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Leadership Team Development

Leadership Team Development

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Leadership Team Development. Objectives. Discuss a framework for organizational maturation Differentiate between management and leadership development Outline one approach to each focus of development Discuss challenges and next steps. Access Community Health Centers. - PowerPoint PPT Presentation

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Page 1: Leadership Team Development

Leadership Team Development

Page 2: Leadership Team Development

Objectives

Discuss a framework for organizational maturation

Differentiate between management and leadership development

Outline one approach to each focus of development

Discuss challenges and next steps

Page 3: Leadership Team Development

Access Community Health Centers Federally Qualified Community Health Center in 2002 In operation since 1982 Five clinics in south central Wisconsin Primary care medical, dental, behavioral health and

pharmacy services Over 26,000 patients and 120,000 visits Two sites are level 3 PCMH accredited by NCQA; third

to be submitted in Fall 2014 EMR hosted by UW Health platform

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Organizational Life Cycle

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Organizational Life Cycle StagesAdapted from Forward Community Investments

Idea/ Invention Start-up Adolescent Mature

Program Programs emerge in response to community need

Programs become formalized

Initial programs become well-established and new programs emerge

Rudimentary measurements used to evaluate outcomes

Programs are well-established

Greater reliance on strategic planning

Metrics and internal structure in place to measure outcomes

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Organizational Life Cycle StagesCredit Forward Community Investments

Idea/ Invention Start-up Adolescent Mature

Management Visionary leadership

High energy

Executive Director is sole or primary decision-maker

Executive Director heavily involved in design and delivery of programs

Little hierarchy

Strategic division of labor begins

Executive Director role become more specialized

Shared decision- making with a small trusted group

Executive Director less accessible to staff

Delegation of authority and clear accountability

Management and decision-making structure emerges

Need for succession plan emerges

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Organizational Life Cycle StagesCredit Forward Community Investments

Idea/ Invention Start-up Adolescent Mature

Staff Volunteer-driven or Executive Director is sole staff person

Very small and enthusiastic staff

Sense of “family” exists

Administrative functions outsourced

Administrative staff are hired and more functions pulled in-house

Roles begin to be more defined and formalized

Management role emerges

Greater need for professional development, including managers

May be a need for salary review and comparison

Greater diversity in staffing

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Organizational Life Cycle StagesCredit Forward Community Investments

Idea/ Invention Start-up Adolescent Mature

Governance Board has strong emotional connection to mission

Board often hand-picked by founder

Board is involved in day-to-day operations

Board operates informally

Board is small, homogeneous and collegial

Expansion and diversification of board membership begins

Role becomes more tactical and strategic

Growth and emphasis on the need for formalized board development

Board relationships and functions more formal

Board is focused on organizational sustainability

Board accountability and annual assessment initiated

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Access Leadership Structure

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Access Leadership Groups

Officers Program Directors Site Directors and Managers Coordinators

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Management Skills Development

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History

2011 New Hire, Exit and Employee Satisfaction Surveys all indicated that

management training is priority need at Access HR Director formed a committee of Directors and Managers to explore

management training needs Surveyed Leadership/Management staff to determine needs Developed Leadership Development Training Meeting Officers to Coordinators are expected to attend Meets once per month for one hour Goal is to present management training and information that is utilized on a

daily basis Expectation is that attendees will share relevant information with their staff Focus is management-based training and information

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History

2013The Director group assumed responsibility for developing topics for meeting2014First meeting of the year was focused on determining what topics attendees most wanted Most requested training was “soft skills” - How to deal with

conflict Led to entire group participating in 1.5 days of conflict

resolution training Led to having a 10 minute update each meeting from a site or a

program

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TopicsExamples of Topics: Quality Improvement Incident Reporting HIPAA Revenue Cycle Emergency Preparedness Mission and Values AA/EEO and Employee Recruitment Sexual Harassment Behavioral Health Model of Care Effective Meetings Children and Poverty

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Topics Continued…… Organizing desktop and files Crisis Communication How Access is funded FMLA Diversity/Inclusivity Affordable Care Act Review of New Policies and Procedure Pharmacy and Lab Changes Internal Communications Risk Management Bullying in the Workplace

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Presenters

Primary presentation is often done by an Access staff member, but have also utilized outside speakers.

Outside speakers have been from UW; EAP provider; insurance providers, organization’s attorney. All have been happy to do these presentations free of charge.

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Future

Started out begging for topics and presenters. Now we have a wait list!

