![]() Disaster Planning for California Hospitals. Register Now. September 1. Talent management and succession planning are essential to ensure effective human capital management in agency senior leadership. These processes require an. Excellent HR tools and Great Presentation about HR Management, HR Strategy and Career Management, human resource management, Career pathing involves making a series. In three days you will re-energize yourself, build your training toolkit, and learn how you can make an impact in your organization. Day 1: Creative Training. Sacramento, CAOverview. In a disaster, no one should have to go it alone. From planning to execution, working together with other hospitals, health care providers, community partners and government agencies can only strengthen a disaster response and ensure a smoother recovery. And with every new partnership formed, we become more resilient than ever. Build the partnerships that will power your readiness. Plan now to join us for the largest gathering of hospital emergency preparedness coordinators in California. Planning A Training Session For FootballPlanning A Training Session TemplateConference highlights include: 2. Oroville Dam evacuation. Leadership insight on disaster preparedness. New tools to enhance your Hazard Vulnerability Analysis. Health care coalitions — the benefits of working together. Optimizing electronic health records for emergency management and response. Pediatric emergency transport in disasters. Planning for a water outage. Integrating the needs of individuals with access and functional needs into emergency planning. Disaster recovery funding essentials. Rural challenges in disaster management. Statewide Medical and Health Exercise. Program Increment (PI) planning is a cadence-based, face-to-face event that serves as the heartbeat of the Agile Release Train (ART), aligning all the teams on the. Department of Labor Planning & scheduling has the greatest profit potential of any maintenance function. Kick-start your planning & scheduling system today! MELBOURNE’S Friday training session at Casey Fields has been switched to Gosch’s Paddock. The reason for the change is due to the ground being prepared further. Best Practices Poster Showcase. Exhibit show featuring more than 5. Learning from your peers, experts and more! Best Practices Posters. Failing to Plan is Planning to Fail That old saying holds true for soccer coaches. To get the most out of your team’s training session the coach. Learn about basic guidelines and get a sample agenda for board training sessions in this topic from the Free Management Library. CHA is accepting best practices posters for the conference. The conference offers a unique opportunity for your organization to showcase and share its emergency preparedness knowledge and expertise with a cross- section of peers. Submissions must be received by July 1. For additional information and to submit, please click on the “Best Practices Posters” tab. Conference Meeting Locations. The conference and exhibit show will be held at the Sacramento Convention Center, located just across the street from the Hyatt Regency Sacramento, the host hotel. The pre- conference workshop on Monday, Sept. Hyatt Regency. Pre- Conference Workshop. Monday, September 1. Centers for Medicare & Medicaid Services (CMS) Emergency Preparedness Conditions of Participation. These new requirements affect all 1. Medicare. How can hospitals navigate compliance with these new conditions while continuing to satisfy existing requirements? This workshop will help make compliance more manageable by identifying opportunities to fulfill the requirements of multiple agencies at once. Representatives from CMS, The Joint Commission and the U. S. Department of Health & Human Services Office of the Assistant Secretary for Preparedness and Response will define their requisites of health care providers. A panel of California hospital representatives will share how they are working to implement the requirements in their facilities. Tuesday Agenda. Tuesday, September 1. Michael Anderson will discuss the current state of readiness. Learn about the progress made to date and opportunities to advance preparedness for vulnerable populations, such as pediatrics and neonates. Strategies for engaging leadership and physicians in preparedness efforts will also be presented. Learn how this tool works and how it can improve community risk assessment, identify where to focus limited emergency management resources and assist all provider types in meeting new CMS Emergency Preparedness requirements. Rural Challenges in Disaster Management. Valerie Lakey, Director, Public Relations & PIO/Safety Disaster. Co- Coordinator, Mayers Memorial Hospital District. Emergency management plans are not one- size- fits- all, which is especially true for rural hospitals. This interactive session will explore challenges rural