Prepared for the Foundation of the American College of Healthcare Executives Session 11AB A New Rx for Building Leaders for an Uncertain Future Presented by: Tracy L. Duberman, PhD, FACHE Denise Fochesto, RN Joseph A. DiPaolo, FACHE
A New Rx for Building Leaders for an Uncertain Future Disclosure of Relevant Financial Relationships The following faculty of this continuing education activity has no relevant financial relationships with commercial interests to disclose: Joseph A. DiPaolo, FACHE Tracy L. Duberman, PhD, FACHE Denise Fochesto, RN 2 1
Presenters Joe DiPaolo, FACHE Western Region President Atlantic Health System Tracy Duberman, PhD, FACHE President & Founder The Leadership Development Group Denise Fochesto, RN Western Region COO/CNO Atlantic Health System 3 Learning Objectives Understand how healthcare systems are leading transformative change through emerging leadership roles Learn how success profiles are developed as the bedrock for new leadership roles Learn how to apply success profiles for assessment, selection and development in strategic succession planning 4 2
Agenda Overview of the Healthcare Landscape & Impact on Talent Strategy A Process to Align Talent Strategy to Executive Business Strategy Case Study From Theory to Practice Final Thoughts 5 Our World / Our Industry Volatile, Uncertain, Complex, Ambiguous 6 3
1 st Tsunami: Red Ink 7 2 nd Tsunami: Big Data 8 4
3 rd Tsunami: Technology 9 4 th Tsunami: Empowered Individuals 10 5
The Burning Platform Healthcare leaders must meet growing demands and complexity related to the shift to a value-based system The healthcare industry has been faced with the crisis of high turnover and talent shortages Increased importance of preparing and retaining talented clinical and non-clinical individuals to: Manage the challenging healthcare climate Meet the ambitious expectations of health reform Reduce costs Ensure quality of care 11 12 6
Aligning Talent to Strategy 1.Understand Business Strategy 1.Evaluate Impact on Business Results 1.Align Roles to Execute Strategy Apply Success Profile 1.Create Success Profiles 13 Understand Your Business Strategy 1.Understand Business Strategy 14 7
Who is AHS-Western Region? Atlantic Health System 5 Hospital System in New Jersey Not for profit 12,114 employees 3,168 physicians 1,339 licensed beds Newton Medical Center 1196 employees 335 physicians 148 licensed beds 8,040 Admissions 31,159 ED visits Net Patient Revenue - $129M Hackettstown Medical Center 840 employees 260 physicians 111 licensed beds 3,342 Admissions 20,202 ED visits Net Patient Revenue - $77M 15 AHS Regional Opportunity: Economies of Scale Identical patient demographic and geography Adjacent markets: Total of 300,000 Shared medical staff (Over 80 practitioners) Shared advertising market Hospital foundation alignment/donor base Experienced NMC management team AHS enjoys high market share in HMC market Consolidation opportunity i.e. medical records, food service, security, patient satisfaction, infection prevention, perioperative services, radiology, etc. 1.Understand Business Strategy 16 8
AHS Western Region Business Strategy Enhancing reputation as the safest hospitals in the region Achieve region s critical role as a AHS feeder hospital Continue to build Atlantic Health brand within the community by leveraging AHS services across full care continuum Fulfill region's role with transitional care continuum and the Atlantic ACO Increase market share through expansion of ER, Diagnostics, and Outpatient Services Focus workforce on the Total Patient Experience Align community physicians to support region s mission, strategy & goals 1.Understand Business Strategy 17 AHS Western Region Management Opportunity Our Mission as Leaders: To create the enabling conditions for care to occur 1.Understand Business Strategy Where does Strategy end and Tactics begin Our challenge as Leaders: Deliver optimal care and experience Minimize variation Reduce costs Defining and building the Culture 18 9
New Requirements of Healthcare Talent 1.Articulate New Roles Required to Execute Strategy 19 AHS Western Region 1.Articulate New Roles Required to Execute Strategy Nursing & Operations 20 10
AHS Western Region Table of Organization CFO VP Quality & CMO AHS Corporate VPs President 1.Articulate New Roles Required to Execute Strategy Finance Director Quality Director Service Line Directors CNO / COO CMO Director, Physician Relations & Business Development Chief Development Officer Finance Quality Improvement Cardiovascular Medical/Surgical Units Imaging Medical Staff Services Business Development Foundation Medical Records Patient Access Patient Safety Joint Commission Preparedness Women s & Children s Services Oncology Nursing Quality & Resource Center Patient Satisfaction & Volunteers Rehabilitation & Wound Care Food Services & Gift Shop Physician Quality Medical Staff Liaison Sussex Region ACO Physician Relations Auxiliary Practice Management Behavioral Health Critical Care Environmental Hospitalist Program Ambulatory Services Orthopedics & Sports Health Emergency Department Transport Case Management & Social Work Nursing Education Bed Management Sterile Processing Respiratory Services Perioperative Services 21 Why do we profile success? 1.Create Success Profiles for Strategic Roles Succession Planning Performance Management Development Selection/Promotion Success Profile 22 11
