An effective partnership between the board and CEO is essential for health center governance, and is critical for producing results for the health center and community. This session will explore practical guidance for building and maintaining this important partnership.
With an expansive network of clinics and an ever-increasing patient population of more than 25 million, America’s health centers are now, more than ever, looking to the next generation of leaders to continue the mission of high-quality, cost-effective, and culturally competent healthcare for all. However, establishing one’s story, meeting mentors, or even figuring out where one fits in can often be challenging. As part of the Young Professional Leadership Exchange (YPLE) Track, this Peer-to-Peer Networking session will focus on activating the future leaders of the Health Center Movement. The first part of this session will provide opportunity for fellow young professionals to spend time with current health center leaders as they share their stories and what drove them to become the leaders they are today. Hear more about the directions they took and the skills they strengthened on their paths to success. The session remainder will be a breakout session for exchanging ideas regarding the future of health centers and the roles young professionals will play in that future. Bring your passion to the table and utilize your skills to become the next generation of health center leaders!
The increasing demands on CHC leadership in this time of historic change require leaders to be more resilient, innovative, and focused. Yet the expectations of leaders remain the same: inspire and develop your staff, make decisions, and produce results. The challenge in community health care leadership is as much about emotional intelligence and connection as it is about strategy and the bottom line. Today’s leaders must continually find the right balance between these two extremes on the fly, and in relationship with their colleagues. Leaders that figure this high-wire act out engender loyalty, engagement, and lead teams that thrive and achieve success. The difference boils down to how a leader shows up as a human being while leading in times of historic change and uncertainty. In a word, it is presence. Leaders with greater presence report they are more available, attentive, and empathic with their colleagues, which generates improved results, job satisfaction, and well-being for themselves and their teams. These are not soft skills. Mindfulness and emotional intelligence are being integrated into MBA and leadership schools and many Fortune 500 companies. In this interactive and experiential workshop, the presenters will lead participants to build skills that develop their own leadership presence and understand why it is a must-have for modern leaders.
The Bipartisan Budget Agreement of 2018 added language to the Section 330 authorizing act which specifically requires health center grantees to have written policies and procedures to track and account for federal funds. In addition, the OIG Work Plan for 2018 includes a project to select HHS grantees, with multiple funding, to determine if their cost allocation systems and associated documentation comply with federal requirements. These and similar actions of the federal government reflect a renewed interest in how grantees assure that federal funds and associated program income are being used as Congress intended. It is, therefore, very likely that HRSA and other funding sources will more closely scrutinize health center grantees and the policies that they have in place in 2018 and beyond. So, what are the rules regarding financial systems and records that your health center should have in place? Cost allocation requirements? High-risk areas? Leading legal and financial experts in the field will discuss these topics and more with a focus on staying compliant in these changing times.
When health care organizations hold themselves and their employees accountable, they learn from mistakes and continuously improve operations. Creating an engaged culture, driven by accountability, improves provider-patient trust, reduces the misuse of resources and helps organizations provide better quality care and achieve organizational results. Accountability and engagement start at the top and are cascaded to frontline employees. Effective performance management strategies can help identify operational strengths and opportunities for improvement. The outcomes of an organizational accountability program are experienced by the communities served. In this era in which high-performing organizations are given a leg-up, accountability is a significant factor in future viability and growth. This session will focus on key best practices to help leaders create and sustain accountability throughout their organizations. Chief executives from four community health centers throughout the country will share tactics they have successfully executed to achieve: (a) effective board leadership; (b) rigorous performance standards; (c) organizational goals with effective scorecards and follow-up; (d) successful leadership evaluation processes; (e) impactful Quality Impact Teams (QITs); (f) effective communication; and (g) improved employee engagement. Participants will walk away with tools and tactics they can implement immediately -- to take their health centers from good to great!
The Daughters of Charity Health Centers and Jordan Valley Community Health Center have been working in close collaboration with UnitedHealthcare on a new initiative aimed at building the capacity of community health centers via: (a) a unique partnership between community-based organizations, CHCs, and private payors, and is part of UnitedHealthcare’s commitment to improve access to care for underserved and uninsured populations; (b) a focus on expanding the Community Health Worker (CHW) programs in both FQHCs, through a $3 million UnitedHealthcare investment, to increase the number and reach of CHWs, with intention to support them with tools, technology, and training to reach more people and achieve better results in the communities they serve; (c) partnering to model the efforts and create a mechanism to amplify CHW impact through shared learnings and developing a learning collaborative; and (d) support by the entire membership of the UnitedHealthcare National FQHC Advisory Board, an advisory body that has been working with UnitedHealthcare for the past decade and includes 17 members. Session presenters will address this new and unique initiative and its many opportunities and challenges.
Knowing how to advocate for your patients and health center is integral to the health of your organization. This session will focus on using communications strategies to advocate effectively. It will highlight best practices and how to use social media as a tool to support your overall advocacy strategy.