Administrative Fellowship Program Attracting Developing Retaining Top Talent

Administrative Fellowship Program Attracting, Developing & Retaining Top Talent Greg Souza, CHRO Stanford Children’s Health Meher Kachwala, 2 nd Year Administrative Fellow Stanford Children’s Health November 2017 1

Stanford Children’s Health: Fast Facts 257 beds 500, 000 pediatric outpatient visits annually 35+ specialty services 60+ Bay Area locations

2 -Year Administrative Fellowship Program Creating a Steady Pipeline of Top Leadership Talent 2 nd Year Strategy, Business Dev & Finance Rotation 6 -months Target Top Ranking MHA – MPH – MBA Candidates Ne w. G rad s 1 st Year Inpatient Rotation 6 -months Ad Hoc Packard 2. 0 Rotation 2 nd Year Special Project & Role Transition 6 -months Ideal career trajectory? Unique Ability? 1 st Year Outpatient Rotation 6 -months 3

2 -Year Administrative Fellowship Program What’s in It for the Fellow? • Fast-track into healthcare leadership positions • Extensive mentorship from senior leadership and executive-level exposure • Exposure to various levels of daily hospital management and operations • Opportunity for involvement in a variety of interest-based project work • Opportunity to build a strong portfolio and knowledge base through experiential learning

2 -Year Administrative Fellowship Program Common Misconceptions What It Is Not Post-Graduate Degree Program Internship Rotation-Based Structured Program Temporary Help Full-Time Paid Position Volunteer Opportunity Top MHA, MPH & MBA Candidates Undergraduates Learning Balanced with Contribution Job Shadowing Career Trajectory into Leadership Role Entry-Level Candidate Opportunity for Retention after 2 -Years 2 Year Fixed-Term Role 5

Administrative Fellowship Program Fun Facts • 24 month program with learning opportunities in various areas such as: • • • Hospital & Outpatient Clinic Operations Hospital Expansion & Activation Planning Financial & Analytical Performance Analysis Business Development & Planning Strategic Planning & Marketing • 115+ applications received in 2016 and 2017 for 1 fellowship position • In addition to Stanford Children’s Health, some other pediatric healthcare systems that offer Administrative Fellowships include:

Administrative Fellowship – Leadership Support Transition Rotation Packard 2. 0/ Unique Opportunity Chris Dawes, Jill Sullivan, VP Strategic Space Planning President & CEO Executive Sponsor Laura Gottlieb, Greg Souza, Director, Enterprise Learning & Development CHRO Program Director Kelly Johnson , Program Sponsor Cameron D’Alpe , Sponsor Rishi Seth, Mentor Lynn Aguilera, Supervisor Inpatient Rotation Sponsor Administrative Director, Ambulatory Access & PI Mentor Supervisor Outpatient Rotation 7 Supervisor Chief Strategy Officer Lee Kwiatkowski, Misty Komrowski, Director, Ambulatory Site Director Hospital Transformation Mentor Sponsor Jane Russell, ACNO Kristin Petersen, VP Jia Christianson, Director 2. 0 Kim Roberts, CAO Physician Practice & CEO PCHA VP Patient Care Services & CNO Director Business Operations Sponsor Angie Kopetsky, Executive Administrative Director, Service Line Mentor Cliff Lew, VP Planning Charlette S, VP Partner. Supervisor Strategy, Business Dev & Finance Rotation

Leadership Support – Role Definition Executive Preceptor – Serves as Program Sponsor for the administrative fellows, ensures administrative fellows’ participation in skip- level meetings, and engages senior leadership triads in administrative fellowship rotational structure. Program Director – Creates and maintains overall administrative fellowship structure and serves as the liaison between senior leadership triad and administrative fellows. Responsibilities include performance reviews for administrative fellows, general supervision, and involvement in enterprise learning and development opportunities. Sponsor – Hosts administrative fellow in their organizational oversight area and includes administrative fellow in all appropriate team efforts (i. e. decision meetings, initiatives, launches etc. ) for the duration of the rotation. Supervisor – Selects appropriate project work and learning assignments to align with the rotation learning objectives and ensures proper introductions and immersion into designated project area. Responsibilities include bi-weekly check-ins and development of learning objectives. Mentor – Guides the fellow through their learning experiences in the rotation, assists with the creation of professional learning & development goals for the fellow, provides performance review feedback, and serves as a knowledge and experience resource. Mentor will provide an open-door policy and environment for the fellow. Transition Support – Support recruitment efforts for incoming fellow and provide transparent and comprehensive overview into open and appropriate positions to help the second year fellow transition to a full time leadership role post-fellowship.

