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Leadership Project

ANGÈLE WRIGHT
Personality Assessment

 My personality type is INTJ, based on the Jung-Typology


personality test completed in September 2017
 INTJ stands for Introverted Intuitive Thinking Judging
and are, in my opinion, the “reluctant leaders”
 I enjoy problem solving and breaking down a process to
its smallest unit; examining it until all of the kinks are
removed
 I am an Education Champion and believe that all
improvement should be continuous and involve and
reflect those who touch the work because they know it
best
Personality Assessment

 I practice “Servant Leadership” - synergistical exchange


of information between all parties to improve the process
 The goal of my leadership style is: “I will make it easier
for you to be better at whatever it is that you’re doing, no
matter what. If I have it, then you will have it too”
 Humanmetrics describes INTJs as perfectionists who are
capable of combining “imagination with creativity.”
(Humanmetrics.com, 1998-2017)
 As an INTJ, I am very straightforward and hope to
present the requested information in the most efficient
way possible. I look forward to your feedback
Women’s Health Center

 Currently serve as the Director for the fictionalized


Women’s Health Center
 Freestanding clinic in an urban setting that serves the
gynecological needs of the under- and un-insured
adolescent girls and women across the age continuum
 Mission: Provide the best gynecological care possible
 Currently employs two Nurse Practitioners (NP), two
Obstetrician-Gynecologists (OB/GYN), four Medical
Assistants (MA), one lactation consultant, one
receptionist, one HR specialist, and one office manager.
 Maintain relationship with a local hospital to provide
emergent and higher level care of patients
Return on Investment

Women’s Health Center Organization Chart


OB/GYNs & DIRECTOR
Nurse Practitioners*
*sub-contractors w/ WHC.
Unsafe practice or noncompliance to
Federal & State requirements can
result in failure to renew contract

Receptionist HR Office Lactation Medical


Specialist Manager Consultant Assistants
Women’s Health Center
 The office manager handles the financial aspects of the
practice by developing the annual budgets
 As Director, I manage the marketing and fundraising
aspects within the organization as well as networking with
prospective financial patrons to WHC
 Total Quality Management and Continuous Improvement
Strategies (Lean Methodologies and Six Sigma) are used to
identify and remedy any inefficiencies within the practice
 As a former Lean Instructor for seven years, I am also
responsible for Lean/Six Sigma staff education
 The HR specialist maintains personnel records,
compensation, and benefits. Hiring is a team effort but is
spearheaded by the HR specialist
Ethical and Legal Considerations

 Provide equitable, safe, and consistent gynecologic


services to our patient population with appropriate and
timely billing
 Avoid conflict of interest with services provided to
patient population
 Quickly identify any safety or quality issues and move to
swiftly resolve them
 Ensure privacy of electronic records by investing in
appropriate network
 Ensure proper and standardized training and orientation
for new hires
 Establish written procedures and protocols that reflect
evidence based practice
Cultural Development

 It is imperative to understand and appreciate individual


diversity within our staff and patient population
 Staff members are encouraged to share their
backgrounds and special talents to enhance team
building and mutual respect
 In addition to each person’s culture, it is imperative to
develop a corporate culture that accurately reflects a just,
warm, safe, and welcoming environment
 Each staff member is empowered to safeguard and
maintain our corporate culture through open
communication and constructive feedback
Team Creation and Coaching

 As Director, frequent effort is made to maintain


focus on our practice’s mission through team
building activities through education and meetings:
 TeamSTEPPS to improve communication and
teamwork
 Total Quality Management (TQM), Lean
Methodologies and Six Sigma training are given to
enhance staff members’ problem solving skills and
productivity and improve process efficiency
 Simulations are conducted to enhance knowledge
and reiterate procedures in a less stressful
environment
Team Creation and Coaching

 Coaching is conducted to both reinforce positive


behavior and improve problems
 WHC policies and procedures are shared in
orientation, reviewed during monthly staff meetings,
available on company’s intranet for perusal
 Most policies are developed by the group in order to
maximize ownership in its success
 Feedback and coaching sessions are timely and
specific to the occasion and are results oriented
(Sullivan, 2012, p. 259)
Leadership Responsibility & Accountability

 WHC started as two NPs who wanted to give the


underserved female members of our community the
opportunity to receive the same type of care that
their suburban counterparts receive
 As the practice grew, interdisciplinary team
members were added in order to provide
comprehensive reproductive care to women across
the age continuum
 Each member of the team is valued because of the
value that they add in achieving the practice’s
mission
Leadership Responsibility & Accountability

