**A Crisis for Leaders: Improving Retention and Recruitment at the
Alaska Department of Environmental Conservation**

# 

# 2007 - 2008 

# 

#  Environmental Public Health Leadership Institute Fellow:

# Lorinda Lhotka, BA

*Environmental Health Officer- Retail Food Specialist,*

*Division of Environmental Health*

*Alaska Department of Environmental Conservation*

*610 University Avenue, Fairbanks, Alaska 99709*

*(907)451-2119*

*Lorinda.Lhotka@alaska.gov*

# Mentor:

### **Robbin Rose; MS, REHS**

*Supervisor, Food Protection Program*

*Environmental Health Services Division*

*Washoe County District Health Department*

# Acknowledgements:

### **Kristin Ryan, BA**

*Director, Division of Environmental Health*

*Alaska Department of Environmental Conservation*

### **Ron Klein, BS, MS**

*Program Manager, Food Safety & Sanitation Program,*

*Division of Environmental Health, Alaska Department of Environmental
Conservation*

### **Kimberly Stryker, BA**

*Program Manager, Food Safety & Sanitation Program,*

*Division of Environmental Health, Alaska Department of Environmental
Conservation*

### **Cindy Christian, BA, MPA**

*Program Manager, Drinking Water Program,*

*Division of Environmental Health, Alaska Department of Environmental
Conservation*

### **Brenda Duty, BS**

*Health Educator, Food Safety & Sanitation Program,*

*Division of Environmental Health, Alaska Department of Environmental
Conservation*

### **Katharine Heumann, BA**

*ProgramCoordinator , "Careers At DEC"*

*Commisioner's Office, Alaska Department of Environmental Conservation*

### **Lynda Giguere,**

*Public Information Officer*

*Commisioner's Office, Alaska Department of Environmental Conservation*

### **Jeanine Oakland, BS**

*Environmental Program Specialist, Drinking Water Program,*

*Division of Environmental Health, Alaska Department of Environmental
Conservation*

### **Joe Sarcone; MPH**

*Rural Sanitation Coordinator*

U.S. Environmental Protection Agency, Alaska Operations Office

> ![](media/image1.jpeg){width="1.3756944444444446in"
> height="0.6368055555555555in"}

# EXECUTIVE SUMMARY:

Lack of retention and difficulty in recruitment of new employees are
becoming a crisis at the Alaska Department of Environmental Conservation
(ADEC). For a Department with just under 400 employees, ADEC this year
has opened over 300 recruitments to fill staff vacancies. Factors
contributing to poor staff retention and recruitment difficulty include:
high number of staff retirements, salaries not keeping pace with
inflation and cost of living, and a significant decrease in benefits and
employer contributions for new employees. The growth in the natural
resource development industry has caused competition within the employee
recruiting market. Additionally, the bureaucratic culture of government
is often a deterrent to the younger generation. Pay and benefits are
negotiated between the Unions and the Governor's Office, while budgets
must go through the legislative process. Changing the negotiation
process and budget approval process is often difficult or impossible.
Currently, ADEC employees enter government work knowing that private
industry pay and benefits exceed the State's. ADEC has the best
opportunity to improve retention and recruitment issues by changing the
current work environment into a more flexible, creative and innovative
environment. Creating this change will take the vision of leaders within
the ADEC. This project was initiated to provide leadership development
opportunities for all ADEC staff. A Leadership Development Series has
been launched with the cooperation and commitment from the ADEC
Commissioner's Office. This Series is intended to generate interest in
leadership topics and encourage and foster a learning environment for
future leadership training opportunities throughout the ADEC, thereby
improving staff retention and improving the marketability of the ADEC as
an exceptional place to work.

# INTRODUCTION/BACKGROUND: 

There have been numerous news articles in papers and industry journals
in the State of Alaska about the "brain drain" occurring in State
government. Lack of retention and difficulty in recruitment of State
employees is becoming a crisis recognized by the Governor, the State
Legislature, and even regulated industry. At the Alaska Department of
Environmental Conservation; there is recognition of the situation and an
Employee Retention Survey and study have been completed in response the
problem. The Commissioner's Office recognizes the strong need for change
as leadership is facing a critical turnover of employees.

