2005 Continuity Planning where the rubber meets the road

1. 2005 ContinuityPlanning where the rubber meets the road

2. 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 • 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

3. 2004 Continuity Work Plan Board recruitment Admin Council development Bylaws revision Policy revision Selection of Corporate Agent Admin Council Selection Process Accountability

4. 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

5. 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

6. 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.

7. Decision Making Parameters: Overview • Purpose • Principles • Key Terms • General Responsibilities & Expectations • Delegation of Decision Making Authority • Decision Making Criteria • Specific Parameters Unresolved Issues

8. Decision Making Principles • Legal Responsibility • Decentralized Decision Making • Impact of Decisions • Inclusiveness & Openness • Effectiveness • Accountability

9. Key Decision Making Terms • Responsibility • Authority • Delegation • Interpretation • Ethics

10. 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.

11. Decision Making Criteria • Policies & Procedures • Financial • Legal • Mission, Vision, Values • Internal Impact • Political

12. Decision Parameters: Policies & Services A = Approval I = Interpret R = Recommend D = Delegate O = Operationalize

13. Decision Parameters: Fiscal & Human Resources A = Approval I = Interpret R = Recommend D = Delegate O = Operationalize

14. Decision Parameters: Board Support A = Approval I = Interpret R = Recommend D = Delegate O = Operationalize

15. Decision Parameters: Community Relations & Legal A = Approval I = Interpret R = Recommend D = Delegate O = Operationalize

16. Decision Parameters: Org Structure & Other A = Approval I = Interpret R = Recommend D = Delegate O = Operationalize

17. Decision Making Parameters:Unresolved Issues • Quality Improvement • Clinical Supervision • Billing, rate setting, fee policy • Volunteers • AC member compensation • Job Descriptions • UM Coordinator & PH Nurse Supervisor • Risk Management • Auditors • Staff Grievances • Delegation from Union County to CHD

18. Accountability Principles • Admin Council (AC) accountability within CHD is a reciprocal process. AC is accountable to both the Board of Directors and to CHD Teams. • 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. • Accountability needs to be based upon clear goals and expectations. • Evaluation needs to include a balance of qualitative and quantitative measures. • Evaluation systems at CHD always begin with self-assessment (at both individual and team level).

19. Accountability Recommendations: Open Appraisals • AC will conduct an open appraisal annually. • Staff and BOD will be provided opportunities for input into the AC open appraisal. • All teams will conduct open appraisals annually. • As part of its open appraisal, AC will review the results from the other team open appraisals. • 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 • AC will identify three to five of these goals to be rigorously monitored and evaluated.

20. Accountability Recommendations:Admin Council Goal Setting • AC will present their team accomplishments and draft goals from open appraisal to the BOD and to staff. • BOD and AC will collaboratively set annual goals for AC. • 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.

21. Accountability Recommendations:Communication • AC will present an annual report to BOD and staff including an analysis of: • State of CHD • CHD strengths • CHD accomplishments • Challenges • Progress toward AC goals will be standing agenda items at All-Staff meetings and BOD meetings.

22. Accountability Recommendations:Corrective Action • 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. • 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. • As a last resort, BOD has the authority to replace AC with a CEO. • Personnel actions involving AC members are the sole responsibility of AC.

23. Admin Council Team Goals 2005-06 Task Management Skills Organization of AC Tasks and Projects CHD Website Decision Making Communications