1 st Year Rotation Roadmap Cameron D’Alpe Kelly Johnson CAO Physician Practice & CEO PCHA VP Patient Care Services & CNO Jane Russell, ACNO Kristin Petersen, Rishi Seth Director Business Operations Sept. – Nov. Patient Care Services Q 2 Administrative Director, Ambulatory Access & PI Director, Ambulatory Site VP Proced & Diagnostic Svcs. Inpatient Rotation Q 1 Lee Kwiatkowski Misty Komrowski Outpatient Rotation Dec. – Feb. Q 3 March - May June – Aug. Q 4 FPO/PCHA Leadership Clinics OR Standing Meetings/ Learning Opportunities Shadowing/ Rounds/ Staff Meetings with Chris Dawes Packard Ops Packard Finance 9 PLC QIC

2 nd Year Rotation Roadmap Kim Roberts TBD Chief Strategy Officer Cliff Lew, VP Planning Charlette Stallworth, Angie Kopetsky Executive Administrative Director, Service Line TBD Special Project Strategy, Business Dev & Finance Rotation Q 1 Sept. – Nov. TBD VP Partnerships Q 2 Dec. – Feb. Q 3 March - May Q 4 Area of Interest Strategic Partnerships Business Plan Role Transition June – Aug. Interim Position Standing Meetings/ Learning Opportunities Board Meetings QSS Finance Committee Shadowing/ Rounds/ Staff Meetings with Chris Dawes EET Packard Ops 10 Packard Finance Packard Execs.

1 st Year Fellow FELLOW 1: 1 with CHRIS DAWES, EXECUTIVE SPONSOR June Presentation from 2 nd Year Fellow – Year 2 Inpatient Rotation Triad Meeting Q 1 Inpatient Rotation Triad Meeting Q 2 Outpatient Rotation Triad Meeting Q 3 Outpatient Rotation Triad Meeting Q 4 • Rotation Learning Objectives + Strategy, Business Dev & Finance Rotation Triad Meeting Q 1 Strategy, Business Dev & Finance Rotation Triad Meeting Q 2 Special Project Triad Meeting Q 3 Role Transition Triad Meeting Q 4 • Rotation Learning Objectives + • Transition Planning Rotation Learning Assignments Decision – ICU & Acute Care 2 nd Year Fellow STEERING COMMITTEE MEETING Presentation from 1 st Year Fellow - Year 1 March STEERING COMMITTEE MEETING Introduction to incoming 1 st year Fellow Presentation from 2 nd year Fellow -Year 1 December September Rotation Transitions Rotation Learning Assignments Decision – Business Plan Rotation Learning Assignments Decision – OR Rotation Learning Assignments Decision – Strategic Partnerships Rotation Learning Assignments Decision – Clinics Rotation Learning Assignments Decision – Area of Interest Rotation Learning Assignments Decision – FPO Leadership

EXAMPLE Rotation Learning Objectives Packard 2. 0 EXAMPLE Budgeting – Understand the development of building budget and how to monitor/control operational & capital expense Staffing – Learn how to recruit and staff a new hospital under budget constraints. Supporting Learning Hospital Flow – Understand how to plan for patient flow/volumes and partake in Day In The Life Leading Survey Readiness – Learn what a hospital must adhere to from a quality & regulatory perspective. Learning Supply Chain– Gain experience in supply chain planning for a new hospital including bed planning, supply planning, etc. Management/Leader Competencies – Acquire skills in people management and contractor/administrator relationship building. Supervisor: Bi-Weekly Check-ins 12 Supporting Learning

End of Fellowship Transition + Placement The goal of the Administrative Fellowship Program is to fast-track young professionals into hospital management and leadership roles. As such, retention of the fellow is the end -goal of the program given that a proper fit can be found within the organization. In order to ensure proper transition at the end of the fellowship and placement into an appropriate role, the last 3 months of the fellowship will be dedicated to serving in an interim role that will allow the fellow to transition smoothly and seamlessly. Greg Souza, CHRO Assessing and mentoring for best fit based on fellow interests and skillsets Laura Gottlieb, Director, Enterprise Learning & Development Danielle Hilmes, Mgr Talent Acquisiton Providing broad overview of future positions and recruitment timelines Supporting transition into Interim Position and role thereafter Ekta Vyas, Dir HR Transition Support This group will assist the fellow with finding the best fit for their interests and skillset along with advice, support and input from the Steering Committee.