Some of the more apparent causes for poor retention:

-   high number of retirements (baby boomers)

-   salaries not keeping up with inflation and the cost of living

-   significantly decreased benefits and contributions for new State
    employees

There is an expected gas line boom to hit the State which has already
started an increase in development. This expansion means that there will
be a growth in regulatory oversight which will likely result in an
increased workload and need for more ADEC employees. This growth in
industry is expected to additionally cause a "brain drain" from State
government to the private sector and into federal government jobs that
provide more competitive pay and benefits.

The recruitment and training process for new employees is time consuming
and very expensive. Time spent in the recruitment and training process
prevents managers from doing their "real work". It also creates a burden
on employees that have to take on additional duties to cover for the
vacancies or simply facing the reality that the work cannot be
completed. This leads to decreased morale and eventually burnout. The
current administration's goal is to decrease the size of government and
increase its efficiency. The continued low retention rate of State
employees is not helping to achieve the goal as these conditions usually
lead to more bureaucratic processes, decreased efficiency and overall
frustration.

Changing pay and increasing benefits is not easily addressed as part of
this project. Instead, this project focuses on changing the environment
and culture, using the hypothesis that some employees choose to stay in
State government because they are interested in public service and
protecting public health. The reality is that, in most cases, government
work will not meet or exceed that of private industry. People will work
for government for the quality of life.

Recruitment processes will most likely be focused on the younger
generation of college graduates. This generation, known as "Generation
Nexters, or "Digital Natives", is at home with technology. They have
hybridized their knowledge and comfort with technology with new
behaviors. Unhappy with the traditional top-down, hierarchical style of
management that is common in government agencies, the Digital Natives
prefer a work environment which allows more creativity and flexibility.
Their skills could lead to dramatic innovations in government work
processes if the government environment can change to adapt to them.

Positively changing the environment and increasing employee's quality of
life should enhance employee retention. To bring about this change,
strong leadership must be present at all levels at ADEC.

####### ***Problem Statement**:* Why can't the Alaska Department of Environmental Conservation effectively recruit and retain employees?

####### ***Behavior Over Time Graph:***

#######  

####### ***Causal Loop Diagrams and applicable archetypes:***

#######  {#section-4 .unnumbered}

####### ***10 Essential Environmental Health Services:***

This project directly relates to the "Ten Essential Services" by
assuring a competent workforce. This goal of this project is to
ultimately increase the capacity of ADEC to recruit and retain qualified
employees. This project seeks to achieve that goal by enhancing the
leadership ability of ADEC employees. Enhancing leadership skills will
have a direct effect on the environment and work culture of the
Department, making ADEC marketable as an exceptional place to work.
Without a competent and strong work force in the public sector it is
difficult to effectively carry out any of the Essential Services of
Environmental Health.

![](media/image2.png){width="3.75in" height="3.8125in"}

Figure 3: Reprinted from CDC's "National Strategy to Revitalize
Environmental Public Health Services".

####### 

####### 

####### ***National Goals Supported*** 

This project addresses the CDC "National Strategy to Revitalize
Environmental Public Health Services" by supporting goals **III** and
**V**.

**Goal III: Foster Leadership.** This goal addresses the need to foster
strong leadership to enhance environmental public health practices. This
project specifically has been developed to build and enhance leadership
capabilities at ADEC.

**Goal V: Develop the Workforce.** Promote the development of a
competent and effective environmental public health services workforce.
This project specifically focuses on training, recruitment, and
retention activities.

***Environmental Health Competency Project: Recommendation for Core
Competencies for Local Environmental Health Practitioners***

Leadership development at the Department of Environmental Conservation
addresses areas of the core competencies, including management and
communication. Additionally, the traits and characteristics that are
described for an effective environmental practitioner are those that
would also be used to describe a strong leader.

