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Jointly sponsored by:
Program at a Glance
Program Objectives
The Management Academy will offer participants the opportunity to:
• Engage in a unique, South Carolina specific curriculum led by best in class state, regional, and national presenters
• Enhance the level of professional confidence in their ability to succeed and lead as a healthcare manager
• Develop the networking and interpersonal skills necessary for communicating with other managers within their own organization
• Develop management skills and leadership competencies that will help advance the mission of their departments and organizations
• Develop an interdisciplinary network of peers from hospitals
across the state to discuss and share best practices and key trends
Who Should Participate in The Management Academy?
• New managers in hospital administration, nursing, or ancillary services
• Potential management candidates
• Middle managers
• Employees with limited management experience or those who have not had management training
Program Tuition
The cost of The Management Academy is $3,500 per participant and includes training, all necessary materials, all accommodations, plus most meals (we will allow 3 nights for participants to make their own dinner plans).
Because The Management Academy offers personalized instruction and coaching we cannot exceed 25 participants. To ensure a diverse class, SCHA will accept no more than five candidates per hospital.
The Schedule
The Management Academy includes five two-and-a-half day sessions held in convenient in-state locations.
Session One
March 24–26, 2010
Marina Inn at Grande Dunes, Myrtle Beach
• The Role and Priorities of SCHA
• Understanding My Management Style
• Leading in a Changing Environment
• Are You a LEAN Leader?
Session Two
May 19–21, 2010
SCHA Headquarters, Columbia
• The Health Leaders Role in Impacting Health Policy
• SCHA Healthcare Trends & Hot Topics
• Toolkit for Manager Effectiveness
• Stay in the Hospital and Out of Court: Labor and Employment Laws That Every Manager Should Know
Session Three
July 21–23, 2010
SCHA Headquarters, Columbia
• Managing Across Differences
• SCHA Healthcare Trends & Hot Topics
• Maximizing Staff Performance
Session Four
September 22–24, 2010
The Westin Poinsett, Greenville
• Friday Night in the ER
• Budgets, FTEs, Capital Expense: What Do the Numbers Mean?
• Presenting in a Persuasive Manner
Session Five
November 10–12, 2010
SCHA Headquarters, Columbia
• Ethical Decision Making in Healthcare
• Capstone Presentations
• Connecting the Dots to the Future
• Graduation Ceremony
Remember These Dates
Enrollment Applications Due: Friday, December 11
Class Announced: Monday, January 25
First Session Begins: Wednesday, March 24
Meet the Faculty
The Management Academy has selected faculty members from private business and the healthcare industry. Each of these individuals is responsible for driving results in their organizations. Their instruction is based on real world experience. Personal successes--and failures--will be used to teach and inspire!
Jeffrey Black
As a former television anchor, talk show host and reporter in Birmingham and Los Angeles, Jeffrey Black, principal Black Sheep Reputations, delivers a unique perspective to training leaders and company spokespeople. His extensive client list includes, General Electric, Bank of America, Wells Fargo, six NASCAR racing drivers and teams, Kodak, The Home Depot, M&M/Mars Candy, Masterfoods USA, Mattel Toys, UPS, Northern Arizona University, Progress Energy, BMW and numerous educational, non-profit and financial institutions. While in Los Angeles, he worked on the prime-time television drama, “Dynasty.” Jeffrey holds a Bachelor’s degree in Public Relations from the University of South Carolina and a Master’s degree in Administration and Human Resources Management from Troy State University.
Kathy Helms
Kathy Dudley Helms is a shareholder with the 3rd largest labor and employment law firm in the country, Ogletree Deakins. She has practiced law, primarily in the areas of labor and employment since 1985. Although Kathy handles litigation matters, her preferred work with clients is preventative work that assists clients in complying with the law so that they are not sued. Kathy regularly works with healthcare clients and is a member of ASHHRA in addition to a number of other organizations. Kathy has regularly been recognized by a number of honors as an attorney.
Karin Hill
Karin has extensive experience in the areas of human resources and organizational development acquired while working with large healthcare systems, Fortune 500 companies and consulting firms in the not-for-profit and for profit arenas. Her expertise includes working with management staff to position human resources as a strategic business partner; assessing, developing and facilitating customized training programs; and managing human resource departments. Her experience was gained while working for Monsanto, a multi-national chemical company; Contel - a telecommunications firm; an outplacement/career development/team building consulting business, Maritz - a multi-national performance improvement company and two major Midwest health systems – Sisters of Mercy and Sisters of Charity Leavenworth. She earned her BA in journalism and government from Southern Illinois University and her MBA from St. Louis University. Hill is currently on the adjunct faculty staff for Midlands Technical College in Columbia, South Carolina, works with the Employers Association of South Carolina, and serves as human resources and organizational development consultant for various businesses throughout the United States. She is a certified Myers-Briggs facilitator and a DDI Master Trainer, and holds other national training certifications.
