2005 continuity planning where the rubber meets the road
DESCRIPTION
2005 Continuity Planning where the rubber meets the road. Continuity Background. 1980 Formation of CHD Move to team management 1995 Privatization 2001 Beginning of serious planning for David retirement 2002 Expansion of Admin Council April 2004 Strategic Planning & Board Meeting - PowerPoint PPT PresentationTRANSCRIPT
2005 Continuity Planningwhere the rubber meets the road
Continuity Background
1980 Formation of CHD
1990 Move to team management
1995 Privatization
2001 Beginning of serious planning for David retirement
2002 Expansion of Admin Council
April 2004 Strategic Planning & Board Meeting• Recommitment to CHD Values• Board asked AC for proposal to function as the Executive Team
Continuity Work plan
May 2004 Board Accepted AC Proposal and Continuity Work Plan
May 2005 David Retires: Time to Implement Continuity Plans
2004 Continuity Work Plan
Board recruitment
Admin Council development
Bylaws revision
Policy revision
Selection of Corporate Agent
Admin Council Selection Process
Accountability
Products & Outcomes of 2004 Work Plan
Board Recruitment• New board members
Admin Selection Process• Definition of Admin Council • Selection process (incorporated into Decision Parameters)
Accountability Processes• Proposed system for AC accountability (document)• Increased emphasis on Open Appraisals• AC Open Appraisal (document
Policy Revision• Revised Decision Making Parameters• Revised CHD policies• Identified changes to bylaws
Appointment of Corporate Agent & BOD Liaison
Work RemainingRetreat Agenda
• Confirm Decision Making Parameters
• Review Admin Council Open Appraisal & Goals
• Affirm Admin Council accountability to BOD
• Bylaw revisions
• Board development
• Overview of strategic issues facing organization
Decision Parameters: Purpose
Decision Parameters define the roles, responsibilities and authorities for decision making within CHD.• Board of Directors (BOD)• Administrative Council (AC)• Cross Team Committees• Individual Authorities (Public Health Administrator, Mental
Health Director, Corporate Agent, UM Coordinator, etc.)• Teams• Team Members
They will change and evolve based upon organizational learning.
Decision Making Parameters: Overview
I. Purpose
II. Principles
III. Key Terms
IV. General Responsibilities & Expectations
V. Delegation of Decision Making Authority
VI. Decision Making Criteria
VII. Specific Parameters
Unresolved Issues
Decision Making Principles
1. Legal Responsibility
2. Decentralized Decision Making
3. Impact of Decisions
4. Inclusiveness & Openness
5. Effectiveness
6. Accountability
Key Decision Making Terms
1. Responsibility
2. Authority
3. Delegation
4. Interpretation
5. Ethics
General Responsibilities & Expectations
Board of Directors: Ultimate responsibility.
Admin Council: Executive functions.
PH Administrator & MH Director: Programmatic direction & oversight.
Cross-team Committees: Recommendation.
Teams: Implementation & program management.
Corporate Agent: Signing.
BOD Liaison: Coordination with BOD.
Cross-team Committees: Recommendation.
Staff Representative to BOD: Input & representation.