####### Project Logic Model:

+----------+------------+----------------+----------------------------+
| *        |            |                |                            |
| *Goal:** |            |                |                            |
| Develop  |            |                |                            |
| and      |            |                |                            |
| foster   |            |                |                            |
| an       |            |                |                            |
| env      |            |                |                            |
| ironment |            |                |                            |
| for      |            |                |                            |
| future   |            |                |                            |
| le       |            |                |                            |
| adership |            |                |                            |
| dev      |            |                |                            |
| elopment |            |                |                            |
| th       |            |                |                            |
| roughout |            |                |                            |
| ADEC to  |            |                |                            |
| improve  |            |                |                            |
| staff    |            |                |                            |
| r        |            |                |                            |
| etention |            |                |                            |
| and the  |            |                |                            |
| marke    |            |                |                            |
| tability |            |                |                            |
| of ADEC  |            |                |                            |
| as an    |            |                |                            |
| exc      |            |                |                            |
| eptional |            |                |                            |
| place to |            |                |                            |
| work.    |            |                |                            |
+----------+------------+----------------+----------------------------+
| **Re     | **Ac       | **Outputs**    | **Short and Long Term      |
| sources/ | tivities** |                | Outcomes, Impacts**        |
| Inputs** |            | -   \# of      |                            |
|          | **         |                | -   Collaborative programs |
| ADEC     | Leadership |   participants |     within the divisions   |
| Staff    | Series     |     in         |     of ADEC                |
| and time | Design and |     Leadership |                            |
| to work  | Dev        |     Series     | -   Mental Models of the   |
| in a     | elopment** |                |     employees of the       |
| w        |            | -   Diversity  |     Department- how they   |
| orkgroup | -          |     of         |     perceive the           |
| (Think   |    Recruit |                |     effectiveness of       |
| Tank) to |     site   |   participants |     communication within   |
| e        |     fa     |     in series  |     Department to carry    |
| valuate, | cilitators |     (all       |     out program missions   |
| plan and |            |     levels of  |                            |
| carry    | -   Review |     staff and  | -   Change in employee     |
| out      |            |     spectrum   |     perceptions in         |
| ac       |   employee |     of         |     promoting Department   |
| tivities |            |     progr      |     and Program missions   |
|          |  retention | ams/divisions) |                            |
| (fac     |     report |                | -   Development and        |
| ilitator |            | -   \# of hits |     implementation of      |
| time)    | -          |     on         |     Department strategies  |
|          |    Develop |     Leadership |     to enhance effective   |
| Co       |            |     BLOG       |     communications         |
| mmitment |  curricula |                |                            |
| of DEC   |            | -   \# of      | **Behavior**               |
| Commis   | -   Create |     employees  |                            |
| sioner's |            |     who have   | -   Increased leadership   |
| office   | leadership |     left after |     capacity at all levels |
| and      |     BLOG   |     inception  |     of ADEC                |
| ma       |            |     of         |                            |
| nagement | -          |     Leadership | -   Increase in the        |
| to allow |    Utilize |     Series     |     communication skills   |
| e        |     ADEC   |                |     of employees           |
| mployees |            | -   #of        |                            |
| to       |   Intranet |                | -   Improved and enhanced  |
| par      |     for    |    evaluations |     communication and      |
| ticipate |     Series |     completed  |     collaboration between  |
| in       |            |                |     divisions and programs |
| Le       | -   Engage |                |     at ADEC                |
| adership |     staff  |                |                            |
| Series   |     to     |                | -   Increased utilization  |
| ac       |     p      |                |     of staff skills to     |
| tivities | articipate |                |     solve environmental    |
|          |     in     |                |     health problems        |
| (        |            |                |                            |
| employee | Leadership |                | **Results**                |
| time)    |     Series |                |                            |
|          |            |                | -   Improved staff         |
| **F      | **         |                |     retention              |
| unding** | Leadership |                |                            |
|          | Series**   |                | -   Marketability of ADEC  |
| Cont     |            |                |     as an exceptional      |
| ribution | -          |                |     place to work          |
| of       |    Present |                |                            |
| fac      |            |                |                            |
| ilitator | leadership |                |                            |
| time     |            |                |                            |
| paid for |  materials |                |                            |
| by the   |            |                |                            |
| Division | -          |                |                            |
| /Program |   Evaluate |                |                            |
| which    |     Series |                |                            |
| they are |            |                |                            |
| e        | -   Refine |                |                            |
| mployed. |     the    |                |                            |
|          |     Series |                |                            |
|          |            |                |                            |
|          | -   Take   |                |                            |
|          |     Series |                |                            |
|          |     out to |                |                            |
|          |     more   |                |                            |
|          |     staff  |                |                            |
+----------+------------+----------------+----------------------------+

