ORHP Grantee Partnership Meeting

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• ORHP Grantee Partnership Meeting
• Wednesday, September 2, 2009
• Washington, DC

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ORHP Grantee Partnership Meeting

• Panel Discussion
• Where Do I Start When I Get Home?
• Rebecca J. Davis, Ph.D, Moderator
• Executive Director
• National Cooperative of Health Networks
  Association
• Phone [phone]
• Fax [phone]

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Where Do I Start When I Get Home?

• What is expected from a Network Director?  
• First Tasks - What will you do when you get
  home? 
• Strategic Planning/Mission/Vision
• Communicating Change
• Resources for Network Directors

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Where Do I Start When I Get Home?

• What is expected from a Network Director?  
• Linda K. Weiss, LCSW
• Network Consultant
• 217-549-4121
• oceanluver_at_consolidated.net

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Where Do I Start When I Get Home?

• Position Summary
• The Network Director is responsible for the
  overall administration and management of their
  network. This is a full-time position, hired by
  and directly accountable to the board of
  directors through its elected board chair.

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Where Do I Start When I Get Home?

• Management Administration
• Develop and facilitate an active planning process
  
• Develop organizational goals and objectives
  consistent with the mission and vision of the
  Network
• Develop and administer operational policies
• Oversee all programs, services and activities to
  ensure that program objectives are met
• Oversee business development
• Ensure compliance with funding sources and
  regulatory requirements
• Provide information for evaluation of the
  organization's activities

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Where Do I Start When I Get Home?

• Fiscal
• Develop, recommend, and monitor annual and other
  budgets
• Ensure effective audit trails
• Approve expenditures
• Provide for proper fiscal record-keeping and
  reporting
• Submit financial statements to the board of
  directors
• Prepare and submit grant applications and funding
  proposals as appropriate

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Where Do I Start When I Get Home?

• Personnel
• Administer board-approved personnel
  policesEnsure proper (legal) hiring and
  termination procedures
• Oversee any and all disciplinary actions
• Provide for adequate supervision and evaluation
  of all staff and volunteers

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Where Do I Start When I Get Home?

• Board Relations
• Assist the board chair in planning the agenda and
  materials for board meetings
• Initiate and assist in developing policy
  recommendations and in setting priorities
• Facilitate orientation for new board members
• Work with the board to raise funds from the
  community
• Staff board committees as appropriate

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Where Do I Start When I Get Home?

• Public Relations
• Serve as chief liaison with specific community
  groups
• Ensure appropriate representation of the Network
  by all employees
• Coordinate representation of the Network to
  legislative bodies and other groups

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Where Do I Start When I Get Home

• Skills and Attributes
• Adaptive and Flexible
• Entrepreneurial and Creative
• Risk Taker
• Consensus Builder
• Relationship Builder
• Persistent
• Champion and Cheerleader

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Where Do I Start When I Get Home?

• First Tasks --- What will you do when you get
  home? 
• Joann Ort, MSHSA
• Executive Director
• Ohio State Health Network
• PO Box 183110
• Columbus, OH
• Joann.ort_at_osumc.edu
• 614-293-3756

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First Tasks
Human beings stumble off track and lose focus
every 90 days! Gino Wickman -- Traction Get
a Grip on Your Business
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Strategic Planning/Mission/Vision

• Strategic Planning/Mission/Vision
• Mary Kay Chess, Ph.D.
• Executive Director
• Health Future, LLC
• 777 Murphy Road
• Medford, OR 97504
• 541-618-7241
• m-chess_at_healthfuture.org

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Strategic Planning/Mission/Vision

• Why Engage in Strategic Planning?
• Determines where a network is going in the
  future,
• Identifies how the network is going to move to
  the future state, and
• Demonstrates when the network arrives.

