2005 Continuity Planning where the rubber meets the road

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