# 

# PROJECT OBJECTIVES/DESCRIPTION/DELIVERABLES:

####### ***Program Goal:*** Develop and foster an environment for future leadership development throughout ADEC to improve staff retention and the marketability of ADEC as an exceptional place to work.

***Health Problem:*** Ineffective leadership skills throughout the
different levels of ADEC contributes to decreased employee retention and
increasing recruitments which ultimately prevent the organization from
providing consistent and effective public health services. This stifles
creativity and innovation for the challenges that need to be addressed
in the changing regulatory environment.

***Outcome Objective:*** By January 2009, 25% of employees at all levels
of ADEC will have received leadership development training through the
ADEC Leadership Series. Specific strategies will have been developed and
implemented by ADEC to foster on-going leadership development.

####### ***Determinant:*** Improved employee retention and job satisfaction. 

####### ***Impact Objective:*** By 2010, the Department will see a 25% increase in job satisfaction amongst employees and employee retention will have increased by 10%. 

####### ***Contributing Factors***

1.  Stovepiping of organization (isolation of Programs and Divisions)

2.  Funding: sources and decreases

3.  Changes in administration that stifle collaborative programs within
    the Department and with regulated entities

4.  Generational gaps

5.  Lack of leadership development opportunities available

6.  Leadership development is not recognized as on-going priority

7.  Lack of staff input into strategic and leadership planning efforts

####### ***Process Objectives***

1.  By July 31, 2007 ADEC Pilot Leadership series and delivery method
    will be developed.

2.  August- December 2007 carry out monthly Leadership Series training
    sessions

3.  By January 7^th^, 2008 debrief with Leadership Series Think Tank on
    how they felt the Series went and recommendations for improvement
    for future Leadership Series

4.  By January 15^th^, 2008 evaluate the Pilot Leadership Series

5.  By January 30^th^, 2008 plan curriculum and delivery method for next
    Leadership Series taking into account results from survey and
    observations from Leadership Series Think tank

6.  By February 19^th^, 2008 kick-off next Leadership Series

# METHODOLOGY:

####### ***Events and Activities***

1\. Develop ADEC Pilot Leadership series and delivery method

**Event**: Workgroup meetings to develop the Leadership Series

**Activities:**

-   Identify what contributes to employee dissatisfaction by reviewing
    the Employee Retention Survey

-   Develop a vision for the ADEC Leadership Series

-   Establish curriculum topics and presenters

-   Establish schedule for Leadership Series

-   Develop an evaluation tool for monthly presentations

-   Develop a BLOG site to post applicable articles, websites, and area
    for ADEC employees to post comments on the Series

2\. Deliver monthly Leadership Series training sessions

**Event:** 5 Leadership Series presentations (1.5 hour sessions monthly)

**Activities:**

-   "Touch Base" meetings to prior to presentation to prepare
    facilitators

-   Debrief meeting after each presentation to discuss delivery method,
    areas for improvement and feelings of how it went

-   Have site facilitators send in evaluations forms and sign-in sheets
    so individual presenters will get immediate participant feedback

3\. Debrief with Leadership Series Think Tank on how the Series went and
collect recommendations for improvement for future Leadership Series.