facilities face in disaster planning, methods of collaboration, resource sharing and effective communication during a disaster. Health Care Coalitions: The Benefits of Working Together. Sharon Carlson, RN, Director, Emergency Preparedness, Sharp Health. Care, and Kelly M. Cheffet, CHSP, HEM, TLO, Environmental Health & Safety Manager, Emergency Management, Kaiser Permanente San Diego. A robust health care coalition is a valuable resource for addressing community emergency management needs. This session will share strategies for building and maintaining sustainable and resilient health care coalitions. Presenters will share proven approaches for bolstering relationships and ways to improve your own coalition. Presenter will review the annual exercise and explain how to tailor it to meet regional, local and individual facility needs. Ways to meet the accreditation, regulatory and grant requirements will also be addressed. Pediatric Emergency Transport in Disasters. Patricia Frost, RN, MS, PNP, Director, Emergency Medical Services, Contra Costa Health Services; Susan Aitkens, Consultant, Patient Movement Plan, Emergency Medical Services Authority; and Kelly Coleman, EMT- P, Regional Disaster Medical Health Specialist, Region II, Alameda Emergency Medical Services. Are your local and regional emergency medical transportation assets ready to accommodate pediatric patients? This session will describe current capabilities and gaps, as well as lessons learned from previous disaster evacuations. Learn how to plan for and respond to pediatric mass transportation issues. Leveraging Internal Partnerships and Resources for Cybersecurity. Kristina Freas, MS, RN, EMT- P, CEM, Emergency Management Professional/CEO, Freas Emergency Management Group, and Andrew Opland, Corporate Webmaster & Manager, Safety, Security & Emergency Management, Dignity Health. Cyberattacks are a growing threat to hospitals. To minimize risk, IT security and emergency management teams must work together. Learn strategies to overcome cultural differences and create efficiencies between these disciplines. Presenters will also highlight resources from the Department of Homeland Security for protecting critical infrastructure from cyberattacks. Using Technology to Improve Exercises — Infusing the Old with the New. Jordan Cathey, Emergency Exercises and Training Manager, UCSF Health, and Grady Murphy, Program Manager, Emergency Management & Business Continuity, UCLA Health. Incorporating social media and emergency notification systems into trainings and exercises can improve design, facilitation and experience. See a live demonstration of how two organizations use Twitter, Everbridge and Hootsuite to streamline their training exercises. Presenters will describe pitfalls to avoid, as well as lessons learned. This presentation will describe a rapid inpatient admission process for decompressing the ED during a mass casualty incident. Learn about the systems, strategies and resources used to manage patient identification and movement from the ED to the hospital and how the ED, inpatient administration and hospitalists work together to support this effort. Optimizing EHR for Emergency Management and Response. Adam Landsdorf, MD, Co- Chair, NCAL Emergency Management Peer Group, and Kristina Spurgeon, MPH, Practice Specialist, Emergency Management and Co- Chair, NCAL Regional Emergency Management Committee, Kaiser Permanente Northern California; and Eric Dilda, MD, Medical/Legal Risk Director, Kaiser Permanente Health. Connect Northern California. Electronic health records are key to maintaining safe patient care during disasters. Hear how one system developed disaster tools within its EPIC- based EHR system to manage a response, as well as an EHR disaster training environment to maximize learning. Improving Emergency Communications Through the Use of Plain Language. Caryn Thornburg, LVN, BAIS, MS, Safety, Emergency Management & Sustainability Officer, Stanford Health Care — Valley. Care (moderator); Mark Shirley, MS, CSP, CHMM, Environmental Risk Consultant, Sutter Health Risk Services; Brandon Bond, MS, CBCP, EMT- B, Administrative Director, Office of Emergency Management, Stanford Health Care/Stanford Children’s Health; and Sharon Carlson, RN, Director, Emergency Preparedness, Sharp Health. Care. In emergencies, it is imperative that communications are clear and staff know how to respond appropriately. Hear from three organizations about their journey to using plain language, including why they chose to adopt it and challenges they had to overcome. Tools you can use to enhance your facility’s emergency communications will be provided. New HPP Coalition Surge Test — Lessons Learned from One County’s Exercise. Kevin Rose, Emergency Preparedness Specialist/Deputy MHOAC, San Mateo County EMS Agency; Jerry Glotzer, MS, CHEC, Regional Director, Environmental Health & Safety/Emergency