Public Health (DPH) is fortunate to employ skilled, dedicated and diverse staff. These individuals, who personify our values, will need to learn new skills to help us bridge our present with our future. When existing staff feel they are learning and growing personally and professionally and performing well they are more likely to stay with an organization and provide continuity by teaching and training others to become great employees. DPH has identified gaps in knowledge, skills, and abilities through the assessment of both organizational and individual needs, and addresses these gaps through targeted training and development activities. Workforce development opportunities identified in this plan align with DPH strategies in the DPH Strategic Plan. This document provides a comprehensive workforce development plan for DPH. It also meets the documentation requirement for Accreditation Standard 8.2.1: Maintain, implement, and assess the health department workforce development plan that addresses the training needs of the staff and the development of core competencies. Questions The workforce development plan is maintained by the Workforce Development Committee. Members represent staff from all sections of DPH and include: Katie Amaya, MPH Kathryn Root Arthur Davidson, MD James Sampson, NP Melissa Edel, RN Deryk Sanchez Standring, MA Laura Ginnett, MNM Terry Stewart Terri Olivieri Heather Weir, MPH, RD Sarah Rodgers, MNM For any questions regarding the DPH Workforce Development plan, contact: Terry Stewart, Prevention Training Center Manager [email protected] 303-602-3642

mailto:[email protected]


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Agency Profile Vision: Denver will be the healthiest community in which to live, learn, work, and play. Mission: Denver Public Health will collaborate with partners to inform, educate, offer services, and promote policy change to create communities where all people can be healthy. Core Values: Continuous Improvement, Fostering Innovation, Dedicated to Excellence, Compassionate Service, and Strength through Collaboration

Denver Public Health will have greater impact on population health by aligning departmental resources and efforts, communicating effectively, and collaborating with partners.

Location & population served The City and County of Denver is the capital of Colorado with a total 2012 estimated population of 634,265, Denver ranks as the 23rd most populous U.S. city. Located in the South Platte River Valley on the western edge of the High Plains, it lies just east of the Front Range of the Rocky Mountains. Nicknamed the Mile-High City, its official elevation is exactly one mile or 5,280 feet above sea level. The 10-county Denver-Aurora-Broomfield, CO Metropolitan Statistical Area had an estimated 2011 population of 2,599,504 and ranked as the 21st most populous U.S. metropolitan statistical area. The following figures describe the population served:


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Governance DPH provides a wide range of services that promote, improve and protect the health and well-being of the residents of Denver and beyond. We partner with Denver Environmental Health, a department of the Denver City and County government, to provide the 10 Essential Public Health Services. Much of the work we do is in partnership with community organizations located throughout Denver’s diverse communities. Our services include the following:

Birth and Death Records Clinical Care Community Health Data Educational Opportunities Health Promotion Activities Outbreak Detection and Investigation Services Public Health Emergency Preparedness

Denver Public Health is a department of Denver Health and Hospital Authority (Denver Health), an integrated health system whose mission is to provide care for all Denver residents, regardless of ability to pay. Denver Health includes an acute care hospital (Denver Health Medical Center), emergency response system, community-based clinics in Denver’s low-income areas, medical and surgical specialty clinics, behavioral health services (including the city’s detoxification unit), school-based health centers, and the Rocky Mountain Poison and Drug Center.

Organizational structure As a department of Denver Health, the Director of DPH reports to the Denver Health CEO. The DPH Director shares leadership with the Associate Director and the DPH Administrative Director. The leadership structure of DPH includes multiple divisions headed by Directors, who report to the DPH Director. Program areas are managed by teams of Program Managers/Supervisors. See Appendix A for the Organizational Chart.

0.6% 2.3% 3.4%

9.7%

31.8%

52.2%

0.0%

20.0%

40.0%

60.0%

AmericanIndian orAlaskanNative

Other Race Asian orPacific

Islander

Black, not ofHispanic

Origin

Hispanic White, not ofHispanic

Origin

Race/Ethnicity: Denver, 2010

Source: US Census


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Learning culture The talents and skills of staff are a primary focus within our quality improvement strategies for accreditation. Our patients and clients deserve public health staff that are current, proficient, and challenged to perform at the highest level of their abilities. The intended result is greater customer satisfaction, better public health outcomes, and more effective use of resources. DPH invests in our employees and their continued growth. To provide equal opportunities for all employees to achieve personal and professional growth, our workforce development committee has created this department-wide plan. Despite an era of recent budget cuts, DPH leadership has prioritized the value of workforce development. Funds have been established to support internal and external training and skill building opportunities, where funds can provide an incentive for greater return on investment. However, emphasis has been placed on finding in-house or (relatively) free training opportunities when possible.