**Event:** Debrief Meetings

**Activities:**

-   Facilitate discussion group to summarize recommendations for areas
    for improvement, how the sessions were received

-   Plan dates for beginning the next series

-   Get commitment from group to go forward with another series

4\. Evaluate the Leadership Series

**Event:** Circulation and review of electronic survey

**Activities:**

-   Create survey with small workgroup

-   Send survey out to participants

-   Evaluate the survey

5\. Improve and modify the Leadership Series

**Event:** Workgroup sessions

**Activities:**

-   Review data from survey

-   Identify topic areas

-   Identify presenters

-   Identify delivery methods

-   Set dates and schedule for next series

Other important activities recommended by **Leadership Series Think
Tank**:

-   Improved orientation and on-boarding for new employees

-   Increase use of ADEC intranet as a communication method throughout
    the Department (only a few programs are currently utilizing it)

-   Conduct an In-House Open House at the major DEC offices (Juneau,
    Anchorage, Fairbanks) highlighting a different program or Division
    in the Department so employees can learn about the different
    functions and programs within the Department. This will help ADEC
    employees identify other resources that can assist them in their
    work and to foster intradepartmental collaboration.

# RESULTS:

1.  **Develop ADEC Pilot Leadership series and delivery method.** A
    cross-Divisional group of individuals at ADEC had already been
    having small monthly gatherings to discuss leadership topics and
    communication development. This core group identified that a more
    formal delivery system should be developed as interest was growing
    throughout the Department and expanding to other ADEC offices
    throughout the State. A vision was developed. The group wanted to
    include topics that would generate participation and enthusiasm for
    leadership development.

2.  **Deliver Leadership Series training sessions.** The first
    Leadership Series presentation was on August 14^th^, 2007.
    Commissioner of ADEC Larry Hartig provided the introductory remarks
    for the first series presentation and discussed how each employee in
    the Department can be a leader. The Leadership Series presentations
    were made monthly in 1.5 hour sessions in the main Department
    offices at Juneau, Anchorage, Fairbanks, Wasilla and Soldotna. The
    presentations were mixed media utilizing the teleconference system,
    PowerPoint, and DVDs. On-site facilitators at each location lead
    group discussions to allow for more group participation. A short
    evaluation was provided to the participants at each session. There
    was a 10-25% turnout rate of employees for each location. The
    majority of participants reported that they would appreciate
    additional training opportunities on leadership topics and that the
    Leadership Series would assist in future career development at ADEC.

3.  **Debrief with Leadership Series Think Tank and summarize
    recommendations for improvement for future Leadership Series.** The
    Leadership Series facilitators have had two debrief meetings in
    early January 2008 since the Pilot series concluded. The group is
    enthusiastic about working and continuing on with a second series.
    Two additional facilitators have been added to the group. The
    group's overall impression is that the series was well received and
    there is a lot of interest in more in-depth leadership topics. The
    Leadership BLOG site appears to have only been utilized by the
    facilitators. The group will work on generating more interest and
    use of the site by ADEC employees. The facilitators indicated that
    more time may need to be spent on each leadership topic area and
    possibly increasing the frequency of the sessions, or having longer
    sessions.

4.  **Evaluate the Pilot Leadership Series.** An electronic survey will
    be developed and delivered to ADEC employees to assess the format of
    delivery, future leadership topics and overall reactions to the
    training by January 22, 2008. A short demographic questionnaire will
    be included to which programs of ADEC participated, which level of
    management was attending and how long participants have worked for
    the State of Alaska.

5.  **Plan curriculum and delivery method for next Leadership Series
    taking into account results from survey and observations from
    Leadership Series Think Tank.** This is the next step and the group
    is excited about making improvements and continuing on.

6.  **Kick-off next Leadership Series.** The first session of the next
    series is scheduled for mid-February 2008. A lot of work needs to be
    accomplished in a short period of time so maintaining momentum with
    this project is important.

# CONCLUSIONS:

I believe that if government creates an exceptional place to work,
retention and recruitment will not be a significant problem. There are
models of success in county governments such as Volusia County, Florida
who changed the model of management and leadership to a more
participative process. This ensured that recruitment for the county was
no longer a problem. The most important impact that of this leadership
project is to stimulate interest and learning at ADEC in leadership
development while creating a culture of organizational learning. In
addition, the Leadership Series provides an opportunity for employees of
the Department to learn about challenges in other Divisions and programs
enhancing employee collaboration and problem-solving.