Success Profiles Defined 1.Create Success Profiles for Strategic Roles 23 Creating a Success Profile 1.Create Success Profiles for Strategic Roles 1. Plan 24 12
Creating a Success Profile 1.Create Success Profiles for Strategic Roles 1. Plan 2. Collect information 25 Creating a Success Profile 1.Create Success Profiles for Strategic Roles 1. Plan 2. Collect information 3. Build tentative model 26 13
Creating a Success Profile 1.Create Success Profiles for Strategic Roles 1. Plan 2. Collect information 3. Build tentative model 4. Confirm model 27 AHS Western Region CNO/COO Success Profile 1.Create Success Profiles for Strategic Roles 28 14
AHS Western Region CNO/COO Success Profile 1.Create Success Profiles for Strategic Roles 29 AHS Western Region CNO/COO Success Profile 1.Create Success Profiles for Strategic Roles 30 15
AHS Western Region CNO/COO Success Profile 1.Create Success Profiles for Strategic Roles 31 Applying Success Profiles Apply Success Profile 32 16
Behavioral Event Interviews Apply Success Profile 33 Psychometric Assessments Apply Success Profile Hogan Business Reasoning Inventory Hogan Personality Inventory Hogan Development Survey Hogan Motives, Values & Preference Inventory Hogan Emotional Quotient- EQ Thomas Kilmann Conflict Styles Inventory- TKI 34 17
Candidate Comparisons (Background) Apply Success Profile Candidate 1 Candidate 2 Candidate 3 Candidate 4 Candidate 5 Candidate 6 EDUCATION BS in Nursing, William Paterson College Registered Nurse, NJ License, William Paterson College MBA, Seton Hall University BS in Nursing, The College of St. Elizabeth MS in Health Care Management, The College of St. Elizabeth Diploma in Nursing, Mountainside Hospital School of Nursing Diploma, St. Francis School of Nursing BS in Nursing, St. Peter s College Master s in Nursing, New York University MBA Certificate Program, Tulane University BS in Nursing, Trenton State College MS in Nursing, University of Phoenix Associate Degree in Applied Science, The College of St. Elizabeth BS in Nursing, The College of St. Elizabeth MS in Adult Critical Care Nursing, Rutgers University Ph.D. in Nursing Theory and Research, New York University BS in Nursing, Molloy College MS in Nursing, Adult Nurse Practitioner, Seton Hall University CURRENT ROLE Manager of Cardiac Research/ Valve/Hypertrophic Cardiomyopathy Center Nurse Manager Manager, Peri-operative Services Chief Nursing Officer/Chief Experience Officer Manager of Acute Care Services, Nursing Practice and Nursing Education Manager of Surgical/Trauma/Neuro ICU and Medical ICU Manager of Hyperbaric Medicine Department Manager of Nursing Resource Center PREVIOUS ROLES Manager of Telemetry, Orthopedics, CCU and Monitor Technicians Manager of Overlook Operations Manager of Cardiac Services Program Director Nurse Manager Assistant Head Nurse, Pediatrics Staff Nurse, Pediatrics None Director, Acute Care Operations Director, Quality Resources Director, Supervision & Medical-Surgical Services Executive Director of Critical Care / Medical / Surgical / Oncology Services and Nursing Practice Manager of Nursing Informatics Manager of Orthopedic Unit and Northern NJ Regional Arthritis Center Manager of Nursing Education Department KEY ACHIEVEMENTS Identify and lead initiatives to maximize operational effectiveness Execute strategies for program development Enabled growth of program by justifying positions via revenue growth Chaired committees in developing and implementing physician order sets across the system Evaluation of employee performance and employee conduct Co-Chair Family Centered Care Initiatives at the Children s Hospital in the PICU and Pediatric ED Planning and construction of O.R. room expansion in the Ambulatory Surgery Center Construction planning and implementation of renovation of pre op and PACU area Planning and construction of new interventional Endoscopy suite Roll out of WHO safety checklist in all operating rooms Delivered effective and efficient patient care through the development, implementation, and evaluation of institutional and division policies and procedures Standardized AHS system process for the Patient Itinerary Implemented nursing process for mortality review in coordination with shared governance quality committee Oversight Nursing Shared Governance Administrative liaison to Nurse Practice Council and Nurse Informatics Council Prepare and manage personnel and expense budget for all inpatient areas Direct and oversee all initiatives related to nursing practice Responsible for a 9 million dollar budget and 100 FTEs with 24/7 responsibility for patient care and quality initiatives Oversight of the hospital wide ICU staffed Rapid Response Team Cross-trained ICU staff in order to accommodate critical inpatients 35 Candidate Comparisons (Competencies) Apply Success Profile 36 18