Funding Denver Public Health is funded through a diverse stream of funding, which can vary across categories each year. In 2013, funding for DPH came from the following sources:

46% Federal 28% State 23% City and County 3% Other

DPH is committed to supporting staff in their professional development goals through financial assistance and/or devoted time to work on those goals. As allowed, grant budgets will have a standing line item for professional development. In addition, City and Special Revenue Funding (SRF) funding may be used for certain activities. If no other funding source has been identified, the Department will allot $200 per year for staff that have a 0.5 or greater FTE status. Use of any of these funding resources should be negotiated between the employee and his/her supervisor. Denver Health physicians and Allied Health professionals are offered funding and support through Denver Health for professional development and so they are therefore excluded from DPH Departmental professional development funds.

Workforce policies DPH, as a department of Denver Health, is included as a part of the enterprise-wide intranet. Found in this site are Denver Health Principles and Practices (P&Ps), which include P&Ps on Employee Competence. Additionally, a Public Health SharePoint site within this intranet includes the DPH Workforce Development Plan. All of these internal sites are accessible to all public health employees.


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Workforce Profile

Introduction This section provides a description of the current and anticipated future workforce needs. The table below summarizes the demographics of the department’s current workforce as of March 31, 2014.

Current workforce demographics

Category # or %

Total # of Employees: 138

Gender: Female: Male:

71% 29%

Race/Ethnicity: African American: American Indian/Alaska Native: Asian/Pacific Islander: Hispanic/Latino: White/Caucasian:

9%

<1% 4%

29% 57%

Age: 20-29: 30-39: 40-49: 50-59: >60:

8.0%

26.8% 21.0% 32.6% 11.6%

Professional Disciplines/Credentials*: Medical Directors/Physicians: Managers/Supervisors: Nurses: Informatics: Epidemiology/Preparedness: Health Promotion: Trainers: DIS/Linkage to Care/Patient Navigators/Social Workers: Health Care Partners: Support Staff: Other:

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29 29 6 7

12 13 16 8

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Employees <5 Years from Retirement: 10% *Does not total 138, due to a number of staff being included in multiple categories.

Future workforce The changing public health landscape of the 21st century provides new opportunities and challenges for those working in the field. Today’s public health challenges are much broader than in the past and require a workforce that is prepared and competent to address these challenges. One of the key challenges to health in the 21st century are those related to chronic disease prevention, not the acute communicable diseases which served as our focus in the last 100+ years. To address this challenge, we must retool our approaches and strategies.


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Chronic disease prevention requires a focus on systems, policy, and environmental changes. Thus, we must embrace new tools and retrain our workforce to meet these new challenges. In addition, we desire for every person in Denver to attain his or her full health potential, regardless of socially determined circumstances. As a result, we will strive to focus on broader population-based approaches and work on upstream factors such as the built environment, racism, poverty, educational attainment, and environmental causes of disease. To be effective in this work, the workforce will need support, training, and effective partnerships. Public health professionals of the future will need to understand and be able to use the new information systems that provide the data upon which public health research and practice is based. They will need to be able to communicate with diverse populations, to understand the issues, concerns, and needs of these groups in order to work collaboratively to improve population health. Public health professionals must have the skills and competencies necessary to engage in public health practice at many levels: leadership, management, and supervisory. This plan helps to list some of the basic steps that will be taken to ensure staff have the necessary skills, training, support and resources to tackle the public health problems of the future.

