Healthcare Administration Professional Advisory Group (HAPAG)

Transcription

1 Healthcare Administration Professional Advisory Group (HAPAG) Strategic Plan Health Services Professional Advisory Committee United States Public Health Service (USPHS) Commissioned Corps 18 September 2012

2 Table of Contents I. Introduction by the HAPAG Chair and Chair-Elect.. p.3 II. Preface by Strategic Planning Workgroup (2012).. p.4 III. Mission Statement and Vision Statement.. p.5 IV. Organization History and Profile p.6 V. Overall Goals... p.7 VI. Sub-Committee Supported Goals, Strategies and Action Items p.8 VII. HAPAG Voting Membership (2012). p.16 2

3 Introduction by the HAPAG Chair and Chair-elect On behalf of the current HAPAG Leadership, it is our pleasure to present the HAPAG Strategic Plan. This strategic plan was developed in collaboration with previous and current leadership and the Strategic Planning Development workgroup. As a result, this is the first HAPAG five-year strategic plan intended to provide structure to guide the organization into future while remaining flexible enough to meet the short term operational goals. The ultimate success of any strategic plan is not in the words that describe it, but in its active implementation, continuous evaluation, and ongoing revisions. As such, it is a living document that is intended to serve the current and future HAPAG leadership and most importantly, engages the membership in accomplishing the mission and vision of HAPAG. The HAPAG mission is to foster exemplary healthcare administrative services across local, national, and international levels, and the vision is to be the premier source of leadership in the field of healthcare administration. It is our hope that this strategic plan described in the pages forthcoming will provide our leadership and membership the necessary guiding tools to meet our mission and vision both today and in the years to come. CDR William (Rusty) Waldron LCDR Brett Maycock HAPAG Chair (2012) HAPAG Chair-elect (2012) 3

4 PREFACE In 2012, the Healthcare Administration Professional Advisory Group (HAPAG) initiated a review of strengths and areas of opportunities with the purpose to inform Commissioned Corps officers on the infrastructural design of the HAPAG. Collective comments emerging from the workgroup provided a shared vision of the HAPAG strategic planning process. After a comprehensive review of historical developments and guiding thoughts about the healthcare administration field, it is evident that there remains an unfinished agenda to further promote leadership in the United States Public Health Service (USPHS). As we strive to be the premier source of leadership in the field of healthcare administration, a systemic approach necessitates more specificity to support current and future HAPAG leadership development. Given that the healthcare field is changing rapidly, there will be a need for effective administrators to run federal organizations smoothly. As such, this analysis has led to the development of a vision statement, a mission, and four strategic goals related to four common themes: collaboration; communication; career development; and membership/retention. As a result of many cooperative efforts and many dedicated HAPAG members, this document is an initial, but important plan of action for current and future USPHS officers in the healthcare administration field. This strategic plan is meant to be a living document, which will serve as a road map of opportunities for current and future HAPAG members, non-clinical and clinical, to review and update this document as necessary. We look forward to active engagement in this field of healthcare administration as there are always opportunities to improve processes and outcomes Strategic Planning Workgroup LCDR Donelle McKenna (Co-Chair) LT Garman (Will) Williams (Co-Chair) CAPT Elijah Martin CDR Jean-Pierre DeBarros CDR David Dietz CDR Delia Jones-McHorgh CDR David Lau LCDR Gerald Brozyna LCDR Tracey Coleman-Rawlinson LCDR Keisha Johnson LCDR Brett Maycock LCDR Makeva Rhoden LT Ramses Diaz-Vargas LT Jonathan Whitehart 4

5 HAPAG s Mission and Vision Mission Statement To foster exemplary healthcare administrative services across local, national, and international levels. Vision Statement To be the premier source of leadership in the field of healthcare administration. The target audience for all of the proposed strategies and goals is junior and senior HAPAG officers. 5

