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Rethinking Administrative Fellowships: Innovative Strategies to Develop the Next Generation of Healthcare Leaders Jalynn M. Evans, MHA Katherine Q. Larin, MHA Learning Objectives 2 Tools and program structure designed to enhance fellow growth and development Strategies for cultivating diverse talent Impact of the fellowship program How It Started 4 Retention Challenging Our Thinking about Fellowships 5 Developing the Next Generation of Healthcare Leaders 6 National Center for Healthcare Leadership. Health Leadership Competency Model 3.0. https://www.steu.edu/documents/20182/72378/NCHL_Health_Leadership_Competency_Model.pdf/ Attributes of a Successful Administrative Fellow Agility ExecutionImpactCuriosity Values-based Leadership Healthcare System Knowledge Self-Awareness and Self- Development 7 Ongoing Professional Development 8 Designing a Contemporary Fellowship Experience Year 1Year 2 Q3Q4Q1Q2Q3Q4Q1Q2 Projects IU Health Senior Strategy Team & IU Health Senior Operations Team Participation Individual Professional Development Plan CMA Self-Assessment & Coaching Discussion Rotations Executive Recruitment Conversation Leadership Perspectives and Leadership Development Institute Community Connections Community Service Fellowship Alumni Network Leadership Essentials Leadership Development Institute Mentorship Leader Lunch & Learns Conference Attendance Observational Experiences IU Health Onboarding Professional Coaching Professional Development Engaged Work System-Level MeetingsInternal & External Opportunities IU Health System Board Meeting Participation Onboarding Experience 9 Creating a More Diverse and Inclusive Program 10 Embedding Community Service and Engagement to Enhance Belonging and Purpose 11 How It’s Going Fellow Project Examples COVID-19 Vaccine Clinics Orthopedic Service Line RN Transition to Practice Unified Medical Group Strategy Environmental Assessment Talent Acquisition Optimization 12 Current Role Examples Chief Operating Officer Director of Alternative Payment Model Operations Senior Performance Improvement Consultant Legislative Analyst Staff Attorney Practice Administrator Fellow Degrees 13 MHA 1 MPH 1 JD 1 MBA 2 MSHA Demographics 5 Men 11 Women 8 White 7 Minority Retention 67% retained post-fellowship Questions? 13 The Dana-Farber Cancer Institute Administrative Fellowship program began in 2007. The Administrative Fellowship has been a two-year program and will become a one-year program in 2024. The Fellowship provides: oKnowledge of organizational dynamics gained from working with senior leadership across the Institute oExposure to areas such as financial management; clinical operations management; research administration; human resources administration; facilities operations; inclusion, diversity, and equity; and strategic planning oAdvanced experience directed towards preparing fellows for administrative leadership positions in research/academic medical centers oA strong network of health care professionals at various levels across the Institute and within partnering organizations in Boston T he Fellowship structure includes multiple departmental rotations. In the first year, the Fellow proactively identifies three or four departments of interest and then embeds within those teams to engage with department-specific project work. During the second year, the Fellow is invited to deeply engage with one or two Institute-wide projects. R otation areas have included: oAmbulatory Clinical Opera�ons oFinance oHuman Resources oInclusion, Diversity, & Equity oStrategy and Organiza�ona l Eff ec�veness oStem Cell Therapies and Transplants oResearch P ast Fellowship projects include: oSuppor�ng the opening of the DFCI Yawkey Center oCoordina�ng the Ins�tute response to regulatory updates or requirements oImplemen�ng COVID Emergency Protocols oSuppor�ng the Ins�tute-wide transi�on to remote work during the pandemic oSuppor�ng the Ins�tute’s planning and execu�on of the COVID Vaccine for pa�ents and employees F ellows have had a variety of outcomes following these experiences. We currently employ 6 of our past Fellows, including two at the Vice President level. These fellows work for departments including Cell Therapies, Strategy and Organizational Effectiveness, Business Initiatives and Alliances, and Psychosocial Oncology and Palliative Care. O ther Fellows have gone on to organizations including: oMonogram Health - Director oStanford Health Care – Program Manager oNovar�s – Director of Strategy oTexas Children’s Health Plan – Assistant Vice President oTu�s Medicine - Director oComagine Health – Execu�ve Director oAvant-Garde Health – Chief Opera�ng Officer oBoston Medical Center Rotations Available to Fellows The Atrius Health Fellowship is a project-based fellowship with opportunity to participate in several organizational and leadership meetings which could include: • Execu�ve Leadership Team • Clinical Opera�ons Matrix • Hoshin Execu�ve Commitee • Opera�ons Execu�ve Commitee • Clinical Leadership • Opera�ons Leadership • Informal Site Visits • COVID-19 Opera�ons • Project Specific Workgroups The fellow and preceptors decide the specific high impact operational and business-oriented projects that the fellow will lad and participate in. Projects are selected in alignment with the fellow’s interest and organizational priorities. Projects could be in a variety of areas including: • Pa�ent Care Opera�ons • Human Resources and Organiza�onal Development & Learning • Contrac�ng • Clinical Informa�cs and Healthcare Data Analy�cs • Quality & Safety • Pa�ent Experience • Marke�ng • Business Development • Informa�on Technology • Legal • Opera�onal Transforma�on • Finance 2022-2023 Projects Completed by Fellow • Compile onboarding guide for agency nurses staffing flu clinics • Data Analysis – Hospitalist Program Admissions & Medicaid ACO Behavioral Health U�liza�on • Use Lean framework (A3 development) to improve efficiencies for Medical Secretary role in Primary Care • Compile Pediatric Intake Guide for Pa�ent Service Representa�ves • Facilitate mul�-region interven�ons to increase Rela�onal Coordina�on within pediatric service line • Produce analysis of exis�ng lunch break policies (including union s�pula�ons) with proposals to reduce expenses • Staff Pa�ent Care Assessment Commitee (sub-commitee of the Board) • Collaborate with opera�ons leadership and legal to write and publish new organiza�onal policies • Par�cipate in New Supervisor/Manager Bootcamp organized by Organiza�onal Development & Learning Department • Develop organiza�onal recogni�on strategy and implement new employee recogni�on program • Serve as opera�onal lead for Nursing throughout implementa�on of ACO transi�on • Lead data collec�on and repor�ng for monthly prac�ce wide Safety Assessments Outcomes from these Experiences • Develop understanding of HR onboarding processes and procedures. • Understand Top Tier quality scorecard and how quality metrics and priori�es relate to ins�tu�onal finances. • Understand Massachusets insurance market trends, the ACO model, and basic CMS and commercial contracts. • Understand how the Hoshin strategic framework guides the organiza�on and sets organiza�onal priori�es. • Understand how opera�onal func�ons support strategic goals of the organiza�on. • Understand how the value-based care model is used to achieve the triple aim including understanding how medical expense is managed. • Understand the role played by business func�ons in support of organiza�onal strategy and quality. • Demonstrate the ability to manage project work and collaborate with Atrius Health teams. • Understand the key skills and knowledge required to successfully fulfill a leadership role.