 The practice utilizes the Shared Leadership theory


due to its reliance on relationships, open
communication, and respected boundaries (Sullivan,
2012, p. 43)
 Knowledge is shared amongst all team members in
meetings and education sessions
 For unknown topics, those who are strong or
passionate about a topic or need are encouraged to
lead and develop training sessions and maintain
super user status
 Our team utilizes shared governance and make key
decisions together (Sullivan, 2012, pp. 43-44)
Leadership Responsibility & Accountability

In the future, WHC hopes to increase its presence and


footprint within the community by:
 Hosting support meetings for breastfeeding, breast
cancer survivors, and new mothers
 Increase STEM (science, technology, engineering, and
math) awareness within local schools by offering
externships to high school and college students
interested in nursing or health care administration
 Participate in local women health fairs to promote the
importance of regular screenings
 Include a therapist and nutritionist on staff to truly
promote a holistic approach to whole body wellness
Leadership Responsibility & Accountability

 The WHC receives federal accreditation through the


Health Resources and Services Administration (HRSA)’s
Health Center Program
 HRSA Health Center Program compliance falls under the
Director’s office
 In addition, the Health Center Program provides need-
based financial grants and provisions for sliding scale
payment
 To maintain HRSA compliance, WHC must also adopt a
quality improvement program, electronic health records
to ensure patient privacy, maintain appropriate staffing
and a means to disclose ethical use of all federally
acquired funds (HRSA website)
Leadership Responsibility & Accountability

 WHC is licensed and certified in the state of Maryland


through The Office of Health Care Quality (MD
Department of Health website)
 Licensure allows WHC to conduct business within the
state of MD, certification allows the clinic to participate
in the state Medicare and Medicaid programs
 WHC also accepts the MD Children’s Health Insurance
Program, which provides care for qualifying children
under the age of 19 and pregnant women
 The doctors, nurse practitioners, MAs, and lactation
consultant all maintain their licenses through the
appropriate state Boards
Leadership Responsibility & Accountability

In order to participate in federally funded insurance


programs, WHC must follow the Centers for
Medicare and Medicaid Services (CMS) guidelines
 Includes Medicare, Medicaid, as well as Children’s
Health Insurance Program.
Adherence to these guidelines fall under the Director’s
responsibilities, including
 submission of the Medicare Enrollment application
 Clinical Laboratory Improvement Act certificate
(allows facility to draw lab specimens and obtained
through the FDA)
 copy of State License
Leadership Responsibility & Accountability

WHC must also uphold OSHA standards to maintain a safe


workplace for all employees and clients (OSHA website).
OSHA compliance falls under the Director’s responsibility
 Proper employee training are conducted as required. Use
of universal precaution is required
 Monthly walkthroughs are conducted to ensure that the
building is up to mandated code and all safety exits are
clearly marked
 Receptacles and PPEs are available to collect sharps and
reduce the transmission of blood borne pathogens
 Written exposure plans are updated annually. MSDS for
every chemical stored in the facility are available for review
 All recordable injuries are reported
Return on Investment

Women’s Health Center Vision:


 provide superb, safe, and ethical gynecological care to the
underprivileged members of the surrounding community
Marketing Plan for FY 2018
 Ensure current patient loyalty by frequent
communication (myChart, physical and electronic
reminders, scheduling smart phone app) to maintain
health promotion
 Increase WHC’s community presence by participating in
local health fairs, increasing social media presence,
hosting support groups for breast cancer survivors,
breastfeeding and general health promotion
Return on Investment

 Provide education and support for new mothers with


information on smoking and illicit drug cessation,
nutrition, medical care, family planning, neonatal child
care, maximizing mother/baby bonding, and postpartum
depression
 Receive federal and state funding to start a home health
nursing visits for postpartum patients deemed at risk
during the first six weeks of baby’s extrauterine life

Employee Retention: with such a small group, it is


imperative to ensure that significant attention is placed
on maximizing employee engagement and retention
Return on Investment

Overall Engagement and Retention Plan


 Meet with team members on an individual basis to
identify their goals and work with them to help them
achieve them
 Provide training and resources to create self-directed
teams based on Reinforcement Theory, specifically
positive reinforcement (Sullivan, 2012, p. 229) to
cultivate desired behavior
 Develop a strong on-boarding process, provide timely
feedback, and maintain a corporate culture that focuses
on empowerment and teamwork
 Encourage open communication between all team
members
 Ensure that compensation and benefits are appropriate
Return on Investment

