2005 Continuity Planning where 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 Remaining Retreat 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

FunctionBODACTeamX-TeamAuthoritiesStaff Policies Personnel/FiscalAO//R R OperationDAOR ContractsDAO Services Mission, Vision, ValueAO/ R Needs/Assess Internal/ExternalDARRR/OR Strategic DirectionAR/O/IR/O Program Development/ImplementDA/OR/O O QA/QIDA/OO OO Decision Parameters: Policies & Services A = Approval I = Interpret R = Recommend D = Delegate O = Operationalize

FunctionBODACTeamX-TeamAuthoritiesStaff Fiscal BudgetARRRRR Fiscal Management & ReportingDA/OO/RR Grant WritingDA/OO/RR InvestmentsD A/O Human Resources Staff Job DescriptionsDRARRR AC Job DescriptionsAR Hire, Staff/VolunteersDA/O Terminate StaffDA/OR R Terminate Volunteers Salary/CompensationDA/ O R R Decision Parameters: Fiscal & Human Resources A = Approval I = Interpret R = Recommend D = Delegate O = Operationalize

Decision Parameters: Board Support FunctionBODACTeamX-TeamAuthoritiesStaff BOD Recruit/Development RecruitmentA/ OR BOD job descriptions, org structure, communications, accountabilityA/ O BOD OrientationA/ OO BOD CommunicationAO BOD Training, DevelopmentA/ OO BOD Self EvaluationA/ O BOD CommitteesA/ OO/ R BOD Member contracting w/CHDA A = Approval I = Interpret R = Recommend D = Delegate O = Operationalize

Decision Parameters: Community Relations & Legal FunctionBODACTeamX-TeamAuthoritiesStaff Community Relations PR PlanA/ OR/ O Program Specific PlanDAR/ O CHD Reps To Outside OrganizationsDAR/ O Legal Articles of Incorporation, Bylaws, & Other Legal Rules for Corp.A Compliance with Laws, Regulations,& ContractsDIO IO A = Approval I = Interpret R = Recommend D = Delegate O = Operationalize

Decision Parameters: Org Structure & Other FunctionBODACTeamX-TeamAuthoritiesStaff Org Structure Executive FunctionAO Team CharterDAR/ O X-Team ChartersDA R/ O Information Information StrategiesDAO/ R R Other Clinical LeadershipDRR AO Process for Adding AC Member (Including Authorities)AR/ OR Add/Remove AC MemberDA/ O Appointment of Corporate Agent and BOD LiaisonAR/ O A = Approval I = Interpret R = Recommend D = Delegate O = 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 Task Management Skills Organization of AC Tasks and Projects CHD Website Decision Making Communications