Juan Johnson
Juan Johnson is President of Juan Johnson Consulting and Facilitation, LLC. Juan has been in this role since July 2006, after concluding an 21-year career with The Coca-Cola Company. Juan’s original background is accounting and finance. He achieved certifications as both a CPA and CMA and worked for Arthur Andersen & Company before joining Coca-Cola in 1984. In 1993, at 35 years of age, Juan was elected a full Corporate Vice President by Coke’s Board of Directors, making him one of the youngest board-elected Vice Presidents in the Company’s history. At the time, Juan was responsible for the Company’s Investor Relations function, representing Coke before the professional investment community on Wall Street. During his tenure, Institutional Investor Magazine name Coke the most improved Investor Relations function and noted the Company for having among the best annual investor meetings. During his career at Coke, Juan held a number of key management positions, including: Vice President and Director, Investor Relations; Vice President, Corporate Communications; Vice President and Director, Learning & Knowledge Management; Vice President & Executive Assistant, Chief Marketing Officer; Vice
President and Director, Diversity Strategies; and President, Diversity Leadership Academy.
Bill Ward
Bill Ward is the director of the Masters of Health Science degree program in health finance and management at the Johns Hopkins University Bloomberg School of Public Health. He is also principal with Healthcare Management Resources, Inc, a Baltimore area consulting firm. Ward is a former senior healthcare executive with more than 20 years of experience in healthcare finance and operations. He is the author of two textbooks on healthcare accounting and financial management, as well as, numerous financial articles. IN addition to the Bloomberg School of Public Health, Bill holds faculty appointments at the University of Maryland School of Nursing and the Johns Hopkins University School of Nursing.
Full Course Descriptions
The Curriculum
The Management Academy’s core curriculum includes five modules with several content areas to strengthen and develop the various skills and competencies. Each session lasts two and a half days.
SESSION 1: The Role & Responsibilities of SCHA
As the opening of the Management Academy, new class members will participate in an opening session with South Carolina Hospital Association President, Thornton Kirby. The purpose of this session is to introduce participants to the role, function, and responsibilities of SCHA. Participants will learn about the legislative and programmatic priorities for the coming year and will identify opportunities for future involvement. In addition, participants will be challenged to be leaders in their individual facilities, advancing and supporting the changing healthcare environment.
Understanding My Management Style
Different managers have different personality types, personalities that affect how they approach other people. In this module, participants learn how personality affects management styles, focusing in on understanding themselves and their behavior. By becoming more self aware, participants will learn how to appreciate others and recognize individual strengths and weaknesses. This allows participants to make constructive use of individual differences and approach problems in different ways. Special emphasis will be placed on information gathering, decision making and capitalizing on individual strengths and the strengths of others.
Leading in a Changing Environment
Managers must be comfortable being uncomfortable! In today’s business environment, managers who thrive are those who actively lead their teams through the “white waters” of change. Managers must have the ability to adapt, be creative, generate new ideas, see opportunity and solve problems in a dynamic marketplace, while leveraging the talent of their work teams. Develop the skills necessary for fostering greater cooperation and collaboration within your work teams while anticipating and “structuring” change that supports organizational objectives.
Are You a LEAN Leader?
Lean management principles have been used effectively in manufacturing companies for decades. Lean principles are also being successfully applied to the delivery of health care.
Lean thinking begins with driving out waste so that all work adds value and serves the customer's needs. Identifying value-added and non-value-added steps in every process is the beginning of the journey toward lean operations. Although health care differs in many ways from manufacturing, there are also surprising similarities: Whether building a car or providing health care for a patient, employees must rely on multiple, complex processes to accomplish their tasks and provide value to the customer or patient. Waste — of money, time, supplies, or good will — decreases value.
SESSION 2: The Health Leaders Role in Impacting Health Policy
This session has been designed to educate Management Academy participants on the state and federal legislative process. With newly elected officials at the state and federal levels, 2009 and beyond will be incredibly significant to the future and sustainability of healthcare providers. From labor issues to reimbursement to covering the uninsured and addressing behavioral health issues, South Carolina hospitals need to be prepared to use our voices to positively affect the political and legislative process and their outcomes. During this session, participants will receive an overview of the legislative process, will discuss the role of grassroots advocacy, and will observe health policy debate at the State House.