Implementing teleconferencing for this meeting 38 staff members are invited to this

meeting Average attendance of 30

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Management Training

2013Implemented Monthly Management Training sessions for all staff who manage/supervise employees New Managers are scheduled to attend All Other Managers are invited to attend Attendance is generally 10 to 15 people Rotate topics

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Management Training Topics Employee Handbook viewed in the eyes of a Manager HR Data & Statistics Credentialing Time sheets Employee Relations & Positive Management Traits Performance Management: Coaching, Counseling and Progressive

Discipline Recruitment Process and Effective Interviewing FMLA ADP and Access Now Accounting – Budgeting and Invoices Community Resources

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Management Training Topics Cont.

Communications & Development (A history of Access, grants and funding)

Access Finances: how does the Revenue Cycle work?

HIPAA & Confidentiality Incident Reports & Workers Compensation Quality Improvement

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Leadership Skills Development

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Focus Areas

Financial Management Interpersonal Skills Process Improvement and Project

Management Tools Brand Management

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Financial Management Revenue Cycle-resources from STAR and UW Health

Credentialing and Provider Enrollment

Contracting

Scheduling

Registration

Prior Authorization

Coding and Charging

Claims/ Payment Posting

Insurance and Self-pay

Follow-up

Clinician and StaffCharge Capture and

Documentation

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Financial Management Alignment of Budgeting Process with Strategic

Planning Process Resource decisions based on strategic goals and

objectives Future Ideas/Thoughts/Plans

Work with STAR initiative on training for leadership team

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Interpersonal Skills Outside Consultant

Creating an Inclusive Organization How your life experiences and assumptions affect your

understanding of and actions toward inclusivity How oppression operates on individual and

institutional levels and how you may unintentionally exclude people

Your privileges and how to use them with integrity to enhance inclusivity

Differences between nondiscriminatory and inclusive behaviors at the personal and institutional level

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Interpersonal Skills Outside Consultant

Meeting Facilitation Skills Use group agreements to create inclusive meetings Design outcome-based agendas that get tasks

accomplished Assess the pros/cons of different decision-making

rules Learn a tool to clarify the degree of agreement Use meeting evaluations to maintain effective group

process

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Interpersonal Skills Outside Consultant

Conflict Management Skills How your history with conflict impacts your current responses The differences between win/lose and win/win responses to conflict How to check out assumptions before they escalate into conflict How to be more grounded when having challenging conversations How to identify and express your underlying needs How to use inquiry to enhance your ability to listen Ways to discover common ground and achieve win-win solutions

Future Ideas/Thoughts/Plans Bring back meeting facilitation skills post process

improvement and project management training

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Process Improvement How do we become better at everything we

do? Common language and tools for process

improvement work Decision to focus on Lean

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Process Improvement Lean Training

Quality Director and Chief Medical Officer both Six Sigma Yellow Belt certified through UW Madison School of Business Center for Professional and Executive Development

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Process Improvement Lean Training

Lean training for leadership team through the STAR Initiative and Kay Brewer The STAR Initiative and Intro to Kaizen What is A3?

Business Case—Observation and process mapping Current State—Root Cause Analysis Identify future state—Process mapping and counter

measures Rules in use Implementation plan—Visual management, team leaders,

measures and data

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Process Improvement Lean Training

Future Ideas/Thoughts/Plans ThedaCare Center for Healthcare Value—Creating a

Lean Culture Articulate what culture is, how it evolves over time, and how

it changes Understand how culture manifests itself in an organization Develop an understanding of current cultural attributes in

their organization and implications for change Create an individualized draft plan for cultural change in their

organization using lean tools

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Project Management How do we become better at everything we

do? Common language and tools for project

management work Compliments use of Lean tools

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Project Management Project management training for key staff

members through UW Madison School of Business Center for Professional and Executive Development

Future Ideas/Thoughts/Plans High level project management training for

extended leadership team

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Brand Management As leaders, everyone is responsible for the

reputation of the organization Crisis management and communication plan Training through outside consultant

Extended leadership team training on how to execute the plan

Key leaders received media training Front line staff listening sessions

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Brand Management Future Ideas/Thoughts/Plans

The plan is updated semi-annually: Update names, numbers, email addresses and media

contacts Annual “binocular session” is held with Strategic Leadership

Team Distribute updated memory sticks to full management team

Annual training is offered: Conduct media training for key leadership team members Implementation training and listening sessions for front-line

staff

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Challenges/NextAreas of Focus

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Future

Further penetration of skills across the organization

More staff engagement