6 Organization History and Profile The HAPAG was founded in 2004 by a select group of healthcare administration professionals who believed that a venue to benefit the professional development of USPHS healthcare administration officers and a means to assist the Corps with the entrance on duty and recruiting of administrators. To date the HAPAG has maintained a strong and active membership fully dedicated to elevating the field of healthcare administration with the USPHS. Annually, the HAPAG bestows the HAPAG Senior Excellence in Healthcare Leadership Award and the HAPAG Junior Excellence in Healthcare Leadership Award on a senior and junior officer that has demonstrated outstanding acumen and accomplishments in the field of healthcare administration. The Healthcare Administration Professional Advisory Group (HAPAG), organized under the Health Services Professional Advisory Committee (HSPAC), is comprised of healthcare administration trained Commissioned Corps officers from all the Department of Health and Human Services (HHS) operating divisions and agencies and some non-hhs agencies, which provides advice and consultation to the executive and voting body of the Health Services Officer (HSO) category. The HAPAG carries out its functions on behalf of all HHS members of the discipline, including healthcare administrators in other federal agencies/services in which PHS healthcare administrators and Commissioned Officers Externship Program (COSTEPS) are assigned. The HAPAG shall consider discipline-specific professional issues and advise the Surgeon General through the HSPAC and Chief Health Services Officer regarding such issues. The HAPAG functions in a resource and advisory capacity to assist in the development, coordination, training and evaluation of activities related to officers in the healthcare administration professional discipline with the specific objectives of: Identifying issues of interest and facilitating the resolution of concerns as they relate to healthcare administration officers; Assessing personnel needs of the USPHS as related to healthcare administration and assisting in meeting the needs relative to recruitment, retention, training, professional development and utilization; Assessing professional development needs and developing position papers, statistical reports, and/or guidelines, where appropriate, to advise and comment on matters relating to the personnel issues of healthcare administration professionals and their practices; Promoting cooperation and communication among other professional disciplines and healthcare professionals; Promoting all aspects of quality healthcare administration throughout the USPHSsupported agencies and programs. 6

7 Overall Goals Goal #1: Establish new and strengthen existing collaborative partnerships with a major focus on communication, mentorship, and overall performance improvement in HAPAG. Goal #2: Increase, enhance, and ensure effective communication throughout HAPAG. Goal #3: Expand the professional development and career enhancement model to support HAPAG officers from commissioning to retirement by encouraging leadership development, advancement, and mentorship opportunities. Goal #4: Strengthen membership by engaging HAPAG officers in effective recruitment, service recognition, and retention strategies. Overall Subcommittee Supported Goals Subcommittee Goal #1 Goal #2 Goal #3 Goal #4 Awards X Career Development X X X Communications X X X Membership X X X X Policy X X X 7

8 Goals, Strategies, and Action Items Goal #1: Establish new and strengthen existing collaborative partnerships with a major focus on communication, mentorship, and overall performance improvement in HAPAG. Strategy #1: Develop a coordinated response to address the critical needs of officers by working collaboratively with other PAGs in order to improve communication, disseminate pertinent information, and foster officership across HSO disciplines. 1) Policy Subcommittee - Develop a needs assessment survey to identify the critical needs of HAPAG members, in the United States Public Health Service. a. Develop survey questions that solicit recommendations from both junior and senior HAPAG members. 2) Policy Subcommittee - Identify the top 5 needs of HAPAG members using a needs assessment survey. Strategy #2: Leveraging this benefit by establishing a means for HAPAG officers to network with one another, and meet with senior officers who have excelled professionally during their career. Specifically, we should host miniroundtable discussions on pressing topics through the perspectives of both a senior and non-senior officer. By using officers at different level, we can begin to grow the younger HAPAG leadership and receive guidance from more seasoned officers. Strategy #3: Assist and consult with healthcare administration components to identify and implement internal and external best practices to improve overall performance, therefore increasing the visibility and value of the PHS healthcare administrator. 1) Career Development Subcommittee - Stand-up a Mentoring workgroup that focuses solely on HAPAG mentors and mentees. 2) Career Development Subcommittee - Identify core competencies for Health Care Administrator to be successful in a clinical setting within USPHS. 3) Membership Subcommittee - Develop a monthly Healthcare Administration Rotary Club that invites experts on healthcare administration, leadership, management, to discuss pertinent topics with HAPAG members. 1) Policy Subcommittee - Define the purpose and role of the HAPAG. a. Consult the HAPAG Senior Advisors to assist with action items. b. Consult former HAPAG Chairs for recommendations and guidance. 2) Career Development / Membership Subcommittees - Identify collaborative partners and hold meetings to discuss active participation, mentoring, and how to increase the overall effectiveness of the HAPAG. 3) Policy Subcommittee - Identify best practices from the other uniformed services (i.e., Navy, Air Force, and Army) and the veterans healthcare administration organizations and develop tools that HAPAG members could utilize in their day-to-day 8