# LEADERSHIP DEVELOPMENT OPPORTUNITIES:

####### ***Lorinda Lhotka***

I am very happy to have had the unique opportunity to be part of this
Institute. I was amazed by the resources and time that the Heartland
Centers has put into creating a truly unique learning opportunity. I
recognize after having coworkers and myself participate in EPHLI how far
the impact of this Institute goes. I have gained new insights that I
have been anxious to share with others in my workplace in and in my
life. I am excited about contributing to making ADEC an exceptional
place to work and be of service.

For me, the best part of being at the workshops was being with the other
fellows- getting to know them, their aspirations, and their reflections
on their personal growth. I learned at the Institute that I am this way
because I am an extrovert and draw my energy and renewal from fellowship
with others. I appreciated the opportunity to collaborate with my
Alaskan team and our Mentor Robbin Rose by contributing thoughts to
their projects and expanding my understanding of Environmental Health in
Alaska through them.

Being a participant of the Institute has helped me give me permission to
do many hours of personal reflection on my work habits, my understanding
of working relationships, and what leadership means to me.

I appreciate and recognize the generosity of the Institute to fly me
down from Fairbanks, Alaska to participate in this program. Recognizing
the enormity of the effort and cost alone just for my trip has instilled
in me strongly a strong commitment to improving the Environmental Health
field in Alaska.

# ABOUT THE EPHLI FELLOW

***Lorinda Lhotka, B.A.***

Lorinda Lhotka has worked with the Alaska Department of Environmental
Conservation since 2000, and serves as the Retail Food Specialist for
the Division of Environmental Health, Food Safety and Sanitation
Program. The Food Safety Program provides local services throughout the
State of Alaska, as the only local government entity to have health
authority is the Municipality of Anchorage. She is responsible for
training and standardizing Environmental Health Officers in retail food
and serves as program expert on the Alaska Food Code and retail food
issues. Ms. Lhotka holds a Bachelor of Arts degree in Biology from the
University of Alaska Fairbanks.

# REFERENCES

1.  McDowell Group, *DEC Employee Retention Survey Report*. 2006

2.  The Council of State Governments, *State Employee Worker Shortage-
    The Impending Crisis.* 2002

3.  Federation of Public Employees, Report of the Recruitment and
    Retention Task Force: *The Quiet Crisis- Recruitment and Retention
    in the Public Sector.* 1999

4.  American Federation of Teachers, *Taking Action Against the Quiet
    Crisis in Recruitment and Retention*. 2001

5.  State of Alaska, Division of Personnel, Employee Movement Report.
    Statewide Planning and Research*.* 2006.

6.  Booz Allen Hamilton, Ignoring \'Generation Techs\' at your own
    peril. *Strategy+Business.* 2004. Retrieved October 2, 2004 from:
    [http://news.com.com/Ignoring+%27Generation+Techs%27+at+your+ow](http://news.com.com/Ignoring+'Generation+Techs'+at+your+own+peril/2030-1069_3-5384821.html?part=rss&tag=5384821&subj=news.1069.5)

7.  Rainie, L., *Digital 'Natives' Invade the Workplace*. Pew Internet &
    American Life Project. 2006

8.  Osaki, C., *Essential Services of Environmental Health*. Northwest
    Center for Public Health Practice, University of Washington School
    of Public Health and Community Medicine, Seattle, WA. 2004

9.  Centers for Disease Control, *Health Protection Goals.* Atlanta, GA:
    Department of Health and Human Services. 2006

10. U.S. Department of Health and Social Services, Office of Disease
    Prevention and Human Services. *Health People 2010*. Available at:
    [http://www.healthypeople.gov](http://www.healthypeople.gov/)

11. Centers for Disease Control, *A National Strategy to Revitalize
    Environmental Public Health Services.* Atlanta, GA: Department of
    Health and Human Services. 2003

12. APHA, Environmental Health Competency Project: Recommendation for
    Core Competencies for Local Environmental Health Practitioners.
    Retrieved from <http://www.apha.org/ppp/Env_Comp_Booklet.pdf>

13. Volusia County Health Department, Participative Management Model at
    Volusia County Division of Environmental Health. Contact Peter
    Thornton for explanation and presentation.