2016 Year-End Dashboard Submitted by Kelli Brooks, Michael
2016 Year-End Dashboard Submitted by Kelli Brooks, Michael Hocker, Lance Evans, & Caryl Hess January 2017 Executive Summary All curricula are rooted in six research-based authentic leadership development competencies Excellent stewards of fiscal and human resources Impressive 198% increase in program participation while maintaining consistently high program satisfaction ratings Effective longitudinal and cohort-based programs have created a pipeline of authentic leaders New programmatic offerings, revenue-generating opportunities, and scholarly pursuits continue Needs: Internal support from Advancement, Marketing, and Information Technology Competency-Based Approach The foundation for all curriculum development, cohort learning, and program evaluation are a set of six research-based, authentic leadership competencies: 1. 2. 3. 4. 5. 6. Teamwork Emotional Intelligence Business Acumen Professionalism Communication and Collaboration University and Health System Culture Competency Emphasis by Overall Programming 30% 23% 23% 25% 20% 21% 16% 18%
18% 16% 15% 15% 21% 12% 10% 10% 8% 5% 0% -5% am Te w or k Em oti a on lI nc e g li el t
n e A ss e sin u B m cu en Pr o n io s s fe sm i l a C 2015 2016 m m o u ca ni ti
on & lab l Co o tio a r n AU & AU h alt e H C r tu l u e Increased Participation 198% with: Only 0.41% increase in overall spending Consistently high satisfaction ratings Value and Impact: Expenditures by Budget Category $30,000
Program participation increased by 198%, while spending only increased 0.41% from 2015 to 2016. $26,764 $24,957 $25,000 $22,111 $20,000 Total spending: 2015 $89,905 2016 $90,269 $14,433 $15,000 $11,865 $11,558 $11,108 $9,339 $10,000 $8,070 $6,856 $5,310 $5,000 $4,998 $2,183 $0 n
tio a d un o F T er p O a g tin E s se n e xp a or n Ho ri a al n sio es f o Pr D e ev
pm lo t en og Pr m ra g in M ia er t a 2015 ls C ita ap 2016 l re tu i d en p Ex s E
ve ti cu xe $2,685 $1,870 $293 $967 $838 l ve a r l ra e n Ge $7,115 $6,323 a Co g in h c M a eb W / ng
ti e rk sig e D Le a $530 n g in rn M ag an em m ste y tS en $0 r ea s Re ch Value and Impact: Program Participants by Audience 1400
1300 1200 1100 1000 900 800 700 600 500 400 300 200 100 0 1372 Cost per participant $354.72 Well below national norms. Calculated using all personnel and non-personnel expenses. 693 605 444 303 210 184 Enterprise 139 118 University 62 Hospital 2015 External
Total 2016 Definitions: Enterprise = Mixed Audience; University = All Colleges; Hospital = Health System; External = Beyond AU and AU Health System Expenditures by Audience $100,000 $90,000 $80,000 $89,905$90,269 $85,154 Value and Impact: $78,851 $70,000 $60,000 $50,000 $40,000 This shared service reached all employees Generated $4,500.00 in revenue and donations $30,000 $20,000 $10,000 $0 $7,775 $1,360 Enterprise
$3,473 $3,390 University Hospital 2015 $170 External $0 Total 2016 Definitions: Enterprise = Mixed Audience; University = All Colleges; Hospital = Health System; External = Beyond AU and AU Health System Longitudinal Programs That Have Impact Pipeline I Leading Self Pipeline II Leading Others Women Leaders Pipeline Leading Self and Within the Organization Alumni Program Pipeline Leading for Results The longitudinal Pipeline Programs continue to be a success, with metrics indicating a consistent pattern of interest and satisfaction, as well as significant levels of learning and behavioral change. Updates: The Women Leaders Pipeline Program was piloted from October through December 2016 with 14 physicians, dentists and research scientists. Ongoing program evaluation of all Pipeline programs indicated high levels of satisfaction, as well as significant learning and behavioral change at the p<0.05 and p<0.01 levels. Thank you so much! Your Leadership and the Pipeline I & II programs helped me prepare for the next step in my career. Im very excited! --Donna Fields, MBA
The Pipeline Leadership programs have been so meaningful to me that I am excited to share this resource with other colleagues on my team. --Henry Holt, III, MDiv I wanted to pass along how valuable the Women Leaders Pipeline program has been for me. I have definitely acquired some valuable tools and information that I can take to the bank. I would highly recommend the program. Thank you so much for providing this opportunity! --Pascha Schafer, MD Pipeline I Program Participants vs. Applicants 120 110 100 90 80 70 60 50 40 30 20 10 0 Pipeline I Program Ratings 109 5.0 5.0 4.8 4.8 4.7 4.7
2014 2015 4.7 4.5 4.0 72 3.0 52 2.5 36 21 21 27 3.5 24 2.0 1.5 2014 2015 Participants 2016 Applicants Total 1.0 Impact on Leadership Development Recommend to Colleague 2016
Pipeline II Program Participants vs. Applicants Pipeline II Program Ratings 4.5 40 40 30 24 4.9 5.0 4.5 4.0 30 3.5 3.0 22 20 2.5 2.0 1.5 10 1.0 0 4.8 5.0 50
Participants 2016a Applicants 2016b 2016a 2016b Impact on Leadership Development Recommend to Colleague Note: Pipeline II was offered twice in 2016: 2016a (January through February) and 2016b (August through November) Women Leaders Pipeline Program Participants vs. Applicants 20 5.0 17 15 Women Leaders Pipeline Program Ratings 4.7 5.0 4.5 4.0 14 3.5 3.0 10 2.5 2.0 5 1.5
