Administrator and Manager of Staff and Services

Webinar Outcomes 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

Distinction: Leader-Manager (1989) Bennis: On Becoming a Leader 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 M AN A GER L E A DER

Peter Drucker Manage PROCESSES Plan Organize Coordinate Lead - Develop PEOPLE/STAFF Inspire Motivate

Certification Standards? 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.

Standards of Practice? 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.

Spiritual Leadership Competencies CHA/NACC 2009 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

Areas of Competency Leadership Finance/ Accounting Management Marketing Organizational Dynamics Professionalism Quality Strategic Planning Technology Acumen

I. Leadership 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

II. Finance/Accounting 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

III. Management 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…

IV. Marketing 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

V. Organizational Dynamics 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

VI. Professionalism 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

VII. Quality 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

VIII. Strategic Planning 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

IX. Technology Acumen 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…

Management Mindset 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

Some Environmental Keys Lichter’s Underlying Assumptions about Our Working Environment We are all in service of the NACC mission, vision, and values. 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).

Keys continued… While working, wherever we are working, we are also learning; and learning itself is a strong motivator. My primary customers are my colleagues who work with me to meet our members’ needs. NACC exists for our members; we search for ways to add value to their experience of NACC.