SCHA Healthcare Trends & Hot Topics
A session added in 2009, during these programs participants will have the opportunity to participate in several Healthcare Trends & Hot Topic discussions guided by various SCHA staff. The purpose of these programs is to allow managers to gauge the health policy landscape and be exposed to issues of critical importance to hospitals across the country. An effective manager needs to remain current with trends, implications, and industry analysis so he/she will be better able to make decisions that are beneficial and strategic to departments and hospitals as a whole.
Toolkit for Manager Effectiveness
Effective planning and organizing helps people influence events and conditions instead of allowing events to influence them. This module is designed to help participants fine-tune their planning, organizing and time management skills. It teaches a process for developing effective plans and gaining the commitment of people who influence or have a stake in a plan’s success. This includes understanding how to manage time more effectively to allow for planning, how to make effective decisions using the information available, how to gain consensus, and how to delegate to ensure a more productive workforce. A variety of exercises, discussions and team activities will reinforce the skills taught during the session.
Stay in the Hospital and Out of Court: Labor and Employment Laws That Every Manager Should Know
People who are highly skilled clinicians are often moved into management based on those clinical skills. However, in order to effectively manage one must also have management skills that frequently impact or are impacted by many complex laws in the employment area. A basic knowledge of laws such as the Family Medical Leave Act, the Pregnancy Discrimination Act, Title VII (discrimination and retaliation) and a number of other state and federal laws impacts a manager's ability to hire, fire, discipline, and or simply respond to the needs of both the employee and the employer. The Legal Issues portion of the program is designed to give participants a practical knowledge of these issues and laws. The session also offers an opportunity for open discussion of issues so that they may be addressed in the manner in which participants are actually confronted with them. The intent is for a better mastery of the legal issues to result in a stronger ability of the manager to positively impact the morale of the employees and to comply with the laws thereby avoiding costly litigation.
SESSION 3: Managing Across Difference
This session, facilitated by Juan Johnson, is designed to introduce leaders to a strategic approach to diversity management and provide tools for effective managerial decision making. It highlights methods to access different perspectives and ideas and channel them in support of collective objectives. In the process, diversity is redefined from a legal concept focused on protected classes like race and gender, to a concept which includes all organizational participants - diversity management is introduced as a key skill for 21st century managers and leaders. Most importantly, this workshop firmly positions diversity in the context of the organization’s mission. A cutting edge program, it does not abandon traditional objectives. Rather, it demonstrates how traditional objectives such as fairness, equality, respect and inclusion can reduce organizational vulnerability (i.e. turnover, litigation), facilitate access to a broader talent base, and satisfy stakeholder expectations and requirements.
SCHA Healthcare Trends & Hot Topics
Maximizing Staff Performance
It is up to the manager to immediately address performance or work habit issues with employees. Failing to do so can have a devastating effect on the morale and the overall performance of the entire group. It is also a manager’s responsibility to reinforce positive behavior in direct reports. This intensive module equips participants with the skills to reinforce or improve staff performance.
Specialized communications skills for directing performance will be taught so managers can prepare for and conduct successful improvement discussions. Achieving top performance is not easy, so participants also will be equipped with the skills needed to address improvement challenges such as denial, resistance and reluctance to be accountable for improvement.
Participants also will learn the importance of follow-up coaching. Because recently promoted managers face the additional challenge of managing former peers, they will learn valuable tools to work with staff to reinforce and redirect for continued improvement. This will involve ways to communicate openly and supportively, to be fair and consistent in communications and actions so that the organization can achieve the desired improvements.
SESSION 4: Friday Night in the ER
Friday Night in the ER is a learning game that is an effective tool for hospital managers who need to work together to improve performance. It simulates the challenge of managing a hospital during a typical 24-hour period and replicates the dynamics seen in any system when multiple goals drive behavior. Participants manage a hospital department and as they supervise patient flow through the facility, must make decisions about resource use and operating policy. Through its interactivity, it teachers managers the complexities of hospital operations and allows all participants to get a “day in the life” glimpse of the perspectives, key roles, and goals of peer counterparts.
Budgets, FTEs, Capital Expense: What Do the Numbers Mean?
In today’s cost conscious healthcare environment, fiscal accountability requires that all managers clearly understand the basics of financial management and budgeting, and be able to actively participate in the process. During this session, participants will learn some basic accounting terminology, what it takes to develop a budget and improve personal budgeting skills, how to use budgeting skills to manage performance, and will gain insight into how each manager can relate his/her department’s financial performance to the overall organizational goals. Throughout this session, participants will be given many opportunities to practice these financial skills while learning them.
Presenting in a Persuasive Manner
This session provides participants with the skills needed to plan, prepare and deliver a persuasive presentation effectively. Participants will review skills to help build their self-confidence when giving presentations by focusing on the three V’s – verbal, vocal and visual; refine their ability to structure a persuasive presentation and use appropriate supporting evidence; and review the use of visual aids to enhance presentations. Participants will use these skills during their capstone presentations.