1.0 0 2016 Participants Applicants 2016 Impact on Leadership Development Recommend to Colleague Note: Women Leaders Pipeline Program was first offered in the fall of 2016 as a pilot (October through December) Alumni Program Pipeline The Office of Leadership Development supports the ongoing development of its Pipeline graduates through the Alumni Program Pipeline. Alumni Program Participants 150 125 Alumni Program Ratings 5.0 120 4.8 4.5 4.0 Select Participant Comments: I very much appreciate the opportunity to hear from senior leadership (Russell Keen) about the vision for where we are going. I appreciate knowing that as a group we are supported and encouraged by administration. Russells presentation was very motivating and authentic. 100
3.5 75 3.0 2.5 50 2.0 25 0 1.5 2016 1.0 2016 Note: The Alumni Program was first offered in Fall 2016 Highly Successful Cohort-Based On the Road Courses The On the Road program continues to be a highly successful program that provides one to two hour leadership development courses to AU and AU Health units and departments in their native environments. Metrics consistently indicate high levels of satisfaction. Updates: The On the Road program has expanded offerings from 12 to 13 courses Diversified delivery settings (e.g., professional development meetings) and audiences (e.g., administrative units, physician and nursing personnel, students and residents) The feedback we received from attendees following the On the Road courses was great! Attendees appreciated the training, felt like the subject matter was very relevant to their roles at the institution, helped them
overcome challenges, empowered them, and facilitated ongoing professional development. --Candice Henderson, MBA On the Road Participants 1000 943 900 4.7 4.7 4.7 2015 2016 Average to Date 4.0 700 3.5 577 600 500 3.0 366 2.5 300 2.0 200
1.5 100 0 5.0 4.5 800 400 On the Road Program Ratings 2015 2016 Total 1.0 = July through December 2015 On The Road Participants by Audience 600 577 500 400 368 303 300 200 100 0 366 173 52
36 Enterprise 11 University 2015 Hospital Total 2016 Definitions: Enterprise = Mixed Audience; University = All Colleges; Hospital = Health System = July through December 2015 Enterprise Programming In collaboration with AU Workforce Development, we offer one- and two-day Crucial Conversations workshops by in-house certified professionals that fosters open dialogue around high-stakes, emotional, or risky topics. Select Participant Comments: Core principles are excellent; facilitators were engaging and clear; very effective. Great program! Facilitators knew the content very well; plenty to take home and implement. The instructors were engaging and informed; skills learned will be very useful; I wish I had had this training earlier in my career. Excellent instructors. Each was engaging, clear, and communicated the material very effectively. Crucial Conversations Participants 50 Crucial Conversations Program Ratings 5.0
2016 Average to Date = July through December 2015 New Strategic Directions Special Programs Residency Leadership Program Special Programming We bring collaborative and customized learning experiences to meet the leadership and professional development needs of internal AU and AU Health units and departments, as well as to external organizations. Internal AU and AU Health Units and Departments: AU Graduate School Leadership Development: Resiliency to Combat Stress Program Department of Anesthesiology & Perioperative Medicine: Smart & Lean Workshop External Organizations: Columbia County Chamber of Commerce Developing Leadership on Boards of Directors LEADership Camp (Augusta Area High School Students) Express Pass to Leadership Number of Special Programs 20 Special Programming Educational Impact 966 1000 16 15 900 5.0 800 4.5 685 700
300 5 2015 2016 Average to Date 3.0 2.5 281 2.0 200 1.5 100 2015 4.7 400 7 0 4.7 3.5 500 9 4.7 4.0 600 10
Special Program Ratings 2016 Total 0 2015 2016 Total 1.0 = July through December 2015 = Number of faculty presentations number of participants Special Programming by Audience 685 700 600 500 400 300 281 271 237 200 112 100 0 139 107 62
38 Enterprise University 0 Hospital 2015 2016 External Total = July through December 2015 Definitions: Enterprise = Mixed Audience; University = All Colleges; Hospital = Health System; External = Beyond AU and AU Health System Residency Leadership Program This program is a joint collaboration between Graduate Medical Education (i.e., Residency), the Medical College of Georgia, and the Office of Leadership Development. 48 accredited residency programs. Longitudinal leadership development is needed across all residency programs. Dr. Michael Hocker, a Harrison scholar, is leading a task force to design and pilot a longitudinal residency leadership program in the Emergency Medicine Residency Program. Michael B. Hocker, MD, MHS Assistant Director Office of Leadership Development Appendix We are reaching across campuses and beyond Georgia Randomized Coffee Trials Great initiative! Thank you for the opportunity. It was a lot of fun! This is a wonderful new program. Great way to network and get to know others.
