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The SHARED LEADERSHIP AND MANAGEMENT MODEL

The SHARED LEADERSHIP AND MANAGEMENT MODEL. Mental Health and Psychology Programs VAMC Oklahoma City. GOALS OF THIS PRESENTATION. Describe the paradigms that underlay the success of this model Provide an overview of the shared leadership/management model Key stops on the path

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The SHARED LEADERSHIP AND MANAGEMENT MODEL

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  1. The SHARED LEADERSHIP AND MANAGEMENT MODEL Mental Health and Psychology Programs VAMC Oklahoma City

  2. GOALS OF THIS PRESENTATION • Describe the paradigms that underlay the success of this model • Provide an overview of the shared leadership/management model • Key stops on the path • Examples of “value added” functions • Questions and Discussion

  3. COMMON SENSE • Everything to be discussed is common sense……..but • “COMMON SENSE IS NOT ALWAYS COMMON PRACTICE” - Stephen Covey

  4. “ Leadership and Management” • Leadership - Doing the right thing! • Management – Doing the right thing – right!

  5. The Early History of Mental Health Leadership at VAMC OKC • Only three Chiefs of Psychology since the Medical Center started in 1953 • 1969 – Pat Keukes, Ph.D. becomes Chief and served until retirement in 1996 • 1996 –Product Line management introduced – VISN 16 CEO allows “choice” • 1997 – Rich Carothers, Ph.D. is appointed Chief and serves to the present • Charles Smith, M.D. Chief of Psychiatry for many years ending with his death in 2001 • Barbara Masters, M.D. current Chief of Psychiatry

  6. Major paradigms underlying the success of the “shared management model” • Focus on the mission – “Caring for America’s Heroes” • WIN – WIN (reference Habit 4 – Covey) • Mutual Benefit • Development of “Trust Accounts” • Treat your staff as your most valued customers • Low turnover of staff and leadership

  7. LUCK • WHERE OPPORTUNITY AND PREPARATION INTERSECT!

  8. Mental Health Programs in Oklahoma City • Inpatient Psychiatry Unit – Acute and Gero • Substance Use Disorders Program • Ambulatory Mental Health Clinic –MH in CBOCs • Family Mental Health Program • Mental Health in Primary Care • PTSD Program • Day Treatment Center • Health Psychology

  9. Mental Health Programs (continued) • Neuropsychology Lab • C&L Service • Homeless Program – PRRTP, CWT, G&PD,SE • Community Residential Care • Mental Health Intensive Case Management • OIF/OEF – currently developing

  10. Staff by DisciplinePsychology Service • Psychologists 18 FTEE • Social Workers 15 FTEE • Psych. Tech. 3.5 FTEE • Addiction Th. 3 FTEE • Voc Rehab 4 FTEE • PSA/Support 7.8 FTEE • Total 51.25 FTEE

  11. SHARED LEADERSHIP MODELED AT THE TOP • The model is endorsed by senior management – Director and Chief of Staff • Chief of Psychology and Chief of Psychiatry work closely to make all major program decisions • Chiefs office in same suite – meet weekly with AO. Dependent on good working relationship and high trust.

  12. Program Level Leadership • Larger programs have an Administrative Director and Medical Director • Administrative Director – psychologist or social worker • Medical Director – psychiatrist • Coordination through Mental Health Council and regular meetings with program directors

  13. Key Stops on the Path • Development of professional parity • Privileged and credentialed • Member of the Medical Staff • Serve as full voting member on major Medical Center Committees - e.g. Medical Center Executive Committee, Professional Standards Board, Clinical Executive Comm.

  14. Key Stops on the Path(continued) • Member of long term planning committees – such as the Medical Center Strategic Planning Committee • Membership on VISN level planning and operational committees – VISN 16 – Mental Health Product Line Advisory Committee; various VISN work groups – eg. SUD, PTSD • Full Participation and leadership in MIRECC

  15. Full membership and leadership role in Academic Department • Faculty appointment for all doctoral level staff • Membership on key Department Committees – e.g. Department Executive Committee, Education Council, Research Council • Involvement in Department decisions

  16. “VALUE ADDED ACTIVITIES”Build Value, Trust and Influence • Manage the Employee Assistance Program • Lead the Alternative Dispute Resolution Program • Lead the Management and Prevention of Violence in the Workplace – training, consultation and “flags” committee • Develop and management a successful “Brown Bag Lunch” Education Program • Have expertise in disaster management and “ready to go”

  17. Value Added Activitiescontinued • Participation in mentoring programs – EVAL and LDI (VISN 16) • Provide staff education – e.g. teach “7 Habit of Highly Effective People”, “Detection and Prevention of Abuse” • Serve on ad hoc committees, task force and panels – e.g. AIB • “go to” person on team building, group conflict

  18. Questions and Discussion • Thanks for your interest and attention! • I’m most willing to answer questions or consult with you about your service/program. • Rich Carothers, Ph.D. Chief, Psychology Service Oklahoma City VAMC (405) 270-5168

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