Administrative
Fellowship
Program
Presentation to University of Missouri
September 15, 2010
SLCH is a premier children’s hospital.
Our goal is to be the best fellowship experience
in the country.
An administrative fellowship program is one more
way we can distinguish ourselves and attract the
best and the brightest to serve our patients.
We do what’s right for kids!
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A Few Facts About
St. Louis Children’s Hospital
• Mission – Do What’s Right for Kids - more
than 275,000 children cared for each year
• Founded in 1879, SLCH is the 7th oldest
pediatric hospital in USA and the oldest west
of Mississippi.
• SLCH has four missions:
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Patient care
Research
Education
Advocacy and community outreach
• 250 licensed beds serving a 300-mile service
area; 50 states and more than 56 countries
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St. Louis Children’s Hospital –
Nationally Recognized
• Ranked #5 on Parent’s magazine’s list of the 10 Best
Children’s Hospitals in America
• Named to U.S. News & World Report’s Honor Roll of
America’s Best Children’s Hospitals
• Washington University is ranked the #3 medical
school in the country by U.S. News & World Report
• A Magnet designated hospital – nursing’s highest honor
• Leading research via the Children's Discovery
Institute, a partnership between St. Louis Children’s
Hospital and the School of Medicine
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What is different about being a
leader in a pediatric hospital?
• When people ask what’s different, I describe St. Louis Children’s
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Hospital in three words: amazing, humbling and inspiring
Tying today to our mission is pretty easy – the feeling you get walking
into the building
Every time you treat a patient, you treat an entire family - the patient
isn't the only one who needs healing; when could someone be more
vulnerable?
Pediatric hospitals are looking forward – because the patient population
is young and has their entire life in front of them – this is a hopeinspiring environment
Life changing experience vs. a clinical transaction
You make a difference every day
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80
70
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“Think about
the area under
the curve”
50
40
30
20
10
0
0-1
2-6
7-18
19-35
36-55
56-65
66-75
76+
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Purpose of SLCH’s
Administrative Fellowship
• Prepares future healthcare administrators for leadership roles in
operations, strategy, and front-line management within SLCH or BJC,
at WUSM, and/or other pediatric academic medical centers (AMC.)
• Strengthen the management team at SLCH and BJC by recruiting the
best and brightest newly graduated MHAs, MPHs or MBAs from a
variety of diverse backgrounds
• Give emerging leaders an opportunity to engage in and contribute to
the activities of a top pediatric academic medical center, a top
medical school, and a world-class health system.
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Brief Overview
of the Program
• The SLCH administrative fellowship is a personalized two year program:
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Year One – Understanding the pediatric AMC as part of the greater
health system and gaining breadth of knowledge.
Year Two – Gaining front-line operational expertise/depth of knowledge.
• A two year program provides a more in-depth training and development
experience, and allows fellows to establish themselves as part of the
organization and make a more meaningful contribution.
• The fellow will participate as a member of Senior Staff and will attend all
SLCH management meetings, SLCH board meetings, the BJC leadership
conferences, and the annual BJC All Boards meeting.
• The fellow reports to Rick Majzun, Vice President, Strategic Operations and
Planning, with a dotted line to Lee Fetter, President, St. Louis Children’s
Hospital and Senior Executive Officer, BJC Healthcare,
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Professional Leadership Skills
You Will Develop
Individual Skills
• Communication/
presentation
• Time management
• Selling your ideas
• Making an impact
• Managing people and
projects
• Teamwork
• Leadership
Technical Skills
• Operations
• Strategic planning
• Project management
• Process improvement
• Expense management
• Facilities management
• Finance
• Marketing
Executive Leadership Skills
• Working with senior executives
• Working with your boss
• Working with colleagues
• Working with physicians
• Leading employees
• Talent management
• Failure management
• Career management
• Meeting management
• Change management
• Decision making
• Negotiation
• Delegation
• Networking
• Developing emotional
intelligence
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At BJC, we want leaders who
possess the following qualities
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Demonstrate a capacity for work
Sound judgment
Strategic planning
Results orientation
Business perspective
Inspiring commitment
Developing and empowering others
Leading change
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Forge synergy
Leverage differences
Interpersonal savvy
Courage
Executive image
Credibility
Communicating effectively
Learning from experience
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What type of person do we
want to hire for our fellow?
• Interpersonal skills (professionalism, personality, likeability,
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energy, emotional intelligence)
Communication (oral and written presentations, executive ready)
Potential for leadership: Passion, motivation, focus, vision,
integrity, humility, commitment, confidence, persistence and
optimism
Superior problem solving ability
o Quick learner
o Strong analytical skills – finds patterns, uses hypotheses,
shows creativity, innovative approach to problems
o Execution and follow through
Teamwork with peers, superiors and subordinates
Relationship management – builds a good network
(internal/external)
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Example: Evaluation Procedure
• How will you be evaluated?
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Preceptor and mentors coach and assess the fellows.
Directors provide constructive feedback based on skills
demonstrated in project work.
Fellows complete a self-evaluation and development plan and review
monthly with preceptor.
Working together with a senior healthcare executive to begin to
chart your career.