Core competencies for agency DPH has begun a process to adopt the Core Competencies for Public Health Professionals (Core Competencies) developed by the Council on Linkages Between Academia and Public Health Practices (Council on Linkages) to support the needs of the department. The Core Competencies are a set of skills for broad public health practice, reflecting characteristic proficiencies public health agency staff should possess as they work to protect and promote community health. The 2012 version of the Core Competencies will initially be used, with the department adopting an updated version of the Core Competencies as they become available. The Core Competencies framework allows our department to craft a staff training and assessment plan over time. The Core Competencies are divided into the following area of public health practice:

• Analytical/Assessment • Policy Development/Program Planning • Communication • Cultural Competency • Community Dimensions of Practice • Public Health Sciences • Financial Planning and Management • Leadership and Systems Thinking

In addition to the areas of practice, the current Core Competencies are divided into three tiers: Tier 1 applies to clerks and administrative assistants, Tier 2 applies to managers, supervisors, and those requiring a license or degree to perform their work, and Tier 3 applies to senior management.


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Focus on competency checklists and training Full adoption of the Core Competencies is a large undertaking and the Workforce Development Committee plans to start with the development of competency checklists and providing training as the initial steps in adopting the Core Competencies within the department. The following timeline summarizes the general activities and work planned to adopt the Core Competencies at DPH to further support staff.

Core competency goals 1. New employee orientation (including information on DPH as well as the Core

Competencies) in place by January 1, 2015. 2. Competency checklists created and used with all positions by the end of

2015. 3. Training provided to staff on the public health core competencies and related

checklists. Timeline for core competency adoption

January - June 2014 o Competency Checklist Pilot (Clerical Competencies)

July - December 2014 o Develop the "How-to" guide for creating Competency Checklists o Develop DPH New Employee Orientation

January - December 2015 o Competency checklists created for all positions o Training provided to staff

Continuing education requirements by discipline Multiple public health-related disciplines require continuing education (CE) for ongoing license to practice. Licensures held by staff, and their associated CE requirements, are shown in the table below. The Department encourages and supports employees pursuing licensure and those licensed or certified as part of their assigned roles and responsibilities.

Profession CE Requirements

Advanced Practice Nurse Varies by specialty, and certifying body* Physician Assistant 100 hours every 2 years (50 in Category 1) Health Educator (CHES/MCHES) 75 hours every 5 years Nursing (RN/LPN) 20 hours every 2 years (not required) Pharmacist 24 hours every 2 years Physician CME based on area of discipline Social Worker (LSW, LCSW, etc.) 40 hours each renewal cycle

* Advanced Practice Nursing Specialties recognized by the State Board of Nursing are

nurse practitioner (NP), certified registered nurse anesthetist (CRNA), certified nurse midwife (CNM) and clinical nurse specialist (CNS), which may have a population focus (including but not limited to: Neonatal; Child; Women; Adults; Family; Mental Health). State licensure requires national certification in your specialty. As a part of certification, the individual commonly shows evidence of continuing education credits determined by the certifying body for that specialty/population.


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Training

Introduction The range of activities and services that public health workers provide requires an experienced, motivated, and well-trained workforce. Attention to public health workforce development is essential to ensure we have a sufficient number of trained professionals and that continuing education for these professionals is accessible, encouraged, relevant, and linked to core public health competencies. Workforce engagement is a pillar of the Denver Health Strategic Plan as well as a strategy of the three-year DPH Strategic Plan.

Training needs assessment results Training needs will be identified through various methods. Supervisors and the Workforce Development Committee will review the list of Professional Development goals (currently tracked on the Master List Employee Professional Development Goals spreadsheet) to determine the training needs identified by staff and supervisors. The committee will work with supervisors and leadership to help provide training opportunities matched to the needs of staff. As competency checklists are developed and used within the department, additional gaps and training needs will become evident by supervisors. Additional information, such as that gained from the annual Quality Improvement Assessment and public health accreditation preparation, will be utilized to determine training needs, if applicable.

Mandatory training Denver Health uses the system, MC Strategies, to provide and track mandatory training for all employees. At hire and annually, each employee is required to take a set of mandatory online trainings. In addition to annual review of the online courses, staff must pass the associated tests with a satisfactory score to receive credit for the training. As assigned by Human Resources, all staff are expected to log into MC Strategies to complete the training and supervisors monitor progress and completion at each annual review. In addition to mandatory all staff training, managers are required to take additional classes offered by Denver Health Organizational Development. Appendix B summarizes trainings available for staff (including these mandatory trainings).