SESSION 5: Ethical Decision Making in Healthcare
In today’s healthcare environment of controlling costs, attempting to increase revenue, managing an unstable workforce, and maintaining the highest quality of care, personal and professional ethics becomes a necessity. Managers must know how to exercise strong ethical judgment both in professional, business related situations and in personal situations. In this session, individuals will evaluate personal and professional decision making processes and identify strategies for ensuring that all decisions reflect a high ethical standard.
Connecting the Dots to the Future
How much change is your organization experiencing and how well are people dealing with it? How will you continue to impact your organization following completion of The Management Academy? This module summarizes the importance of The Management Academy to the participants and helps them “connect the dots” by considering how their actions will impact their work teams in the future. This module also emphasizes the crucial role mangers have in exploring and introducing change, and helping others overcome resistance to change. Because change is inherent in today’s organizations, participants will learn to help themselves and others adapt and take ownership during change processes.
Program Information
Eligibility
Participants in The Management Academy must be employees of South Carolina hospitals who are in management positions in nursing, allied health or hospital administration or individuals who are being groomed for management positions. The program is appropriate for new managers or those who need additional training and experience to meet the demands of the changing healthcare environment.
College and Continuing Education Credit
The South Carolina Technical College System will offer CEU’s and Clemson University will offer academic credit for completed coursework. Those wishing to receive either college or graduate credit upon completion of the program will apply for admission to either the South Carolina Technical College System, through Midlands Technical College, or through Clemson University. SCHA staff will assist eligible employees in this process at no additional cost.
Attendance Policy
To ensure eligibility for undergraduate or graduate credit, participants must be present for 80 percent of the total scheduled hours of training. Participants will also be part of a project group which will research a current topic in healthcare, write a group paper and present a summary of their findings at the final session. Groups may have to arrange for interaction between sessions.
Lodging Information
Complete lodging information to follow from SCHA staff after participants are notified of their acceptance into the 2010 class of The Management Academy. SCHA staff coordinate all lodging and meals for Academy participants.
A Typical Session
Participants will arrive Wednesday around noon for the opening session and dinner. Thursday begins with breakfast followed by all-day sessions. The day concludes with dinner and individual or group time to work on projects or assignments. The Academy reconvenes Friday morning with breakfast and final sessions, ending by noon, allowing ample travel time.
Attire
Participants are encouraged to wear business casual attire. Participants may want to bring a jacket or sweater to ensure comfort in air-conditioned rooms.
If Unable to Participate - Refund/Cancellation Policy
The Management Academy formally accepts individuals who are nominated by their hospitals and who meet the Academy’s eligibility requirements. Therefore, in the event that a participant is unable to attend, sponsoring hospitals cannot substitute another member of their staff to attend. Those who are unable to attend for an unforeseen reason are encouraged to apply to future sessions of The Management Academy.
The Management Academy tuition of $3,500 is not refundable if a participant attends the first session but is unable to continue with the other sessions. SCHA regrets not being able to refund the fee, however, there are significant fixed costs for providing faculty and lodging for the program. If SCHA is notified of a participant’s cancellation no later than five business days prior to the start of the first session, SCHA will refund 50% of the tuition to the sponsoring hospital.
Disclaimer
Any opinions, findings, recommendations or conclusions expressed by session leaders or speakers do not necessarily reflect the views of SCHA or its member hospitals.
A Special Note for the Disabled
The South Carolina Hospital Association wishes to ensure that no individual with a disability is excluded, denied services, segregated or otherwise treated differently from other individuals because of the absence of auxiliary aids and services. If you need any of the auxiliary aids or services identified in the Americans with Disabilities Act, please write or call SCHA Education Services at 803.796.3080.
A Reminder
Enrollment applications, essay responses, updated resumes, and letters of recommendation must be returned to SCHA no later than Friday, December 11.
Please mail to the attention of:
Lara Hewitt
SCHA
1000 Center Point Road
Columbia, SC 29210
How to Apply for The Management Academy
Hospitals must select nominees from within their organization for The Management Academy. Nominees must then complete the following:
• enrollment application
• attach an updated resume
• include two letters of recommendation
Completed application packets must be returned to SCHA no later than Friday, December 11.
Once completed, mail the enrollment application and letters of recommendation to the attention of Lara Hewitt at the address below OR contact for additional information.
Lara Hewitt
Director of Education
SCHA
Office 803.744.3518
Mobile 803.609.0037
This e-mail address is being protected from spambots. You need JavaScript enabled to view it
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