The Director works closely with the HR specialist to


 Help the director remain open-minded and free of bias
 Manage employee opportunities and separations
 Research compensation to remain competitive
 Maintain staff development and education
 Establish an orientation program with experienced
preceptors and mentors
 Deliver fair and appropriate coaching
 Manage staff productivity evaluation
 Data to be used for Lean/Six Sigma projects
 Establish adjunct position succession planning
 Committee chairs
 Social planning
 Biannual education
Disaster Preparedness & Critical Issues

Disaster Preparedness (Sullivan, 2012, pp. 296-298)


 Vulnerabilities for facility in Annapolis, MD
 Bioterrorism due to close proximity to Naval Academy and
Washington, D.C.
 Hurricane and other weather-related disasters due to geographical
location
 Fire, inhalation, and burn threats due to chemicals and oxygen
stored within the facility
 Data breach of confidential electronic patient files

For small clinics, leadership relies on OSHA regulations for


guidelines when creating Disaster Planning or Emergency
Operations Planning (EOP)
Disaster Preparedness & Critical Issues

 WHC’s Emergency Operations Plan (EOP) (Sullivan, 2012, p.


296)
 Activation of EOP by due to an actual or perceived threat (outside
emergency personnel contacted if local threat)
 Establish communication with staff to advise of emergency
 If facility is opened,
 begin evacuation (fire or chemical exposure) or
 advise patients of external threat (weather – related or acts of terrorism)
 provide shelter if external threat and outside terrain is unsuitable for travel
 If facility is closed,
 advise team when facility will be reopened
 if possible, work together to contact patients of site closure
 Once emergency is deactivated, establish contact with team and patients
 At earliest opportunity, review reaction times to ensure efficient use of
resources
 Set up practice drill schedule
Disaster Preparedness & Critical Issues

Succession Planning
 Obvious succession choice is either HR specialist or
Office Manager
 Traditional mentoring is available for anyone on staff
 Process is tailored to individual’s future plans and goals
gleaned during semi annual coaching sessions

Networking is conducted through:


 Association memberships
 Civic Associations
 Social Media
 Existing relationships
 Fundraising opportunities
Disaster Preparedness & Critical Issues

Keeping Up with Advances


 Utilize the internet to keep up with Federal and State
agency requirements (CMS, HRSA, FDA, OSHA, etc.)
 Active Association of Women’s Health, Obstetrics, and
Neonatal Nurses (AWHONN) membership and conference
attendance
 Subscription to Nursing for Women’s Health Journal to
maintain knowledge of evidence-based research
 Utilize the part-time education specialist to develop
education modules during bi-annual education fairs
 Network with counterparts in similar positions in
comparable health centers
Conclusion

 It is extremely challenging to build a practice from the


ground up, especially a non-profit one
 Simultaneously, it is extremely rewarding to be able to
help others and become an integrated part of the
community
 Teamwork is key. Each team member has value and
should be treated as such
 Remember to also take care of yourself and find a way to
self-replenish on a daily basis

Questions?
References
About teamSTEPPS. (Updated April 2017). Retrieved from

https://www.ahrq.gov/teamstepps/about-

teamstepps/index.html

Federally qualified health center fact sheet. (Updated: July

2013). Retrieved from https://www.cms.gov/Regulations-

and-

Guidance/Guidance/Manuals/downloads/som107_exhibit_17

9.pdf
References
Health Center Program Requirements. (Updated: November

2017). Retrieved from

https://bphc.hrsa.gov/programrequirements/index.html

IVD regulatory assistance – clinical laboratory improvement

amendments. (Updated: November 2017). Retrieved from

https://www.fda.gov/MedicalDevices/DeviceRegulationan

dGuidance/IVDRegulatoryAssistance/ucm124105.htm
References

Maryland children’s health program (SCHIP). Retrieved from

https://www.benefits.gov/benefits/benefit-details/4776

Medical and dental offices. (Updated 2003). Retrieved from

https://www.osha.gov/Publications/OSHA3187/osha3187.html

Office of health Care quality. Retrieved from

https://health.maryland.gov/ohcq/Pages/home.aspx
References

Sullivan, E. J. (2012). Effective leadership and management

in nursing. (8th Ed.) Upper Saddle River, N.J.: Prentice

Hall

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