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Goals, Objectives, & Implementation Plan

Introduction The Workforce Development Committee develops annual goals, strategies and tactics and tracks progress on the plan using the Denver Health onFocus system. The following goal, strategies, and tactics were developed by the committee in late 2013 and progress is tracked monthly by the tactic leaders. Progress is monitored by the committee and reviewed monthly by the Core Leadership Team at DPH.

Goal Pillar Leader Target Date

Develop an exceptional and loyal workforce where employees are involved in and supported by workforce development.

Workforce Engagement Arthur Davidson

12/31/2014

Strategic Imperative Leader Target Date

Foster a culture of professional development Terry Stewart

12/31/2014

Tactic Achievement Indicator Start Date Leader Target Date

Update the Workforce Development Plan.

2014 Workforce Development Plan completed

1/1/2014 Terry Stewart

3/31/2014

Work with Organizational Development and School of Public Health to ensure we are capitalizing on the services and trainings they offer.

OD and Center for PH Practice are included in updating the workforce development plan.


3/31/2014

Improve structure around providing department-wide workforce development opportunities (e.g. Affordable Care Act training to entire dept.)

All staff aware of structured department-wide training activities


6/30/2014

Implement using the DPH Intranet site to track employee's professional development (PD) goals (including what the goal is, if it is completed, and how the employee rates the PD activity)

All staff trained on using the new PD goal intranet site.


6/30/2014

PD trainings and information listed on the PD activity intranet site (wiki) as a repository for staff to reference when looking for PD activities and resources

All staff trained on using the new PD activity site.


9/30/2014

Survey the employees about the new PD sites (PD tracking + wiki).

Survey completed and data reviewed at Workforce Development Group


12/31/2014


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Start to incorporate using the Public Health Core Competencies by providing basic training to all staff.

Basic training on public health provided to all staff.

1/1/2014 Judy Shlay

12/31/2014

Create written standard work for supervisors on hiring and onboarding new staff.

Standard work for supervisors completed and shared with supervisors

1/1/2014 Terri Olivieri

6/30/2014

Identify what requirements (e.g. staffing) are needed for more effective workforce development.

Requirements identified and shared with leadership.


12/31/2014

Develop new staff orientation for DPH

New staff orientation created, tested, and implemented for all new DPH staff


12/31/2014

Roles & responsibilities The table below lists individuals responsible for the implementation of this plan as well as the associated roles and responsibilities.

Who Roles and Responsibilities

Director/Associate Director Responsible to the Denver Department of Public Health for creating a shared vision of workforce development strategy, priority setting, establishing an environment that is conducive and supportive of learning and ensuring allotted funding is available.

Division/Program Directors Responsible to the Director for all employees within their divisions. Supports, coaches, and mentors supervisors and/or employees to assure support structures are available within the division. Identifies high potential employees as part of agency succession plan.

Supervisors/Program Managers/Program Coordinators

Responsible to the Program/Division Director and employees to ensure that individual and agency-based training initiatives are available and implemented. Works with employee to develop an individualized learning plan and supports the implementation of the plan (i.e. time away from work, coaching, opportunities for advancement). Identifies high potential employees as part of agency succession plan.

All Employees Ultimately responsible for their own learning and development. Determine at least a minimum of one annual professional development goal. Work with supervisor to identify and engage in training and development opportunities that meet their individual as well as agency-based needs. Identify opportunities to apply new learning on the job.

Workforce Development Committee

Reviews and updates the Workforce Development Plan annually and revises as needed. Develops and publishes training resources and helps maintain the Professional Development Goal Tracking System. Provide ongoing assessment and evaluation. Make recommendations to Director regarding training gaps and opportunities.


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Communication plan Feedback from the Core Leadership Team, program directors and manager, and other staff will be sought to ensure the process of implementing the workforce goals and strategies are done in a systematic and clear method. DPH staff will be notified via email annually when the plan is reviewed and updated. The Workforce Development Plan will be located, along with supporting materials, in the Workforce Development folder on the shared (G:\Common) drive and will eventually live on the PH SharePoint site for Workforce Development. Workforce development will also be the focus of a department town hall meeting each year to ensure all staff have the opportunity to hear about the plan and provide feedback.

