Administrative Fellowship Program

1. Administrative Fellowship Program Presentation to University of Missouri September 15, 2010

2. SLCH is a premier children’s hospital. Our goal is to be the best fellowship experience in the country. An administrative fellowship program is one more way we can distinguish ourselves and attract the best and the brightest to serve our patients. We do what’s right for kids!

3. A Few Facts AboutSt. Louis Children’s Hospital • Mission – Do What’s Right for Kids - more than 275,000 children cared for each year • Founded in 1879, SLCH is the 7th oldest pediatric hospital in USA and the oldest west of Mississippi. • SLCH has four missions: • Patient care • Research • Education • Advocacy and community outreach • 250 licensed beds serving a 300-mile service area; 50 states and more than 56 countries

4. St. Louis Children’s Hospital – Nationally Recognized • Ranked #5 on Parent’s magazine’s list of the 10 Best Children’s Hospitals in America • Named to U.S. News & World Report’s Honor Roll of America’s Best Children’s Hospitals • Washington University is ranked the #3 medical school in the country by U.S. News & World Report • A Magnet designated hospital – nursing’s highest honor • Leading research via the Children's Discovery Institute, a partnership between St. Louis Children’s Hospital and the School of Medicine

5. What is different about being a leader in a pediatric hospital? • When people ask what’s different, I describe St. Louis Children’s Hospital in three words: amazing, humbling and inspiring • Tying today to our mission is pretty easy – the feeling you get walking into the building • Every time you treat a patient, you treat an entire family - the patient isn't the only one who needs healing; when could someone be more vulnerable? • Pediatric hospitals are looking forward – because the patient population is young and has their entire life in front of them – this is a hope-inspiring environment • Life changing experience vs. a clinical transaction • You make a difference every day “Think about the area under the curve”

6. Purpose of SLCH’s Administrative Fellowship • Prepares future healthcare administrators for leadership roles in operations, strategy, and front-line management within SLCH or BJC, at WUSM, and/or other pediatric academic medical centers (AMC.) • Strengthen the management team at SLCH and BJC by recruiting the best and brightest newly graduated MHAs, MPHs or MBAs from a variety of diverse backgrounds • Give emerging leaders an opportunity to engage in and contribute to the activities of a top pediatric academic medical center, a top medical school, and a world-class health system.

7. Brief Overview of the Program • The SLCH administrative fellowship is a personalized two year program: • Year One – Understanding the pediatric AMC as part of the greater health system and gaining breadth of knowledge. • Year Two – Gaining front-line operational expertise/depth of knowledge. • A two year program provides a more in-depth training and development experience, and allows fellows to establish themselves as part of the organization and make a more meaningful contribution. • The fellow will participate as a member of Senior Staff and will attend all SLCH management meetings, SLCH board meetings, the BJC leadership conferences, and the annual BJC All Boards meeting. • The fellow reports to Rick Majzun, Vice President, Strategic Operations and Planning, with a dotted line to Lee Fetter, President, St. Louis Children’s Hospital and Senior Executive Officer, BJC Healthcare,

8. Professional Leadership Skills You Will Develop • Individual Skills • Communication/ • presentation • Time management • Selling your ideas • Making an impact • Managing people and projects • Teamwork • Leadership • Technical Skills • Operations • Strategic planning • Project management • Process improvement • Expense management • Facilities management • Finance • Marketing • Executive Leadership Skills • Working with senior executives • Working with your boss • Working with colleagues • Working with physicians • Leading employees • Talent management • Failure management • Career management • Meeting management • Change management • Decision making • Negotiation • Delegation • Networking • Developing emotional • intelligence

9. At BJC, we want leaders who possess the following qualities • Demonstrate a capacity for work • Sound judgment • Strategic planning • Results orientation • Business perspective • Inspiring commitment • Developing and empowering others • Leading change • Forge synergy • Leverage differences • Interpersonal savvy • Courage • Executive image • Credibility • Communicating effectively • Learning from experience

10. Interpersonal skills (professionalism, personality, likeability, energy, emotional intelligence) Communication (oral and written presentations, executive ready) Potential for leadership: Passion, motivation, focus, vision, integrity, humility, commitment, confidence, persistence and optimism Superior problem solving ability Quick learner Strong analytical skills – finds patterns, uses hypotheses, shows creativity, innovative approach to problems Execution and follow through Teamwork with peers, superiors and subordinates Relationship management – builds a good network (internal/external) What type of person do we want to hire for our fellow?

11. Example: Evaluation Procedure • How will you be evaluated? • Preceptor and mentors coach and assess the fellows. • Directors provide constructive feedback based on skills demonstrated in project work. • Fellows complete a self-evaluation and development plan and review monthly with preceptor. • Working together with a senior healthcare executive to begin to chart your career.