Decision Making Criteria
1. Policies & Procedures
2. Financial
3. Legal
4. Mission, Vision, Values
5. Internal Impact
6. Political
Function BOD AC Team X-Team Authorities Staff
Policies
Personnel/Fiscal A O//R R
Operation D A O R
Contracts D A O
Services
Mission, Vision, Value A O/ R O/R O/R O/R O/R
Needs/Assess Internal/External D A R R R/O R
Strategic Direction A R/O/I R/O R/O R/O R/O
Program Development/Implement D A/O R/O R/O O R/O
QA/QI D A/O O O O
Decision Parameters: Policies & Services
A = ApprovalI = InterpretR = RecommendD = DelegateO = Operationalize
Function BOD AC Team X-Team Authorities Staff
Fiscal
Budget A R R R R R
Fiscal Management & Reporting D A/O O/R R
Grant Writing D A/O O/R R O/R O/R
Investments D A/O
Human Resources
Staff Job Descriptions D R A R R R
AC Job Descriptions A R
Hire, Staff/Volunteers D A/O A/O
Terminate Staff D A/O R R
Terminate Volunteers
Salary/Compensation D A/ O R R
Decision Parameters: Fiscal & Human Resources
A = ApprovalI = InterpretR = RecommendD = DelegateO = Operationalize
Decision Parameters: Board Support
Function BOD AC Team X-Team Authorities Staff
BOD Recruit/Development
Recruitment A/ O R
BOD job descriptions, org structure, communications, accountability A/ O
BOD Orientation A/ O O
BOD Communication A O
BOD Training, Development A/ O O
BOD Self Evaluation A/ O
BOD Committees A/ O O/ R
BOD Member contracting w/CHD A
A = ApprovalI = InterpretR = RecommendD = DelegateO = Operationalize
Decision Parameters: Community Relations & Legal
Function BOD AC Team X-Team Authorities Staff
Community Relations
PR Plan A/ O R/ O
Program Specific Plan D A R/ O
CHD Reps To Outside Organizations D A R/ O
Legal
Articles of Incorporation, Bylaws, & Other Legal Rules for Corp. A
Compliance with Laws, Regulations,& Contracts D I O I O
A = ApprovalI = InterpretR = RecommendD = DelegateO = Operationalize
Decision Parameters: Org Structure & Other
Function BOD AC Team X-Team Authorities Staff
Org Structure
Executive Function A O
Team Charter D A R/ O R/ O
X-Team Charters D A R/ O
Information
Information Strategies D A O/ R R
Other
Clinical Leadership D R R A O
Process for Adding AC Member (Including Authorities) A R/ O R
Add/Remove AC Member D A/ O
Appointment of Corporate Agent and BOD Liaison A R/ O
A = ApprovalI = InterpretR = RecommendD = DelegateO = Operationalize
Decision Making Parameters:Unresolved Issues
1. Quality Improvement
2. Clinical Supervision
3. Billing, rate setting, fee policy
4. Volunteers
5. AC member compensation
6. Job Descriptions
7. UM Coordinator & PH Nurse Supervisor
8. Risk Management
9. Auditors
10. Staff Grievances
11. Delegation from Union County to CHD
Accountability Principles
1. Admin Council (AC) accountability within CHD is a reciprocal process. AC is accountable to both the Board of Directors and to CHD Teams.
2. Individual staff members are responsible to their teams. AC members are not individually accountable to the BOD and other CHD staff are not individually accountable to AC.
3. Accountability needs to be based upon clear goals and expectations.
4. Evaluation needs to include a balance of qualitative and quantitative measures.
5. Evaluation systems at CHD always begin with self-assessment (at both individual and team level).
Accountability Recommendations: Open Appraisals
1. AC will conduct an open appraisal annually.
2. Staff and BOD will be provided opportunities for input into the AC open appraisal.
3. All teams will conduct open appraisals annually.
4. As part of its open appraisal, AC will review the results from the other team open appraisals.
5. AC will identify strategic and operational goals for the coming year including at least one goal in each of the functional areas:
• Strategic
• Financial
• Personnel
• Legal
• Community Relations
• Team Boundaries
• Information
• Clinical Leadership
6. AC will identify three to five of these goals to be rigorously monitored and evaluated.
Accountability Recommendations:Admin Council Goal Setting
1. AC will present their team accomplishments and draft goals from open appraisal to the BOD and to staff.
2. BOD and AC will collaboratively set annual goals for AC.
3. BOD and AC will establish accountability measures for selected goals.
• Quantitative measures such as financial reports and numbers served.
• Qualitative measures such as the connection between goals and minutes, All-staff agendas, etc.
Accountability Recommendations:Communication
1. AC will present an annual report to BOD and staff including an analysis of:
• State of CHD• CHD strengths• CHD accomplishments• Challenges
2. Progress toward AC goals will be standing agenda items at All-Staff meetings and BOD meetings.
Accountability Recommendations:Corrective Action
1. As with any plan, not all goals will be accomplished and unanticipated challenges and opportunities will arise. As a learning organization, CHD will address this in a non-blaming and problem-solving way.
2. When unanticipated opportunities or challenges arise:• AC and the BOD will determine priorities.• Establish new goals or modify existing goals.• When AC goals are not being met:• AC will discuss this with BOD.• Action plan will be developed to meet the goal or the goal will be modified.
3. As a last resort, BOD has the authority to replace AC with a CEO.
4. Personnel actions involving AC members are the sole responsibility of AC.
Admin Council Team Goals 2005-06
Task Management Skills
Organization of AC Tasks and Projects
CHD Website
Decision Making
Communications