9 operations. Strategy #4: Participate in professional opportunities such as organizations (ACHE, MGMA, etc) and the Medical Service Corps Administrator meetings with our sister services thru various Department of Defense (DoD) conferences. Highlight HAPAG members who attend professional conferences and encourage them to writeup their experiences. 1) Career Development / Membership Subcommittees - Encourage HAPAG members to attend conferences (i.e., American College of Healthcare Executives (ACHE), American Academy of Medical Administrators (AAMA), Association of Military Surgeons of the United States (AMSUS), Medical Group Management Association (MGMA), and others to network with other healthcare administrators and identify best practices. a. Have recent conference attendees provide an overview of the conference and any best practices they discovered from other healthcare administrators. 2) Policy Subcommittee - Compile a monthly list of upcoming opportunities and annual meetings applicable to HAPAG members. 3) Policy/Communication Subcommittees - Encourage HAPAG members to write articles for the HAPAG newsletter (i.e. Conference and other event highlights, community service, work accomplishments, etc.). 9

10 Goal #2: Increase, enhance, and ensure effective communication throughout HAPAG. Strategy #1: Establishment of agency's contacts responsible for assisting with the distribution of information and serve as a central point of reference in their agencies for new officers interested in joining the HAPAG. 1) Communication Subcommittee - Define/establish the duties of the Central Point of Reference or Point of Contact (POC) 2) Communication Subcommittee - Send an out on the HAPAG listserv soliciting volunteers to serve as POCs 3) Communication Subcommittee - Create and maintain a roster of individuals willing to serve as Points of Contact (POC) at the various agencies where PHS officers serve. 4) Communication Subcommittee - Post approved POC list on the HAPAG website and include in the Communications Subcommittee SOP Strategy #2: new called to active duty (CAD) HSO officers in appropriate disciplines to invite them to join the HAPAG Listserv, subcommittees, and attend OBC Open House to promote the HAPAG. 1) Communication / Membership Subcommittees - Keep an updated calendar of the OBC Open House events. 2) Communication / Membership Subcommittees - Continue to have Membership Subcommittee participate in Open House events to market HAPAG (volunteers for Open House can be any HAPAG general member with knowledge of the HAPAG history) 3) Membership Subcommittee - Receive a list of interested officers from Membership Subcommittee following attendance at Open House for further outreach and invitations to participate with HAPAG. 4) Communication / Membership Subcommittees Create a personal letter inviting officers to join the HAPAG (Note: A welcome letter was created in 2011and it is automatically sent to officers when they join the HAPAG listserv.) 10

11 Strategy #3: Establish a permanent workgroup within the Communications Subcommittee to streamline the development of the bi-annual newsletters. Positions can include editor, co-editor, and layout designer. Establish a permanent position within the Subcommittee to maintain the HAPAG website (i.e. Website Content Manager). Establish a permanent position with the Subcommittee to respond to request for information disseminated on the HAPAG Listserv (i.e. Listserv Manager). 1) Communication Subcommittee - Define/establish the duties of the members of the Newsletter workgroup (positions include editor, co-editor, layout designer), Bulletin Coordinator, Website Content Coordinator and Listserv Manager. 2) Communication Subcommittee - Include information on new positions in the Communications Subcommittee SOP. 3) Communication Subcommittee - Disseminate an annual message soliciting volunteers for each position or assign the positions within the Communications Subcommittee. 4) Communication Subcommittee - Create internal communication plan for HAPAG officers to submit listserv requests (for both HAPAG and HSPAC listservs). Use the HSPAC Communications guidelines as a template. 5) Communication Subcommittee - Create a weekly or monthly HAPAG bulletin to communicate activities/projects being implemented within each subcommittee. This bulletin will serve as a communications tool to keep officers apprised of HAPAG news. 11