Preparedness, Palo Alto Medical Foundation & Sutter Health Care, Mills- Peninsula Medical Center; and Kevin Sheehan,MPH, MBA, CIH, CSP, REHS, Captain, U. S. Public Health Service, U. S. Department of Health & Human Services Office of the Assistant Secretary for Preparedness and Response. Health care coalitions and participating hospitals are now required to conduct the Coalition Surge Test (CST) for the 2. HPP grant cycle. The CST is a low- to no- notice, two- phased table top/facilitated exercise that tests a hospital’s ability to evacuate and the coalition’s ability to assist in locating beds and transportation resources. Learn more about the CST and how San Mateo County conducted its own exercise in the Spring of 2. The impact on residents and responders was enormous and significant coordination was required to manage the fallout. Hear firsthand accounts of the call to evacuate, as well as the evacuation and transfer of patients between two hospitals. This course shows you how to quickly and easily complete your After Action Report and Improvement Plan, and hone your disaster preparedness capabilities while meeting new regulatory requirements. Integrating the Needs of Individuals with Disabilities, and Access and Functional Needs into Hospital Emergency Planning. Steve Storbakken, MBA, CHPA, CHEP, HACP, CHEM, CHSP, Director, Emergency Preparedness & Environmental Safety, and Kevin Muszynski, Manager, Support Services, Pomona Valley Hospital Medical Center; and L. Running a Strategic Planning Session. Many companies embark on a strategic planning process, either formerly or informally. Often, many parties in the organization are involved in the process, and the strategic planning session is a traditional occasion which brings the managers together to discuss the issues facing the company. This article is addressed to the people in the organization who have the mandate to run and facilitate such sessions. This article will address each phase of the strategic planning session facilitation: Preparing the workshop(s): getting ready. Running the session: the tools, the style, the rhythm and the aspects to cover. Follow up: making sure action gets taken and that the benefits last Preparing the workshop(s): getting ready. Defining objectives and setting expectations. Facilitating a strategic planning process is not just designing a template and having the organization fill in the gaps. On the contrary, it means carefully coaching the management team through a thinking process. Often, the actual strategic plan is even less important than the process to get at the plan. An observation of world- class strategic processes shows a trend to split the process into three phases: Phases. Objectives. End Product. Opening the discussion. This phase’s objective is to allowmanagers to investigate different avenues for the strategies of their companies. The purpose is not to drive participants to a decision, but rather to exploreavenues, and make sure they do not set limits on how creative their strategycould be. It is crucial not to let the team try to make decisions, butrather to encourage questions and debate. Two or three possible strategic directions. Defining a strategic direction. The objective is for the team to decideon one course of action. In this phase only, decisions start to be made. One strategic direction. Designing the functional plans. The objective is to translate thestrategic direction into actionable functional plans: budget, Human Resources,marketing, communications, etc. If run with more participants, four or five people often tend to monopolize the discussion, and the others go into listening mode. Diversity: Get a cross- section of expertise; by inviting, for example, the vice- president marketing, engineering, finance and others, you make sure that everybody is in the loop right away. Do not stick with hierarchy: Invite people who would add value to the discussion. It is also a good opportunity to invite the rising stars, those who would bring new ideas, “shake the box”. People relax, do not get the phone or e- mail, and are more attentive to the discussion. You can choose to meet at a location close to the office, or even to take the team to a local resort, making this experience an enjoyable one people will look forward to next year. In- house: Make sure in this case that nobody can disturb the meeting or take away one of the participants. The advantage of in- house is that it allows you to fetch additional information or documents that might be useful in the discussion if relevant. In general, though, avoid in- house meetings. Gathering the back- up material. Avoid starting the workshop with a two- or three- hour presentation about the company market, competitive position, etc. However, depending on the discussion, you will need some facts to confirm or infer some statements. Preparing some pages about the market and the company