Leadership Team Development

1. Leadership Team Development

2. 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

3. 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

4. Organizational Life Cycle

5. Organizational Life Cycle StagesAdapted from Forward Community Investments

6. Organizational Life Cycle StagesCredit Forward Community Investments

7. Organizational Life Cycle StagesCredit Forward Community Investments

8. Organizational Life Cycle StagesCredit Forward Community Investments

9. Access Leadership Structure

10. Access Leadership Groups • Officers • Program Directors • Site Directors and Managers • Coordinators

11. Management Skills Development

12. 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

13. History 2013 The Director group assumed responsibility for developing topics for meeting 2014 First 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

14. Topics Examples 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

15. 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

16. 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.

17. 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

18. Management Training 2013 Implemented 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

19. 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

20. 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

21. Leadership Skills Development

22. Focus Areas • Financial Management • Interpersonal Skills • Process Improvement and Project Management Tools • Brand Management

23. Financial Management • Revenue Cycle-resources from STAR and UW Health Clinician and Staff Charge Capture and Documentation

24. 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

25. 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

26. 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

27. 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

28. Process Improvement • How do we become better at everything we do? • Common language and tools for process improvement work • Decision to focus on Lean

29. 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

30. 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

31. 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

32. Project Management • How do we become better at everything we do? • Common language and tools for project management work • Compliments use of Lean tools

33. 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

34. 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

35. 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

36. Challenges/NextAreas of Focus

37. Future • Further penetration of skills across the organization • More staff engagement