12 Goal #3: Expand the professional development and career enhancement model to support HAPAG officers from commissioning to retirement by encouraging leadership development, advancement, and mentorship opportunities. Strategy #1: Development of innovative initiatives that provides guidance to HAPAG officers in areas of career development, performance goals and process improvement. 1) Career Development Subcommittee - Review DCCPR Career Development Annual Self-Checklist and provide it to HAPAG officers via the HAPAG website 2) Career Development Subcommittee - Identify and provide appropriate tool/resources for potential/new calls-to-active duty HAPAG officers (i.e. CV, promotion benchmarks, 9/11 GI Bill, and more information that new officers should know) 3) Membership Subcommittee - Develop a retirement planning informational guide for HAPAG officers 4) Career Development Subcommittee - Develop annual training curriculum to educate HAPAG officers with pertinent information related to career development, professional growth, and/or USPHS updates Strategy #2: Develop a mentoring mechanism for junior officers. 1) Career Development Subcommittee - Provide resources and information on HSO Mentoring Program and create a HAPAG Mentoring Liaison Voting Member position that will be available to all HAPAG officers. 2) Career Development Subcommittee - Establish an evaluation tool to ensure HAPAG officers are receiving mentors and also ensure HAPAG officers are serving as mentees 3) Membership Subcommittee - Identify and contact all new HAPAG CADs within the first 90 days Strategy #3: To support personnel needs of HAPAG officers by disseminating information via the HSO Web site, offering training resources, and developing short and long-term category force utilization and professional development goals and mission specific items. 1) Career Development / Membership Subcommittees - Identify professional societies and organizations that will benefit HAPAG officers and provide it to HAPAG officers via the HAPAG website 2) Career Development Subcommittee - Identify appropriate trainings for deployment roles and opportunities 12

13 3) Membership / Policy Subcommittees Develop mechanism to analyze HAPAG composition every three years to identify gaps in healthcare education and experience to support USPHS 13

14 Goal #4: Strengthen membership by engaging HAPAG officers in effective recruitment, service recognition, and retention strategies. Strategy #1: Provide statistics on HAPAG membership composition (including review the HSO Category call to active duty information) and periodically survey HAPAG members to gather insight regarding perceived organizational gaps. 1) Membership Subcommittee - Annually review membership composition and post on HAPAG site 2) Membership Subcommittee - Develop biennial survey that targets the strategic planning themes post results on HAPAG site 3) Policy / Membership Subcommittees - Provide a complete analysis of trends and incorporate results to the strategic planning efforts for recruitment and retention with the HAPAG Strategic Plan update every five years Strategy #2: Provide information to HAPAG officers regarding various awards that will allow them the opportunity to highlight their leadership, knowledge, and advancement of the health and safety of the nation; disseminate awards that demonstrate HAPAG officers willingness to advance the health of the Nation through innovative and strategic solutions. 1) Awards Subcommittee - Development of a proactive communication tool that provides real time information about the upcoming awards and requirements with example to be disseminated across the different distribution lists including but not limited to HAPAG, HSPAC, JOAG, etc. 2) Awards Subcommittee - Add types of awards to include (definitions, requirements, due dates) to the HAPAG site. Update awards matrix and post to the website 3) Awards Subcommittee - Continue to send award announcements to HAPAG distribution list and across other PHS communities (i.e., JOAG, HS- PAC.) Strategy #3: Develop strategies to re-engage senior officers participation in the HAPAG. 1) Career Development / Communication Subcommittees - Communicate with senior leadership asking for mentorship advice (add to newsletter or website). Example: ask senior leadership for bios (highlight senior officers career track) to give Junior Healthcare Administrators the opportunity to see what types of career tracks are available. (Highlight one senior leader and one junior officer in every newsletter) 2) Membership Subcommittee - Develop an introductory survey for junior officers that targets career development questions areas of concerns to 14

15 be shared and reviewed by senior leadership biennially. 3) Communication / Membership Subcommittees - Develop a proactive method/vehicle (blogs, forum, general for Q&As) for the interchange of information related to healthcare administration between senior and junior officers Strategy #4: Encourage healthcare administration representation on the HAPAG and the HSPAC voting membership. Action Item: 1) Career Development Subcommittee - Develop a presentation that highlights the importance of being involved (benefits, duties, and responsibilities), past contributions and what needs to be done (HAPAG plans) creating an environment of ownership among members. ** Multiple subcommittees designated require collaborative efforts. The first subcommittee listed should take the lead for the stated action item(s). 15

16 Executive Committee CDR William (Rusty) Waldron - Chair LCDR Brett Maycock Chair Elect LCDR Makeva Rhoden Executive Secretary CDR Morrisa Rice Financial Advisor Members CDR Donna Brown CDR Kimberly McIntosh-Little CDR Christina Williams CDR Robert Windom CDR Theresa Zach LCDR Kevin Bates LCDR Shwana Coleman LCDR Kimberley Hawkins LCDR Keisha Johnson LCDR Donelle McKenna LCDR Kenneth Monahan LCDR William (Phil) Tonkins LT Jonathan Whitehart LT Garman (Will) Williams Senior Advisors CAPT Jose Belardo CDR Jean-Pierre Debarros 2012 HAPAG Voting Membership 16