2 nd Year Administrative Fellow Role Placement – Timeline Fellows typically begin the program in September. Under the new structure, they would ideally transition into their interim position by June of their secondyear, officially beginning their new role by the end of August of their second year. Below is a Role Placement Timeline to ensure the fellow’s timely transition into their new role. 2 nd Year Administrative Fellow Role Placement Timeline January March Role discussed and added to the budget by March May Budget Finalized by May June Role goes through PRC and posted by June 14 June August Fellow begins interim position while role is being finalized August Official transition of fellow into new role

2 nd Year Administrative Fellow Profile Organizational Knowledge • • • Patient Care Services Performance Improvement Patient Flow Human Resources Hospital Transition & Activation Ambulatory Clinic Operations § § § Meeting Participation Meher Kachwala Administrative Fellow, 2016 -2018 • • • Packard Ops, PLC, QIC Enterprise Executive Team Packard Execs. Board Meetings Daily Ops Huddle + Clinical Ops Huddle PQMS Improvement Forum Ambulatory Practice Planning Meeting PCHA Ops+ Practice Managers Meeting Foundation Leadership Meeting PCARES Rounding PQMS Training and Development Systems Knowledge ü ü ü EPIC Baby. Sentry Smart. Sheet (Project Management Tool) Microsoft Office (Visio, Power. Point, Excel, Word) Analytics MD Business Objects FPO/PCHA Joint Venture Partnerships Budget Optimization Joint Services: Lab Fertility & Reproductive Health Skills Developed § § § § § Process Mapping Data Analysis Value Stream Mapping Public Speaking and Presentation A 3 Development Project Management Competitive Analysis Market Analysis Strategic Planning Recruitment

1 st Year Administrative Fellow Profile Meggie hails from Seattle, Washington. She earned her bachelor’s degree in Healthcare Policy and Management from the University of Southern California in Los Angeles. Through classwork, volunteer experiences in the South Los Angeles community, and internships at Children’s Hospital Los Angeles, the Orthopedic Institute for Children, and the American Red Cross, Meggie discovered her passion for pediatric healthcare administration. Her drive to improve the health and lives of children through healthcare management led her to pursue her Master of Healthcare Administration at the University of Minnesota. She will complete her MHA in May 2017. Meggie Howell Incoming Administrative Fellow, 2017 - 2019 University of Minnesota, MHA As a graduate student, Meggie enjoyed experiences that enabled her to expand her knowledge of pediatric healthcare and population health through projects with Children’s Hospitals & Clinics of Minnesota, Western Wisconsin Health, and Children’s Hospital of The King’s Daughters in Norfolk, Virginia. Additionally, she spent her summer residency helping open and operationalize an oncology clinic at Kilimanjaro Christian Medical Center in Moshi, Tanzania. The experiences inspired her passion for operations and process improvement. Outside of work, Meggie can’t wait to attend Golden State Warriors games at Oracle Arena and travel all over the Bay Area on weekends.

Snapshot of Successful Prior Fellow Caitlin Crooks earned her bachelor’s degree from the University California, Berkeley in 2013, majoring in Environmental Economics and Policy and minoring in City and Regional Planning. While studying several of the underlying causes of poor health in the United States, Caitlin wished to better understand the delivery of healthcare within the hospital setting, and therefore moved to Washington, D. C. to pursue a master’s degree in Health Systems Administration at Georgetown University. Over the course of her 2 years in D. C. , Caitlin took on several internships at Med. Star Georgetown University Hospital, assumed the role of Vice President of the healthcare student organization on campus, and planned the local ACHE chapter’s annual C-Suite Roundtable event held at Georgetown University. Caitlin Crooks Senior Project Manager, Perioperative Services Administrative Fellow, 2015 -2017 During the final semester of her graduate program, Caitlin completed her administrative residency at Children’s National Medical Center in the Supply Chain department, carrying out process improvement initiatives under the Lean Six Sigma methodology. This exposure to a pediatric environment coupled with her strong interest in lean culture (and much better weather) ultimately drew Caitlin to Stanford Children’s Health. Over the course of her two-year fellowship program, Caitlin’s rotations and projects primarily focused on increasing ambulatory clinic access, developing new business models for improving patient care, and creating standard work for hospital and clinic operations. Ultimately, Caitlin was drawn to the fast-paced Operating Room environment and wished to continue on in the organization supporting Perioperative Services full-time. In her next role, she hopes to increase operational efficiency, optimize resources, and create a better experience for patients, families, and staff alike.

Administrative Fellowship Recruitment Timeline The Stanford Children’s Health Administrative Fellowship Program is an NCAFmember administrative fellowship site, and therefore, the program will abide by the uniform application deadline of October 2, 2017 and will extend an offer to one candidate on November 13, 2017. Administrative Fellowship Candidate Selection Timeline October 2, 2017: Application Due Submit through NAFCAS or Fellowships Email Mid-October: Phone Interviews October 11 th – 13 th Round 1 with Fellows Round 2 with HR Team Late October: Onsite Interview Dinner October 30 th Candidate Dinner Hosted by Laura Gottlieb & Mentors 18 Late October: Onsite Interview Day November 13, 2017: Fellowship Offer October 31 st November 13 Steering Committee Panel Interviews 1: 1 Interviews with Chris Dawes Phone Call to final candidate made by Fellows

Administrative Fellowship Recruitment Pool

Thank You! Please visit the Administrative Fellowship Program website: adminfellow. stanfordchildrens. org 21