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Strategic Planning/Mission/Vision

• The Process of Strategic Planning
• Focus the entire network , including key
  stakeholders
• Leadership is key
• Logistics several meetings and concentrated
  pre-work
• Requirements responsive, adaptive, engages with
  a rapidly changing environment

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Strategic Planning/Mission/Vision

• Approaching Strategic Planning

Measure
Implement
Strategic Planning
Network Strategic Planning
Mission/Vision
Strategies
Values
Goals
Environmental Scan
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Strategic Planning/Mission/Vision

• Value Proposition of Strategic Planning
• Identifies where the network is today and where
  the network will be in the future
• Aligns todays decisions with the future plan
• Provides ability to adapt to changing environment.

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Strategic Planning/Mission/Vision

• Strategic Planning Success
• Forget perfection. There is only best thinking at
  this time.
• This is a communication tool. Engaging staff and
  stakeholders is key.
• Forget Perfection. Remember process improvement
  capture the learnings!
• Simplicity rules.
• The driving question Is this realistic?

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Strategic Planning/Mission/Vision

• Strategic Planning Template.
• Mission The networks reason for being. It
  provides purpose and an image to stakeholders. It
  is the why.
• Vision The networks future. Provides clear
  decision-making criteria.

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Strategic Planning/Mission/Vision

• Mission Ohio State Health Network
• OSHN supports its members goal to remain strong,
  independent healthcare organizations by
  delivering value through cost savings, shared
  learning, and quality services.

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Strategic Planning/Mission/Vision

• Mission Health Future, LLC
• To serve our healthcare membership with
  documented valued through cost savings, shared
  learning, and improved quality of service.

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Strategic Planning/Mission/Vision

• Vision Statement Health Future, LLC
• To be recognized as the national benchmark for
  regional hospital networks and alliances in cost
  savings and value for our membership.

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Strategic Planning/Mission/Vision

• Values Health Future, LLC
• Health Future embraces the following values for
  owners, staff, business partners, clients,
  community, and other stakeholders.
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• Ethics Health Future demonstrates integrity and
  respect in our actions and decisions.
•   
• Service Health Future understands and meets the
  needs of stakeholders through open communication
  and strategic planning.
• Excellence/Quality Health Future consistently
  adopts and exemplifies best practices while
  demonstrating continuous improvement in the
  delivery of superior products/services with an
  emphasis on a client-centered approach.
•  
• Innovation Health Future provides an environment
  of empowerment for stakeholders that is flexible,
  encourages new ideas and thoughts, tolerates
  risks, and demonstrates a high regard for
  creativity and problem solving.
• Sustainability Health Future promotes business
  decisions and activities, congruent with our
  mission, in order to meet the current and future
  needs of our stakeholders.
•  

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Strategic Planning/Mission/Vision

• Template for Strategic Planning
• Step One Pre-workcreate straw models
• Step Two
• Board retreat (board members/executive team)
• Benefits of strategic planning
• Planning process overview
• Review of Straw Model mission, vision, values

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Strategic Planning/Mission/Vision

• Step Three
• Identify 3-5 goals
• Criteria
• What we hope to accomplish
• Relationship to the vision of the organization
• How we will track progress
• Identify and finalize action steps and
  deliverables for each goal.

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Strategic Planning/Mission/Vision

• Step Four
• Strategic Plan reviewed.
• Prioritize work.
• Agree on the timelines/executive sponsors.
• Create communication plan on outcomes.
• Celebrate.

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Where Do I Start When I Get Home?

• Communicating Change
• A discussion of our most valuable
• communication tools methods

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Where Do I Start When I Get Home?

• Resources for Network Directors

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NCHN Commitment to Members

• NCHN is the only national level professional
  membership organization dedicated to assisting
  and supporting healthcare networks, alliances,
  and consortiums no matter their stage of
  development.

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For More Information, Contact

• Rebecca J. Davis, Ph.D., Executive Director
• NCHN
• 400 S. Main Street
• Hardinsburg, KY 40143
• Phone [phone]
• Fax [phone]
• E-mail rdavis_at_nchn.org
• Web site www.nchn.org