Administrator and Manager of Staff and Services

Distinction: leader & manager? Manage: people or processes? What do chaplain standards provide?

CHA/NACC competencies Having a management mindset Keys to creating a working environment

Webinar Outcomes

Administers Is a copy Maintains Focuses on systems Relies on control A short-range view Asks how and when Eye on bottom line Imitates Accepts status quo Classic good soldier Does things right

Innovates Is an origin Develops Focuses on people Inspires trust A long-range view Asks what and why Eye on horizon Originates Challenges status quo Is own person Does right thing

Distinction: Leader-Manager (1989)Bennis: On Becoming a Leader

MANAGER

LEADER

Manage

PROCESSES

PlanOrganizeCoordinate

Lead - Develop

PEOPLE/STAFF

InspireMotivate

Peter Drucker

Common Standards for Certification

PRO1 (NACC 305.1): Promote the integration of Pastoral / Spiritual Care into the life and service of the institution in which it resides.

PRO3 (NACC 305.3): Articulate an understanding of institutional culture and systems, and systemic relationships.

Certification Standards?

Standard 9, Care for the Organization: The chaplain provides chaplaincy care to the organization in ways consonant with the organization’s values and mission statement.

Standard 10, Chaplain as Leader: The chaplain provides leadership in the professional practice setting and the profession.

Standards of Practice?

Outgrowth of Omaha Summit 2007 CHA/NACC Care Services Task Force What management skills needed? For mission leaders/HR For those responsible for education and training For current directors of pastoral care For discerning professional growth

Spiritual Leadership Competencies CHA/NACC 2009

I. LeadershipII. Finance/ AccountingIII. ManagementIV. MarketingV. Organizational

Dynamics

VI. ProfessionalismVII. QualityVIII. Strategic

PlanningIX. Technology

Acumen

Areas of Competency

Skills and ability to set the goals of a department and inspire/direct the staff to achieve the goals and live out the mission, vision and values of the organization. Model and demonstrate being visionary and inclusive Exhibit a collaborative and interdisciplinary

management Exhibit a strategic agility in adapting Spiritual Care

services to the changing needs of the organization in providing a continuum of care

I. Leadership

Knowledge of current principles, practices, and policies to fiscally manage the department. Comprehend, analyze, and monitor balance sheet and

income statement of organization particularly SC Build, monitor, and make value-based decisions (budget) Situate SC services within the business plan of the

institution/organization and standards of the profession Demonstrate to the institution and system “value added”

and “cost avoidance” benefit of adequate spiritual care/chaplain staffing

II. Finance/Accounting

Ability to administer a department in collaboration with other departments and administration throughout the organization Design a structure for Spiritual Care department Assess personnel needs & work with HR Hire, develop, and evaluate staff Needs for and purchase equipment and materials Manage resources and time Prioritize tasks and balance a multiplicity of demands Possess working knowledge of and capability with…

III. Management

Ability to direct/process the development management of services and products from conceptualization through delivery. Collaborate to identify SC service needs Identify, assess, select, and develop SC services

Determine cost/price, method for delivery, and promotion Promote the value and need of SC Develop, tailor, and provide education and information to

promote SCservices to potential users of the services and to decision makers

IV. Marketing

Knowledge of and ability to navigate and maneuver within the structural, cultural, and power relationships within an organization to achieve desired outcomes. Understand how the system operates Develop and implement departmental goals Demonstrate a personal and departmental accountability Understand the integral role of Spirituality to mission Promote the process of ethical decision-making and

theological reflection within department/organization

V. Organizational Dynamics

Knowledge, conduct, qualities, and capacity that characterize the profession of chaplain, based on professional and organizational standards and ethics and the best practices of the profession View self as professional leader within organization Possess the characteristic of being a skilled practitioner in: Demonstrate confidence in responding to challenges Promote the professionalism of the chaplain and SC Dept. Build relationships with key partners in organization and

within the professional field

VI. Professionalism

Desired outcome of a mission driven culture that exhibits excellence in going beyond the expectations of those being served. Provide a quality of SC services that is evidence-based,

outcome-orientated, and consistent with national best practices

Promote quality as integral to the organization’s mission Be able to work with colleagues across interdisciplinary

lines to create a healing culture of excellence Demonstrate a quality of work that is mostly error free the

first time with little waste of or redone work

VII. Quality

Capable of creating the new and different - to be actively involved in setting short term goals while at the same time being future orientated to establish long term goals. Know current and possible future policies, practices… Use available information and data Anticipate future consequences and trends accurately Possess broad knowledge and perspective Create breakthrough strategies and plans Utilize available information and data to forecast

techniques to seek better performance

VIII. Strategic Planning

Ability to use current and emerging technologies that underlie effective spiritual care management in today’s world. Possess competence in Word, Excel, Access… Know of system/organization software(s) Think and communicate as an expert in technology does Be aware of and open to new technologies Advocate for information and communication technologies

that can improve spiritual care…

IX. Technology Acumen

Being aware of/conversant with executive concerns…How SC services align with these concerns… Financial issues Patient Experience/Satisfaction Top decile HCAHPS results Employee engagement/retention/morale Physician engagement Length of stay, re-admission rate, clinical outcomes

Management Mindset

Lichter’s Underlying Assumptions about Our Working Environment1. We are all in service of the NACC mission,

vision, and values.2. Taking care of myself emotionally, spiritually,

intellectually, and physically is my number one responsibility and it is intimately and integrally tied to the loves of my life who keep me selfless and grounded (humble).

Some Environmental Keys

3. While working, wherever we are working, we are also learning; and learning itself is a strong motivator.

4. My primary customers are my colleagues who work with me to meet our members’ needs.

5. NACC exists for our members; we search for ways to add value to their experience of NACC.

Keys continued…