At the Fall Faculty Welcome in August, Dr. Caughman established her goals for the year. One goal was to improve faculty communications across campuses. To promote Dr. Caughmans communication goal, AU and AU Health faculty and staff were invited to connect with colleagues from various areas throughout the enterprise through Randomized Coffee Trials (RCTs). 184 Faculty from AU and AU Health were randomly matched and met for coffee. 48 Staff from AU and AU Health also met for coffee. Randomized post program survey results rated the coffee experience as highly satisfied (4.8 on a 5 point scale) with the communication experience. Consulting Services As a service to the AU and AU Health, Caryl and Lance offer a variety of consulting services to individuals, departments, and units related to leadership, career development, faculty development, and executive coaching. Consulting Hours Total (Caryl and Lance) 350 300 250 200 150 100 50 0 321 115 52 a Le p hi
s r de 75 34 Ca 126 94 30 er re lty u c Fa p lo e v De m 2015 10 t en ec Ex v uti e a Co
c ng hi 37 al t To 2016 = July through December 2015 Technology Reach Total New Users 1180 1200 1000 800 600 Web Site Profile: 561 110.34% increase in new users from 2015 through 2016 67% Female and 33% Male users Females range from 45-64 years in age Males range from 25-34 years of age 272 new female users 213 new male users Most new users are from Carolinas, New York, Ohio, and Texas International use is dominated by India and Germany
Twitter Activity: 400 61 new followers in 12 months August and September are the slowest months 200 0 January Through December 2015 January Through December 2016 Scholarship 1. Evans L, Hess CA, Abdelhamid S, Stepleman LM. Leadership Development in the Context of a University Consolidation: An Initial Evaluation of the Authentic Leadership Pipeline Program. Journal of Leadership Studies. 2017; 10(3):7-21. 2. Boyington JEA, Maihle NJ, Rice TK, Gonzalez JE, Hess CA, Makala LH, Jeffe DB, Ogedegbe G, Rao D, Davila-Roman VG, Pace BS, JeanLouis G, Boutjdir M. A Perspective on Promoting Diversity in the Biomedical Research Workforce: The National Heart, Lung, and Blood Institutes PRIDE Program. Ethnicity & Disease. 2016; 26(3):379-386. 3. Hocker MB. Leadership and Dealing with the Difficult Provider. Podium presentation at the 2016 Annual Meeting of the Georgia College of Emergency Physicians Medical Directors and Leadership Forum; December 2016; Lake Oconee, GA. 4. Evans L, Hess CA. Examples and Solutions to Unconscious Gender Bias in the Workplace. Roundtable discussion accepted for presentation at the 3rd Biennial Women & Leadership Conference; June 2017; Rhinebeck, NY. 5. Hess CA. Mentoring & Sponsorship: Your Career Differentiators. Podium presentation at the 2015 Annual Meeting of the Healthcare Financial Management Association; November 2015; Nashville, TN. 6. Grant Collaborations involving Mentoring by Hess, CA: DOD OCRP OC140582 (Maihle, PI), 09/01/2015 08/31/2020; OCRP Ovarian Cancer Academy US Army Medical Research Acquisition Activity (USAMRAA); The Ovarian Cancer Academy 2015-2020: A Team-Based Approach Involving Mentoring. NICHD K12085817 (Diamond M; PI, Maihle N; Research Director), 07/01/2015 06/30/2020; Womens Reproductive Health Research Career Development Program Involving Mentoring. R25 HL106365 (Pace B; PI, Maihle N; Co-I, Co-Director), 09/01/2014 08/31/2018; PRIDE Functional and Applied Genomics of Blood Disorders; To develop a career development program with mentoring for early career investigators from under-represented groups within the biomedical sciences.
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