Candidate Comparisons (Psychometrics) Apply Success Profile 37 Feedback, Onboarding, Development Apply Success Profile 38 19
Feedback, Onboarding, Development Apply Success Profile 39 Feedback, Onboarding, Development Apply Success Profile 40 20
Feedback, Onboarding, Development Apply Success Profile 41 Feedback, Onboarding, Development Apply Success Profile 42 21
My Experience 1.Evaluate Impact on Business Results 43 Evaluate Business Results 1.Evaluate Impact on Business Results 44 22
How We Measure Success Organization Perspective Seamless transition Employee engagement Patient experience Individual Perspective Strong staff and physician relationships Multidisciplinary respect Expanded span of control Self-awareness and humility 45 Lessons Learned Nothing is static. Only constant is change. Requires agility, strategic thinking and leadership support. Recognition of challenge of dual masters 46 23
Joseph DiPaolo, FACHE Western Regional President, Atlantic Health System Joe is directly responsible for overseeing all operations within the region and ensuring the quality, safety, and financial integrity of the hospitals and their ambulatory operations. In his time with Atlantic Health, Joe has held several senior hospital operations and corporate roles including system wide leadership of AHS' Supply Chain and Orthopedic Service Line. He continues to serve as a corporate VP with ongoing shared service department responsibilities across the system including AHS Pharmacy and Laboratory services. Joseph.DiPaolo@atlantichealth.org (973) 579-8301 47 Tracy Duberman, PhD, FACHE President & CEO, The Leadership Development Group Tracy founded The Leadership Development Group, a global talent development firm for executive and physician leaders, teams, and organizations across the healthcare ecosystem, including providers, payers, and pharmaceutical companies. TLD is comprised of a worldwide faculty of over 200 organizational development practitioners, academicians, coaches, and consultants with deep expertise in the healthcare industry to align talent to execute strategy and improve performance through educational workshops, tailored on-site leadership development programs, and tailored individual coaching for physician and healthcare leaders. tduberman@tldgroupinc.com 973-722-4480 48 24
Denise Fochesto, RN Western Regional COO/CNO, Atlantic Health System In this new role, Denise Fochesto is responsible for overseeing the overall operation of the Western Region s patient care and clinical services to ensure delivery of quality, cost effective and patient-centered programs to meet the current and future health care needs of the community and fulfill the vision and mission of the western region s hospitals and its parent organization, Atlantic Health System. Fochesto served as manager of the 22-bed Surgical/Trauma/Neuro Intensive Care Unit; the 10-bed Medical Intensive Care Unit; Hyperbaric Medicine Department; and Nursing Resource Center of Morristown Medical Center. denise.fochesto@atlantichealth.org (973) 579-8569 49 Bibliography Development Dimensions International. Success Profiles. Retrieved from http://www.ddiworld.com/ddi/media/white-papers/successprofiles_wp_ddi.pdf Hogan, J. & Hogan, R. Hogan Business Reasoning Inventory (HBRI) [Measurement instrument]. Retrieved from http://www.hoganassessments.com/assessment/hogan-business-reasoninginventory/ Hogan, J. & Hogan, R. Hogan Personality Inventory (HPI) [Measurement instrument]. Retrieved from http://www.hoganassessments.com/assessment/hogan-personality-inventory/ Hogan, J. & Hogan, R. Hogan Development Survey (HDS) [Measurement instrument]. Retrieved from http://www.hoganassessments.com/assessment/hogan-development-survey/ Hogan, J. & Hogan, R. Motives, Values, Preferences Inventory (HMVPI) [Measurement instrument]. Retrieved from http://www.hoganassessments.com/assessment/motives-values-preferencesinventory/ Martel, L. (2014). Director of Nursing & Operations Selection: Data Integration Meetings. [PowerPoint Slides]. Performance Programs, Inc. Emotional Intelligence. Retrieved from http://www.performanceprograms.com/wp-content/uploads/2014/06/hogan-eq-sample- Report.pdf CPP. Thomas-Kilmann Conflict Mode Instrument (TKI ). Retrieved from https://www.cpp.com/products/tki/index.aspx 50 25