Accelerating Future Leaders’ Success

CHLA’s Administrative Fellowship and New Leader Onboarding Programs

Children’s Hospital Los Angeles Administrative Fellowship

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CHLA: By the Numbers

Staff • 5,700 team members • No unions

Physicians • More than 800 medical staff, of which 500 are faculty of the Keck School of Medicine of the University of Southern California

Beds • 374 active beds • 106 pediatric critical care beds (more than any other hospital in the western U.S.)

Annual Volume1

• 500,000+ patient visits • 16,000+ inpatient admissions • 88,000+ Emergency Department visits • 16,000+ pediatric surgeries, including more complex surgical procedures than any

other hospital in Southern California

Complexity • CMI 1.60 • Largest provider of California Children’s Services (CCS)2

Patient Experience

• Highest inpatient rating of pediatric providers by NRC • Over 90% of patients “would recommend” CHLA (net promoter score)

Academic • Largest pediatric teaching program in the western U.S. • Nearly 100 medical residents per year • Nearly 100 fellows per year • 24 ACGME-accredited programs

Research • One of the few freestanding pediatric hospitals with its own research institute

2 California Children's Services (CCS) is a state program to provide necessary medical services to children with certain complex or chronic health conditions and whose parents are unable to pay for these services, wholly or in part.

1 As of fiscal year ended June 30, 2017

Excellence Across Domains

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• CHLA, No. 6 in the U.S. & No. 1 in CA.: • Cancer, No. 9 • Cardiology and Heart Surgery, No. 5 • Diabetes and Endocrinology, No. 5 • Gastroenterology and GI Surgery, No. 5 • Neonatology, No. 14 • Nephrology, No. 18 • Neurology and Neurosurgery, No. 9 • Orthopaedics, No. 5 • Pulmonology, No. 16 • Urology, No. 11

CHLA has received and retained Magnet Recognition through the American Nurses Credentialing Center (ANCC) for its high-quality patient care and nursing excellence since February 20, 2008.

The Cardiothoracic Intensive Care Unit (CTICU) and Pediatric Intensive Care Unit (PICU) have been granted the Beacon Award for Critical Care Excellence from the American Association of Critical-Care Nurses (AACN).

Our Quadripartite Mission

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CLINICAL EXCELLENCE

EDUCATIONAL SUPERIORITY

RESEARCH ACHIEVEMENT

SAFETY NET

Unique among the Top 10 children’s hospitals – CHLA expands the tripartite AMC mission to a fourth calling: the safety net for children and youth of our community.

Purpose of the Fellowship

Mission: We create hope and build healthier futures.

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The CHLA Administrative Fellowship is designed to develop and train early careerists through educational hands-on

experience. As an academic medical center, we are committed to educating and training future healthcare leaders

to transform pediatric medicine and pediatric healthcare.

We are Child Health Advocates.

Success Elements of the CHLA Fellowship

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Enterprise Wide

Exposure

• High-level executive meetings • Bi-monthly Executive Team retreats

Culture of Learning

• Practical applications in project management, analysis, and presentation skills

• Development of hard and soft skills • Gain context for didactic learning • Develop domain knowledge • Exposure to opportunities available only at academic medical

centers

Mentorship

• CEO Endorsement and Sponsorship • Encourages Fellows to shadow, ask questions, and take initiative of

opportunities • Executive Team Sponsorship

Success Elements of the CHLA Fellowship

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Meaningful Contribution

• Contribute to and lead meaningful projects for the organization

Professional Development

• Attend local & national conferences • Training in specific domains • Development of trust and accountability from CEO and Executive

Team

Network Expansion

• Interdisciplinary networking throughout the organization • Networking across healthcare organizations in Los Angeles

Structure of the Fellowship

Paul S. Viviano President & CEO

Administrative Fellow

Administrative Fellow

Marilyn Ho Chief of Staff

Executive Sponsor (or Delegate)

Preceptor Preceptor Preceptor

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The Administrative Fellowship is a 12-month rotation-based experience with projects geared towards the fellow’s areas

of interest and the needs of the enterprise

Design Principles of the CHLA Fellowship

SEE ONE

Meetings

Shadowing

DO ONE

Rotations

Projects

TEACH ONE

Fellowship Recruitment

Future Mentorship

Leadership Training & Talent Development 10

Core Rotations Potential Areas to Cover (via shadowing, meetings, project assignments)

Clinical Services and Operations

Ambulatory and clinic operations Case management House supervisors Clinical operations Nursing Patient experience Pathology and laboratory medicine

