Clone of 2025 P-WFDP

WORKFORCE DEVELOPMENT ASSESSMENT AND GOAL SETTING
In the development of your 2026 P-WFDP, have you… (Select all that apply)

Attended an AzAHP-sponsored P-WFDP WorkshopAttended a Health Plan sponsored P-WFDP WorkshopReceived 1:1 consultation from a WFD AdministratorReached out to another Provider for consultation on your P-WFDPConsulted/worked collaboratively with individuals at your Provider agencyNone of the above, I worked independently on my P-WFDPOther
List the PREVIOUS goals from your 2025 P-WFDP and describe progress made on each of these goals

If your agency did not submit a P-WFDP in 2025, type “N/A” in this section and a brief explanation as to why your plan was not submitted (new to the network, missed submission, not required per 2022 AHCCCS DAP, etc.).
Goal Statement 1 & Progress
Please restate your goal. What percentage of the goal has your agency completed? What action steps did you complete to meet your goal? Did you run into any barriers? How did this goal benefit your agency? Whom at your agency was impacted by this initiative? What next steps have you identified (maintaining goal, setting additional benchmarks, etc.)? What tracking measures did you use to define success?
Goal Statement 2 & Progress
Please restate your goal. What percentage of the goal has your agency completed? What action steps did you complete to meet your goal? Did you run into any barriers? How did this goal benefit your agency? Whom at your agency was impacted by this initiative? What next steps have you identified (maintaining goal, setting additional benchmarks, etc.)? What tracking measures did you use to define success?
Goal Statement 3 & Progress
Please restate your goal. What percentage of the goal has your agency completed? What action steps did you complete to meet your goal? Did you run into any barriers? How did this goal benefit your agency? Whom at your agency was impacted by this initiative? What next steps have you identified (maintaining goal, setting additional benchmarks, etc.)? What tracking measures did you use to define success?
Identify 3 competency-based Workforce Development focused goals (using the SMART Goal structure).

If your agency submitted a P-WFDP in 2025, utilizing the same goals with new initiatives outlined is appropriate. Your agency may also create new goals.

Please reference the 5 C's here.
1. SMART Goal Statement & Detailed Action Steps
Write a Workforce Development goal statement in SMART format [Specific and Significant, Measurable and Meaningful, Attainable and Action-Oriented, Relevant and Rewarding, Time-bound and Trackable]. Ensure you are describing the who, what, when, where, how and why of your agency's initiative. WFD focus areas may include: Retention, Turnover, Competency Assessment, Skill-Building, Succession Planning, etc. Please reference the 5 C's.
2. SMART Goal Statement & Detailed Action Steps
Write a Workforce Development goal statement in SMART format [Specific and Significant, Measurable and Meaningful, Attainable and Action-Oriented, Relevant and Rewarding, Time-bound and Trackable]. Ensure you are describing the who, what, when, where, how and why of your agency's initiative. WFD focus areas may include: Retention, Turnover, Competency Assessment, Skill-Building, Succession Planning, etc. Please reference the 5 C's.
3. SMART Goal Statement & Detailed Action Steps
Write a Workforce Development goal statement in SMART format [Specific and Significant, Measurable and Meaningful, Attainable and Action-Oriented, Relevant and Rewarding, Time-bound and Trackable]. Ensure you are describing the who, what, when, where, how and why of your agency's initiative. WFD focus areas may include: Retention, Turnover, Competency Assessment, Skill-Building, Succession Planning, etc. Please reference the 5 C's.
How do the goals above support the objective of improving Member outcomes?
Describe how each of these employee-focused WFD goals will impact Member care: Consider the following areas and how your agency is tracking and measuring progress to monitor Member outcomes (Quality of Care, Services, Length of Stay, Morale/Satisfaction, etc.).

Succession Planning
Succession Planning: Succession planning is the process of identifying very important positions in the organization and creating an action plan to identify a talent pipeline, by preparing employees to fill vacancies in their organization as others retire or move on.

1 – Identify Key Positions

2 – Identify Potential Successors

3 – Determine When The Potential Successors Will Be Ready

4 – Determine What Development Needs They Have

5 – Ensure Ongoing Commitment
Succession Planning: Outline the steps of your employee development procedures and succession planning strategies.
A successor is an employee with the knowledge, skills, and abilities to fill a vacant position until a permanent replacement can be identified. Succession planning helps ensure business continuity and performance, particularly during times of shifting leadership and change. Even when there is no identifiable successor within an organization, succession planning can help identify the knowledge, skills and training needed in a future external candidate.