Evaluation & Tracking

Introduction Evaluating workforce development trainings will provide DPH with useful feedback regarding its workforce development efforts, including: 1) training satisfaction, 2) knowledge gained, 3) course completion, 4) behavior change, 5) employee engagement, 6) applicability to job and performance and 7) first year retention rate. Just as trainings vary from mandatory organizational trainings to elective trainings through external partners, so will the methods and extent of evaluation and tracking.

Evaluation & Tracking DPH will use Kirkpatrick’s Model as a guide to develop its training evaluation program over the coming years. The chart below describes how DPH may use this model to capture and evaluate the measures identified above.

Level

What does it measure?

When will it primarily be used?

How will it be measured?

How will it be tracked?

1 - Reaction Participants’ reactions

Elective trainings completed as part of employee’s professional development plan

Example questions: “On a scale of 1-5, how would you rate your satisfaction with the training?” and “Would you recommend this training to a co-worker?”

Rating of satisfaction of trainings on Professional Development Goal tracking site Rating satisfaction and recommendation of trainings on the professional development training opportunities repository site

2 - Learning Participant learning (e.g., change in knowledge, skills, and/or

Mandatory trainings

Passing test score and/or demonstration of skill/knowledge

MC Strategies system (Denver Health Organizational Development)


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attitude) 3 - Behavior Participant

behavior change Reviewing competency checklists

Behavior change before and after training (e.g., having a gap on the competency checklist that is resolved at the next review)

During annual review process

4 – Results Changes to the “bottom line” (e.g., increased productivity, reduction in turnover, higher morale, greater job satisfaction)

Annual employee survey

Employee engagement score and first year retention rate

Denver Health Morehead employee engagement survey DPH scorecard

The Workforce Development Committee will begin with establishing high-level evaluation and tracking systems and reassess these systems on an annual basis. As a result, in the beginning, training activities may not be assessed for every level of evaluation. Appendix B identifies the level of evaluation, evaluation measures, and tracking tool currently used for each training opportunity.

Conclusion/Other Considerations This document describes a path for DPH to develop a workforce that is engaged, proactive and focused on the mission and strategic plan of the organization. It is an evolving document and will benefit from the feedback of the workforce for whom this plan is designed. The future roles and functions of public health in this era of healthcare transformation are unknown. With a nimble approach and focused effort on the development of core competencies, Denver Public Health will help lead changes to meet the needs of our constituents.

Other agency documents and plans The plan will be used in conjunction and coordination with the DPH Strategic and Performance Improvement Plans.

Review of plan The plan will be reviewed on an annual basis by the Workforce Development Committee. The Core Leadership Team will approve any changes to the plan, and DPH staff will be notified via email annually when the plan is reviewed and updated.

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Appendix A – DPH Organizational Chart


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Appendix B – Curricula and Training Details

Topic Description Timeframe Format Kirkpatrick

Level Evaluation Measures

Tracking Tool

Clerical Academy Mandatory training on registration, insurance verification and appointment scheduling.

Offered quarterly through Revenue Cycle Department.

Face to Face Level 2 Knowledge in course content

QA Reports from Revenue Cycle Department are sent out weekly to Clinic Administrators. The QA results are shared with staff and used as an opportunity for clarification and training.

Communication 101

Employee will learn listening and communication tools to build positive working relationships with co-workers.

Manager approved timeline.


MC Strategies, Denver Health Organizational Development

Co.Train The premier learning resource for professionals who serve the citizens of Colorado. A free service of the Public Health Foundation, www.train.org is

Classes available throughout the year.

Face to Face and Web-based

Level 2 Knowledge in course content

Class participation tracked by employees and supervisors, as well as the Co.Train website

http://www.phf.org/

http://www.phf.org/

http://www.train.org/


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Tracking Tool

part of the newly expanded TrainingFinder Real-time Affiliate Integrated Network (TRAIN).

CPR & Basic Life Saving (BLS) Certification

Mandatory training on cardiac pulmonary resuscitation and basic life support for clinical staff.

Every two years.

Face to Face by Nursing Education


Nursing Education

Defensive Driving Certification Program

Required when you are using a company vehicle or your personal vehicle and submitting mileage reimbursement.

Required annually.

Web based Level 2 Knowledge in course content

The Parking Manager in Engineering tracks compliance and sends reminders for insurance verification when due.