Pharmacy Radiology Surgery Other clinical services (e.g., PT, OT,

rehabilitation, dietary, child life, social work, spiritual care)

Development and Foundation

Capital campaign Donor relations Endowments

Foundation Board of Trustees Major gifts Net assets

Finance, Accounting and Support Services

Accounting Decision Support Services (DSS) Financial Planning & Analysis (FP&A) Health information management Revenue cycle

Support services (facilities, security, environmental services, food and nutrition services)

Supply chain management

Human Resources Benefits Compensation Employee relations

Employment law and compliance Organizational development Talent management

Information Systems Clinical and quality systems Data governance

Infrastructure IS security, risk, and compliance

Legal, Compliance Compliance Contracting

Litigation Risk management

Quality Medical staff office Performance improvement

Quality Regulatory agencies

Research Compliance and ethics Grant funding (pre- and post-award)

Research operations Research services (cores, clinical trials unit,

etc.)

Strategy, Network, Marketing, Communications

Faculty agreements and recruitment Employee communications External communications Government relations Health network and partnerships

Marketing CHLA Medical Group Referring physician relations Service line councils and growth Strategic planning

Conclusion of the Fellowship

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Ultimately, through visible, tangible project work and network development, the Fellowship aims

to identify promising candidates for future leadership positions within CHLA.

Children’s Hospital Los Angeles New Leader Onboarding

New Manager Orientation: • General CHLA Welcome 30 min

• Human Resources Basics: 7 hours

• EAP

• Talent Acquisition

• Compensation

• Leaves of Absence

• Labor Relations

• Performance Management

• Pay Practices

New Leader Success

• Healthcare Industry

• Vision, Mission & Strategy

• Financial & Operational

• Current team

• Performance management tools

• Stakeholder mapping

• Networking and collaboration

• Mentorship / Buddy System

• Access to resources

90-day onboarding program.

Designed to help new leaders:

Assume operational leadership Take charge of their team Align with key stakeholders at CHLA Engage with CHLA culture Define direction for their department

Resources

A reference guide for all the systems, programs, reports, and equipment the new leader should have.

Learning

Key learning available (required and optional) throughout the new leader’s onboarding.

Coaching

Four (4) formal coaching sessions between the new leader and his or her manager.

Tasks

Important tasks that new leaders should complete in their first 90 days.

Briefings

Formal sessions providing data, info and insights from various stakeholders

In-Person: Pay Practices

8-Week Leader Series

Online: iLearn Required New Leader Curriculum

Leadership Advantage (optional)

Day 1 DAY 10 Day 40 Day 41 -70 Day 70 Day 90BRIEFINGS FINAL MILESTONE

Briefing A Briefing EBriefing B Briefing D Briefing F

MILESTONE MILESTONE MILESTONELeader competency

assessment.Formal Formal Formal Formal

Coaching Coaching Coaching Coaching

TASKS Task 7, 8, 9, 10

LEARNINGCompetency

coaching workshop.

IDP

9 month departmental plan.

COACHING & SUPPORT

Coaching Milestones Onboarding Buddy

Coaching Milestones Onboarding Buddy

Coaching Milestones Onboarding Buddy

Coaching Milestones Onboarding Buddy

RESOURCES Resource Guide Resource Guide Resource Guide Resource Guide

Task 1, 2, 3ORIENTATION

Day 71 - 90

Task 11, 12, 13, 14

Day 11- 40

Briefing C

Task 4, 5, 6OPERATIONS

Day 2 -10

New Leader

Existing Leader

New Leader Packet Leadership Competencies Tools & Resources Contacts

Existing Leader Packet Coaching Workshops Briefing Guides FAQs

Day 2 8 11 30 45 60 70 80 85 90

New Leader

Existing Leader

Email Letter

• Value to all leadership levels • Uniformity and relevance • Buy-In & adoption • Accountability

• Piloted May 16, 2018 10 Leaders

• Launched July 31, 2018

• 4 Cohorts 34 leaders on track to complete by Dec

2018

“Launchpad has been incredibly helpful. It set up the vision, mission, leader competencies and expectations clearly and provided an invaluable network of support for my success as a leader and new employee.”

-- New Leader

“Launchpad provided an incredible landscape of resources for me, helping me navigate the day-to-day effectively for success.” -- New Leader

“As a result of Launchpad, my new Division Administrator rapidly had innovative new strategies for the division. He has already been tasked with rolling these out. He feels confident about CHLA’s vision and is eager to be a contributor to the mission.” -- Existing Leader

QUESTIONS? Thank you