Creative Implementation of Leadership

1. Creative Implementation of Leadership Yolanda Taylor Frostburg State University

2. Personality I am an INTJ Why a PowerPoint Those with an INTJ personality type like to be organized and maximize efficiency and not waste time. For this reason the best way to present a substantial amount of information in an organized, efficient, and timely manner would be through a Power Point presentation. • What is an INTJ? • I - Introvert • N - iNtuitive • T - Thinking • J - Judging • I have a preference for being and Introverted, Intuitive person who likes to think and judge.

3. Taylor Adult Urgent Care Center (fictitious) About Services Immunizations Sore throat Cold/sinus congestion Cough/chest congestion lasting 3 days or less Flu Symptoms Urinary Tract Infection (UTI) Ear pain/ache Pink Sprain/strain of ankle or wrist Suture removal Poison ivy or other acute rash Sports Physical Exams TAUCC(pronounced Tauk) is a small urgent care center conveniently located on the first floor of the busy Legg Mason Building in Downtown Baltimore. We can handle uncomplicated medical problems, administer immunizations, and collect a limited amount of laboratory specimens.

4. Taylor Adult Urgent Care Center Staffing Room Assignments 2 Exam rooms 1 per provider 2 Rooms for nursing staff 1 for RN 1 for CMA (including small lab space) 3 Offices 1 for Director 1 for Medical Director 1 for Billing 2 Storage areas Small room for formulary • 1 Medical Doctor • Medical Director/ Clinician (Provider) • 1 Nurse Practitioner • Provider/Clinician • 2 Registered Nurse • 1 Owner/Director/Clinician (PRN) • 1 Clinician (Able to act Director in my absence) • 3 Certified Medical Assistant • 1 Clinician • 1 Front desk • 1 Billing ***The 3 MAs are cross-trained to do clinical duties, front desk, & billing***

5. TAUCC Hours of Operation & Staffing Teams TAUCC will be open Monday through Friday 7am-5pm to reflect the hours of operation of the businesses in the building. Although I would expect each person to be present every day, I know that this is not possible. At a minimum, each day there will need to be at least 2 MAs, 1 provider, and 1 RN working with the exception of Mondays where we be fully staffed due to busy patient volumes. We always take late lunches because we advertise being seen during your lunch break.

6. Legal and Ethical Considerations of TAUCC Legal Ethical Privacy Cultural Awareness No blame environment Respecting patients in general • HIPPA • Handling reportable crimes • Licensure of Staff • Corporate practice of Medicine • State Licensure • EMTALA • Reimbursements • OSHA/MOSHA • Accreditation • None

7. Cultural Development • Speaker will come in every 3 months to present new material that promotes cultural diversity in a unique way as to keep us engaged. • Medical and Non-medical related material • Team bonding activities will coincide with the speaker. This will be done to assist the team with reaming cohesive.

8. Coaching • Coaching will be done at a minimum of annually with evaluations. • Can be done if/when problems arise • As the Director, I will do most of the coaching. For smaller concerns, the other RN will be asked to do the coaching. • Coaching will also be done by way of the following mandatory requirements • Continuing Education • In Service • Skills Day • Monthly staff meetings

9. Leadership Theory In my facility we each have a role that we have been assigned based on our strengths and weakness. Although all of the MAs are cross-trained ,their primary assignments are the ones that they feel the most comfortable in and the ones that they like. The same can be said for the other RN. That RN is capable of acting as director, however they don’t particularly like it. For this reason the leadership theory that we subscribe to is Shared Leadership.

10. Forecasting • Staffing Needs • Adequate staffing based on previous patient visit statistics • Mondays are always fully staffed • Plan in place for call outs (increase during winter months) • Used to establish upcoming budget • Adjust spending as needed • Resources • Ensuring that there are enough resources to accommodate common complaints • i.e. more mask available during Flu season, more ice packs during summer months, more blood titer tubes at the beginning of school year

11. Regulatory Agencies TAUCC is in its early years of operation and is still trying to establish itself. Accreditation by any agency is not required and is done on a voluntary basis. For this reason TAUCC is not currently accredited. TAUCC plans on seeking the accreditation of The Joint Commission within in the next 5 years in an effort to receive the Joint Commission’s Gold Seal of Approval. This will further help us establish ourselves as a leading and trusted force in the field of Urgent Care.

12. Marketing Plan & Strategy • Target Audience • Business personal who work in the Legg Mason building & persons from the surrounding area • Strategy • Emphasis placed on convenience of location, convenient formulary, and speed because they don’t have a lot of time • Advertised via word of mouth • Motto • “Can’t see your doctor because it is too late, don’t worry just come see TAUCC during your break” • Referral • If our patients refer someone to us we will waive their next co-pay up to $20.00 Based on location alone and the element of convenience we are able to keep a steady flow of dedicated patients. For this reason we are financially able to maintain the waived copay promotion

13. Retention & Motivation • Team bonding • Monthly pot luck lunch • Small outing every other month • Holiday party (1 guest invited) • Summer cook out (family welcomed) • Benefits • 5 Paid sick days annually • 3 Personal days annually • 7 vacation days annually • Comp Time (occasionally) • Medical/Dental/Vision/Prescription

14. Retention & Motivation • Praising • Monthly News letter that sends praises to the team for a job well done • Acknowledgement during Nurses Week & National Doctor’s Day • Surprises • Lunch on the me or the medical director • Small gifts occasionally left at their workstations My staff have said on many occasions that they like working at TAUCC because it feels like a family environment. Because we have a small amount of employees, we don’t have an employee of the month.

15. Human Resources • TAUCC doesn’t have a Human Resources department as we are a small company that handles all of our hiring and terminations • As the Director and Owner I handle all of the hiring with the help of the Medical Director • As we grow we may have to establish an HR department

16. Hierarchy The Hierarchy of TAUCC is shaped like a pyramid. This is because my staff is important to me. They are the base the foundation of the organization. Without them I could not exist. ****Ultimately I answer to my employees and patients***

17. Disaster Plan Location Regulatory Agencies Baltimore City Fire Dept. Baltimore City Police Dept. Legg Mason Administrators Legg Mason Security Maryland Government Baltimore City Government • Located on 3 different book shelves • Owner’s office • Medical Director’s office • Front Desk • Consist of • Evacuation Plan • Inclement Weather • Active Shooter/Armed Person • Power Outage • Floods

18. Disaster Plan • Large Scale Plan • Will coordinate with disaster committee and security of the Legg Mason building • Included in their plan for evacuation • Small Scale • Ultimate decisions regarding inclement weather will be determined by me • TAUCC will have a phone tree in place to relay any important information • I will call the Medical Director and RN • RN will call the CMAs

19. Retirement & Succession As a young owner and director of TAUCC, I don’t plan on retiring any time soon. I have at least another 20-25 years before I retire. As the time nears I will began my search for a new director. The most logical person to replace me would be the other RN. If the RN remains with TAUCC for at least 10 years and demonstrates the knowledge and determination, I will began mentoring and grooming them for the director’s position.

20. Networking Plans & Staying Current • All employees will attend various conferences related to their job description and/or be a part of professional organizations • American Nurses Association/Maryland Nurses Association • American Academy of Ambulatory Care Nursing • Emergency Nurses Association • Urgent Care Association of America • American Medical Association • American Association of Medical Assistants • Online Continuing Education Courses • Subjects are unique to our needs and population of patients

21. Questions ???