Defusing Challenging Customer Behaviors

Mandatory training for frontline employees with direct patient contact. Participants will learn skills and techniques to diffuse and prevent





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Tracking Tool

further escalation of a difficult situation.

Denver Health New Employee Orientation

Welcomes new employees to Denver Health by providing an essential first introduction to the organization.

First day of employment.

Face to Face Level 1 Post-orientation satisfaction survey


Denver Public Health New Employee Orientation

An overview of DPH policies, expectations, introductions to staff, the building and campus.

First month of employment


DPH Administration and New Employee Checklist

ELITE Leadership Development (for nurse leaders)

The Denver Health Emerging Leaders in Transition to Excellence (ELITE) Leadership Development Program helps identify and grow the next generation of nurse leaders at

Yearly Monthly classes and projects.




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Tracking Tool

Denver Health. This one-year leadership development program includes monthly classes and projects to help prepare staff nurses for leadership opportunities.

Heartsaver (CPR/BLS for non-clinical staff)

CPR/BLS training for non-clinical staff (recommended)

Offered year round


Nursing Education

Improving Customer Experience with AIDET (Acknowledge, Introduce, Duration, Explain, Thank)

Denver Health's customer service training to increase the quality of the customer experience.




Incident Command Structure & National Incident Management System All Staff:

IS-100

Principles of incident command systems and the National Incident Management System.

Within 60 days of notification from Emergency Preparedness Department.

Web based Level 2 Knowledge in course content evaluated with post-training test.

DPH Epidemiology and Preparedness tracking sheet


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Tracking Tool

IS-700 DPH Leadership

IS-200

IS-300

IS-400

IS-800

Introduction to Public Health

Offered by the Colorado Public Health Training Center at the Colorado School of Public Health, this course provides a historical perspective on public health accomplishments, offers a brief overview of current trends and emerging issues in public health, and reviews the scientific disciplines that guide public health practice.

Full day class, offered quarterly

Face to Face Level 1 Post-course satisfaction survey

Class participation tracked by employees and supervisors


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Tracking Tool

Leadership Development

Creating a Customer Experience Strategy

Communication Skills for Leaders

Developing Successful Teams

Discipline and Documentation

FMLA

Harassment Avoidance

Hiring the Right Person Leading Diversity and Cultural Awareness

Performance Appraisal

Performance Management

Courses available for all Denver Health managers and supervisors through Organizational Development.

Available year round

Online and in person classes




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Tracking Tool

Lean Management System

This Leadership Development program consists of training on standard work, visual management, leadership standard work, A3 deployment and change management.

5 day class (over a 3-4 month time period) offered throughout the year

Face to Face class with projects and activities between classes



Mandatory Training (MC Strategies)

Code of Conduct

Cultural Diversity

Drug Free Workplace

GHA & OSHA Communication Standards

Infection Prevention

Medical Interpreter and Translation Services

PHI Privacy &

On line mandatory course training for all employees.

Yearly These can be found on the DH Pulse Education and Training Site and they are assigned annually to all employees

Level 2 Knowledge in course content evaluated with post-training test.



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Tracking Tool

Security

Understanding Sexual Harassment

Workplace Violence

Your Environment of Care

Microsoft Office Recommended and offered through DPH. To include: Word, Excel, and PowerPoint.


Face to Face Level 1 Post-course satisfaction survey

Class participation tracked by employees and supervisors

Patient Safety Intelligence

Required for clinical staff to report and document safety occurrences in their area.


Web based Level 2 Knowledge in course content

Denver Health Patient Safety and Quality tracks patient safety reports and follows up if needed.


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Tracking Tool

Regional Institute Health & Environmental Leadership (RIHEL) Advanced Leadership Training program

The Advanced Leadership Training Program is designed to enhance the leadership skills of the individual participants, and to create an interdisciplinary network of leaders who are dedicated to the health and environment of our region. The program is delivered to approximately 45 health and environment professionals in the Rocky Mountain region annually

Annual program

Face to face training


Participation tracked by employees and supervisors

Time & Attendance (for supervisors)

Supervisor training on the online payroll and staffing system.

Offered year round.

Online training



Workforce Development Plan - Public Health Foundation

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