WORKPLACE CULTURE DEVELOPMENT
It is best practice to include impacted key roles (members, family, employees, community partners, etc.) in the WFD planning process. When your agency is planning your WFD initiatives, how do you include input from key roles? Please provide specific examples. If you are not currently doing this, how do you plan on including these groups in the future?
Provide specific examples: 1. Strategies for ensuring that key roles have the opportunity to offer input on WFD initiatives 2. Strategies for monitoring 3. Strategies for ensuring input/feedback is implemented in the planning of WFD initiatives.
Feedback is valuable to building a stronger workforce. After following the process described in the previous question, feedback (suggestions/complaints/positive feedback) should be utilized to enhance your workforce development initiatives. Please provide: 1. One example that was received (within the last 6 months) 2. The steps that were followed 3. The outcome that was achieved

COMPETENCY-BASED EMPLOYEE DEVELOPMENT PROCESSES
Individuals in coaching/mentoring/training roles also require on-going education to ensure they are competent to assist other employees in skill building and knowledge enhancement. What Formal and Informal opportunities does your agency offer those employees to build their skills and enhance competency in their coaching/mentoring/training role?
Keep in mind, a mentor is someone who shares their knowledge, skills and/or experience, to help another to develop and grow. A coach is someone who provides guidance to an individual(s) on their goals and helps them reach their full potential. A trainer/facilitator is someone who has demonstrated competency and is given the responsibility to guide and instruct individuals on the skills and education needed to become competent in their position.
Assessing the capabilities of employees involves identifying and documenting key skills needed to complete a job, assessing employees on these skills, and ensuring they are well-suited as well as able to deliver on their roles.
Describe your process for assessing employee competency in the following areas: 1. Pre-hire (Competency based interviews/skill demonstration) 2. New Employee Orientation (Skill assessment checklist, on-the-job practice, role-play demonstration opportunities) 3. Ongoing (Coaching, Mentoring, Up-skilling) Please provide at least one specific example, of a competency that is being assessed, in each of the 3 areas above.
Please refer to the Standard Competency Guide as a resource on the AzAHP website https://azahp.org/wp-content/uploads/2022/07/Standard-Competency-Guide.pdf
Recognition helps employees see that their company values them and their contributions, builds positive relationships, improves morale and decreases turn-over. 1. How does your agency formally and informally recognize/reward employees who meet and/or exceed competency goals? 2. How is your agency evaluating and monitoring these approaches to ensure success?
Formal recognition is a structured program with defined processes and criteria linked to your organizational values and goals. Informal rewards should be personalised, spontaneous, immediate, meaningful and consistent.
**Optional question: If you choose not to answer this questions please put N/A in the box. This is your time to SHINE! Describe your agency's unique approach as it relates to WFD opportunities beyond what has been previously described in your P-WFDP? How does your agency "Stand Out?" Please include something your agency hasn't already highlighted in previous answers.
Provide specific example(s) and include a narrative that describes the initiative(s) and how it benefits your workforce. Possible questions to consider: Who does this benefit? What is the purpose? When was this initiative started and expected to be completed? Where is the greatest impact to your workforce? Why was this initiative implemented? How did you implement this process?

ADDITIONAL INFORMATION
**Optional Question: If you choose not to answer this questions please put N/A in the box. Feedback is a gift! What recommendations/opportunities or positive/constructive feedback would you like to provide to the Arizona Workforce Development Alliance (AWFDA ACC, ACC-RBHA) about anything related to WFD initiatives? What can our Alliance do to improve your overall experience as it pertains to WFD?

ATTESTATION
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2026 Provider Workforce Development Plan (P-WFDP)

Workforce Development Contact(s)

WORKFORCE DEVELOPMENT ASSESSMENT AND GOAL SETTING

Succession Planning

WORKPLACE CULTURE DEVELOPMENT

COMPETENCY-BASED EMPLOYEE DEVELOPMENT PROCESSES

ADDITIONAL INFORMATION

ATTESTATION