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Example: Strategic and
Operational Projects
• Project Examples: 2010 Hospitals Goals
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Participate in process improvement in the PICU
Create/implement diversity strategic plan
Investigate innovative strategies to support Superior Patient Experience
Improve throughput for sedated MRI patients and in the Emergency Unit
Redesign the 7th and 11th floors to add ICU capacity
Develop operations plan for Mothers and Infants program
Participate in capital and operational budgeting process
Work with Guest Services to address patient complaints
Participate in Child Health Advocacy and Outreach (CHAO) initiatives
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Example: Operational Learning
OBJECTIVE
PLACEMENTS
SAMPLE TASKS
Understanding Patient Flow
• Admissions
• ED
• Social work
• Explain admission process
• Understand bed assignment process
• Explain medical coverage assignment
• Explain systems tied to bed tracking
• Understand transfers from outside hospitals
• Describe patient flow through ED
• Explain triage process
• Explain admit and transfer process from the ED
• Describe the role of Registration and Case Management
• Describe clinical admission and discharge process
Understanding the Inpatient Care
Environment
• General medicine
• Hematology/Oncology
• PICU
• NICU
• CICU
• Surgery
• Observe the roles/responsibilities of residents vs attendings
• Describe how MDs, RNs, and other staff interact
• Describe the “patient experience” on each inpatient floor/ unit
• Identify the differences between the units and the floors
• Describe how SLCH strives to “Do What’s Right for Kids”
• Shadow an RN
• Describe the role of anesthesiology
• Define pre-operative areas, gain intra-operative exposure, & describe postoperative processes
Understanding the Continuum of
Care
• Child Life Specialist
• Music Therapist
• Horticulture Therapy
• Child Health Advocacy
• Understand the continuum of care across the service line
• Describe the role on non-clinical professionals in providing patient care
• Facilities Director
• Housekeeping Supervisor
• Describe materials management
• Understand the capital and facilities expenditures
• Describe quality management efforts
• Clean a patient room
and Outreach
Understanding Facilities
Management
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Leadership Development Process
BJC Leadership Development
Organizational Gap Analysis
Leadership Assessment
Leadership Development Plans
Talent
Acquisition
Succession
Planning
Training Needs Assessment
Leadership KSAs
Promotion Selection Profiles
Leadership
Critical
Success
Factors
Performance
Assessment &
Management
Hiring Profiles
New Hire Orientation
New Manager Orientation
Outcomes
• At the end, demonstrate:
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Understanding of St. Louis Children’s Hospital’s (SLCH) mission,
vision and values.
Understanding of the complex relationship between BJC, SLCH
and Washington University School of Medicine (WUSM).
Understanding of pediatric academic medical centers.
Understanding of external and internal factors that influence a
hospital’s success.
Understanding of business process and how to change and improve
efficiency and effectiveness.
A foundation for an outstanding career in the leadership of health
care organizations.
A in-depth knowledge of the importance of strong leadership in
sustaining successful hospital operations and employee engagement
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Questions?
Applications are due no later than October 1 each year and
are under consideration for one month. Final decisions are
made by November 1 of the same year. Early application
submissions are strongly encouraged.
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David Cook, Jr.
Vice President, Human Resources
St. Louis Children’s Hospital
As the Vice President for Human Resources and Organizational Effectiveness at St. Louis Children’s Hospital, David
Cook is focused on the hospital’s most important asset, its workforce. His team’s mission is to foster an
environment where employees are provided with the resources and opportunities for continuous growth and
development which translates into a lasting competitive advantage. Simply put, the goal for the human resources
function at St. Louis Children’s Hospital is to Do What’s Right for the People Who Do What’s Right For Kids.
David has over 18 years of human resources leadership experience successfully managing all aspects of the human
resources function at both the corporate and field levels. His work as a senior human resources leader has involved
working very closely with executive teams in the creation and deployment of strategic human resources initiatives
which led to consistent achievement of business plan results across a variety of industries. He has utilized his
management expertise and business knowledge to lead the development and implementation for key corporate
initiatives such as change management, organizational redesign, strategic recruitment models, retention strategies,
and business unit consolidation.
David’s professional experience is complemented and strengthened by a M.B.A. in Human Resources Management, a
B.A. in Psychology from the University of Miami, M.S. coursework in Industrial/Organizational Psychology at the
University of Central Florida, and a variety of developmental training courses.
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Rick Majzun
Vice President,
Strategic Operations and Planning
St. Louis Children’s Hospital
As Vice President of Strategic Operations and Planning for St. Louis Children’s Hospital, Rick has responsibility for
directing the development and growth of pediatric services throughout the hospital’s 300-mile service area. Rick
currently manages strategy and program planning for business development, physician services, marketing and
communications, community outreach and advocacy initiatives, childhood health and development, physician referral call
center, transfer center, radiology, and medical staff services. In addition, Rick has responsibility for facility
operations and planning for the hospital.
Previously, Rick served as Vice President, Strategic Planning for BJC HealthCare. His responsibilities included providing
business development expertise to the Senior Executive Leadership team, the Board of Trustees, and the thirteen
hospital management teams of BJC HealthCare. He was also responsible for developing thought leadership on key
trends in healthcare policy; supporting BJC hospitals in developing strategic plans, clinical service line plans, and
medical staff development plans; and working to develop BJC HealthCare's long term strategic direction.
Rick has served as adjunct faculty at the Washington University School of Medicine's Graduate Program in Health
Administration, where he taught the Current Issues in Health Care Finance course. Before rejoining BJC, Rick worked
in Ernst and Young's Health Care Practice, specializing in providing strategic and operational consulting in the area of
information technology. His previous professional experience includes four years in inpatient and ambulatory operations
with the Henry Ford Health System and two years as an evening administrator at Barnes Hospital.
Rick began his career in health care following his completion of a Master's degree in Health Administration at the
Washington University School of Medicine and a Bachelor's degree in Journalism from the University of MissouriColumbia. A former U.S. Army officer, Rick has served as an Examiner for the National Malcolm Baldridge Quality
Award and is an active community volunteer. Rick is also a Fellow in the American College of Healthcare Executives.
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Executive Leadership Skills