12. Example: Strategic and Operational Projects • Project Examples: 2010 Hospitals Goals • Participate in process improvement in the PICU • Create/implement diversity strategic plan • Investigate innovative strategies to support Superior Patient Experience • Improve throughput for sedated MRI patients and in the Emergency Unit • Redesign the 7th and 11th floors to add ICU capacity • Develop operations plan for Mothers and Infants program • Participate in capital and operational budgeting process • Work with Guest Services to address patient complaints • Participate in Child Health Advocacy and Outreach (CHAO) initiatives

13. Example: Operational Learning

14. Leadership Development Process

15. BJC Leadership Development Organizational Gap Analysis Leadership Assessment Leadership Development Plans Hiring Profiles New Hire Orientation New Manager Orientation Leadership Critical Success Factors Training Needs Assessment Leadership KSAs Promotion Selection Profiles

16. Outcomes • At the end, demonstrate: • Understanding of St. Louis Children’s Hospital’s (SLCH) mission, vision and values. • Understanding of the complex relationship between BJC, SLCH and Washington University School of Medicine (WUSM). • Understanding of pediatric academic medical centers. • Understanding of external and internal factors that influence a hospital’s success. • Understanding of business process and how to change and improve efficiency and effectiveness. • A foundation for an outstanding career in the leadership of health care organizations. • A in-depth knowledge of the importance of strong leadership in sustaining successful hospital operations and employee engagement

17. Questions?Applications are due no later than October 1 each year and are under consideration for one month. Final decisions are made by November 1 of the same year. Early application submissions are strongly encouraged.

18. David Cook, Jr. Vice President, Human Resources St. Louis Children’s Hospital As the Vice President for Human Resources and Organizational Effectiveness at St. Louis Children’s Hospital, David Cook is focused on the hospital’s most important asset, its workforce. His team’s mission is to foster an environment where employees are provided with the resources and opportunities for continuous growth and development which translates into a lasting competitive advantage. Simply put, the goal for the human resources function at St. Louis Children’s Hospital is to Do What’s Right for the People Who Do What’s Right For Kids. David has over 18 years of human resources leadership experience successfully managing all aspects of the human resources function at both the corporate and field levels. His work as a senior human resources leader has involved working very closely with executive teams in the creation and deployment of strategic human resources initiatives which led to consistent achievement of business plan results across a variety of industries. He has utilized his management expertise and business knowledge to lead the development and implementation for key corporate initiatives such as change management, organizational redesign, strategic recruitment models, retention strategies, and business unit consolidation. David’s professional experience is complemented and strengthened by a M.B.A. in Human Resources Management, a B.A. in Psychology from the University of Miami, M.S. coursework in Industrial/Organizational Psychology at the University of Central Florida, and a variety of developmental training courses.

19. Rick Majzun Vice President, Strategic Operations and Planning St. Louis Children’s Hospital As Vice President of Strategic Operations and Planning for St. Louis Children’s Hospital, Rick has responsibility for directing the development and growth of pediatric services throughout the hospital’s 300-mile service area. Rick currently manages strategy and program planning for business development, physician services, marketing and communications, community outreach and advocacy initiatives, childhood health and development, physician referral call center, transfer center, radiology, and medical staff services. In addition, Rick has responsibility for facility operations and planning for the hospital. Previously, Rick served as Vice President, Strategic Planning for BJC HealthCare. His responsibilities included providing business development expertise to the Senior Executive Leadership team, the Board of Trustees, and the thirteen hospital management teams of BJC HealthCare. He was also responsible for developing thought leadership on key trends in healthcare policy; supporting BJC hospitals in developing strategic plans, clinical service line plans, and medical staff development plans; and working to develop BJC HealthCare's long term strategic direction. Rick has served as adjunct faculty at the Washington University School of Medicine's Graduate Program in Health Administration, where he taught the Current Issues in Health Care Finance course. Before rejoining BJC, Rick worked in Ernst and Young's Health Care Practice, specializing in providing strategic and operational consulting in the area of information technology. His previous professional experience includes four years in inpatient and ambulatory operations with the Henry Ford Health System and two years as an evening administrator at Barnes Hospital. Rick began his career in health care following his completion of a Master's degree in Health Administration at the Washington University School of Medicine and a Bachelor's degree in Journalism from the University of Missouri-Columbia. A former U.S. Army officer, Rick has served as an Examiner for the National Malcolm Baldridge Quality Award and is an active community volunteer. Rick is also a Fellow in the American College of Healthcare Executives.