1. Administrator and Manager of Staff and Services

2. Webinar Outcomes Distinction: leader & manager?
Manage: people or processes?
What do chaplain standards provide?
CHA/NACC competencies
Having a management mindset
Keys to creating a working environment

3. Distinction: Leader-Manager (1989) Bennis: On Becoming a Leader
Administers
Is a copy
Maintains
Focuses on systems
Relies on control
A short-range view
Asks how and when
Eye on bottom line
Imitates
Accepts status quo
Classic good soldier
Does things right
Innovates
Is an origin
Develops
Focuses on people
Inspires trust
A long-range view
Asks what and why
Eye on horizon
Originates
Challenges status quo
Is own person
Does right thing M AN A
GER L E A
DER

4. Peter Drucker Manage PROCESSES Plan Organize Coordinate Lead - Develop
PEOPLE/STAFF
Inspire
Motivate

5. Certification Standards?
Common Standards for Certification
PRO1 (NACC 305.1): Promote the integration of Pastoral / Spiritual Care into the life and service of the institution in which it resides.
PRO3 (NACC 305.3): Articulate an understanding of institutional culture and systems, and systemic relationships.

6. Standards of Practice?
Standard 9, Care for the Organization:
The chaplain provides chaplaincy care to the organization in ways consonant with the organization’s values and mission statement.
Standard 10, Chaplain as Leader:
The chaplain provides leadership in the professional practice setting and the profession.

7. Spiritual Leadership Competencies CHA/NACC 2009
Outgrowth of Omaha Summit 2007
CHA/NACC Care Services Task Force
What management skills needed?
For mission leaders/HR
For those responsible for education and training
For current directors of pastoral care
For discerning professional growth

8. Areas of Competency Leadership Finance/ Accounting Management
Marketing
Organizational
Dynamics
Professionalism
Quality
Strategic Planning
Technology Acumen

9. I. Leadership
Skills and ability to set the goals of a department and inspire/direct the staff to achieve the goals and live out the mission, vision and values of the organization.
Model and demonstrate being visionary and inclusive
Exhibit a collaborative and interdisciplinary management
Exhibit a strategic agility in adapting Spiritual Care services to the changing needs of the organization in providing a continuum of care

10. II. Finance/Accounting
Knowledge of current principles, practices, and policies to fiscally manage the department.
Comprehend, analyze, and monitor balance sheet and income statement of organization particularly SC
Build, monitor, and make value-based decisions (budget)
Situate SC services within the business plan of the institution/organization and standards of the profession
Demonstrate to the institution and system “value added” and “cost avoidance” benefit of adequate spiritual care/chaplain staffing

11. III. Management
Ability to administer a department in collaboration with other departments and administration throughout the organization
Design a structure for Spiritual Care department
Assess personnel needs & work with HR
Hire, develop, and evaluate staff
Needs for and purchase equipment and materials
Manage resources and time
Prioritize tasks and balance a multiplicity of demands
Possess working knowledge of and capability with…

12. IV. Marketing
Ability to direct/process the development management of services and products from conceptualization through delivery.
Collaborate to identify SC service needs
Identify, assess, select, and develop SC services Determine cost/price, method for delivery, and promotion
Promote the value and need of SC
Develop, tailor, and provide education and information to promote SCservices to potential users of the services and to decision makers

13. V. Organizational Dynamics
Knowledge of and ability to navigate and maneuver within the structural, cultural, and power relationships within an organization to achieve desired outcomes.
Understand how the system operates
Develop and implement departmental goals
Demonstrate a personal and departmental accountability
Understand the integral role of Spirituality to mission
Promote the process of ethical decision-making and theological reflection within department/organization

14. VI. Professionalism
Knowledge, conduct, qualities, and capacity that characterize the profession of chaplain, based on professional and organizational standards and ethics and the best practices of the profession
View self as professional leader within organization
Possess the characteristic of being a skilled practitioner in:
Demonstrate confidence in responding to challenges
Promote the professionalism of the chaplain and SC Dept.
Build relationships with key partners in organization and within the professional field

15. VII. Quality
Desired outcome of a mission driven culture that exhibits excellence in going beyond the expectations of those being served.
Provide a quality of SC services that is evidence-based, outcome-orientated, and consistent with national best practices
Promote quality as integral to the organization’s mission
Be able to work with colleagues across interdisciplinary lines to create a healing culture of excellence
Demonstrate a quality of work that is mostly error free the first time with little waste of or redone work

16. VIII. Strategic Planning
Capable of creating the new and different - to be actively involved in setting short term goals while at the same time being future orientated to establish long term goals.
Know current and possible future policies, practices…
Use available information and data
Anticipate future consequences and trends accurately
Possess broad knowledge and perspective
Create breakthrough strategies and plans
Utilize available information and data to forecast techniques to seek better performance

17. IX. Technology Acumen
Ability to use current and emerging technologies that underlie effective spiritual care management in today’s world.
Possess competence in Word, Excel, Access…
Know of system/organization software(s)
Think and communicate as an expert in technology does
Be aware of and open to new technologies
Advocate for information and communication technologies that can improve spiritual care…

18. Management Mindset Being aware of/conversant with executive concerns…
How SC services align with these concerns…
Financial issues
Patient Experience/Satisfaction
Top decile HCAHPS results
Employee engagement/retention/morale
Physician engagement
Length of stay, re-admission rate, clinical outcomes

19. Some Environmental Keys
Lichter’s Underlying Assumptions about Our Working Environment
We are all in service of the NACC mission, vision, and values.
Taking care of myself emotionally, spiritually, intellectually, and physically is my number one responsibility and it is intimately and integrally tied to the loves of my life who keep me selfless and grounded (humble).

20. Keys continued…
While working, wherever we are working, we are also learning; and learning itself is a strong motivator.
My primary customers are my colleagues who work with me to meet our members’ needs.
NACC exists for our members; we search for ways to add value to their experience of NACC.