performance can help feed a discussion that is not getting anywhere. We suggest you use a separate document or media to provide the facts: if you are distributing a document to the participants, add them in the appendix (this way, they will not flip through the pages while you speak), and use overheads to insert them within an existing presentation. For the IT savvy presenters, attach them via a hyperlink within your Powerpoint presentation. You can also take some of the key pages of the previous strategic plan: instead of reinventing the process each year, start from where the company last left it, and focus on the new challenges or the changes in the industry. Thinking about the setup. The setup will largely depend on the culture in your organization. Think carefully about it, as it has a huge influence on the spirit of the session and can set the tone for the entire day: For up to eight participants: Prepare a large round table, and make sure to spread people across the table evenly. The president does not have to sit at the end, and all the marketing guys do not have to sit together, for example. For 8- to- 3. 0 participants: Use a U- shaped table. Everybody will be able to see each other, and it is a good way to focus attention. If you are going to run workshops with these many people, plan smaller meeting rooms. Mark people’s place in advance. Make sure you have enough markers, transparencies, flipcharts, and tape to tape the flipchart. Your presentation document, therefore, should reflect this objective. The intent is not to give the answer, but to serve as a support for the discussions. Revision of the company’s mission or vision: Do not make this part a lengthily discussion, as it could rapidly become quite theoretical. Objectives of the session: What is expected at the end of the session? What could the end products look like? Stretch goals for the company: Focuses organizational energy on the one breakthrough goal that will produce the greatest benefit to your organization, its customers, and stakeholders. Aspects that will not be discussed at the workshop: These are typically items that are either outside the scope of the exercise (performance indicators, and salary evaluation, for example), or that you do not wish to address as they might deter from the original objective. Key strategic questions to answer: A beautiful way to organize the session. A section for each strategic question, backed up with facts and existing analysis. Differentiation axis: Understand what will be the differentiation axis for the company. Companies can rarely differentiate around the three dimensions (for example, technology, price and service) and companies that excel usually excel because they have clearly chosen one direction. Next steps, review of action items We also often use a flipchart to record: Action to be taken. Analysis to be done. Unanswered questions. Questions outside of the scope of the discussion. Running the session: the tools, the style, the rhythm and the aspects to cover. Choose the appropriate style: If you are the facilitator, you cannot have an opinion. All you can do is guide your audience by asking the right questions, and pointing them to the facts. As a result, many strategic planning professionals ask outside consultants to help them run the session. It allows them to be part of the discussion and not to lose credibility. Monitoring the time: You can also appoint a time keeper if you are afraid of not being able to check the time yourself. Set a timing for each section of the agenda and stick to it since people appreciate to finish on time. You can always agree to come back to some sections that were not finished at the end of the session if time allows, or in a separate discussion. However, if people do not agree on the objectives of the company at the beginning, take the time needed to reach an agreement and do not move to the next section, for if you do, the rest of the discussion will be useless. Carefully planning the agenda: Do not expect to cover more than one session every 9. Finally, never forget the golden rule: in a presentation mode, never expect to present more than one page every three minutes (2. This naturally does not hold true if the discussion is focussed on one page. Afternoons are difficult times, so get the more heavy discussions done in the morning and plan discussion groups for the afternoon. Dealing with difficult questions or difficult people. Use the “parking lot”: On a flipchart, write down the subjects which no discussion could solve, and which might degenerate into painful discussions. Agree with the team at the beginning as a ground rule NOT to discuss these points during the day. Spend time with them before the session: Walk them through the presentation document, identify the areas of disagreement. Arrange sitting arrangements so that they can be “coached” during the session. Follow up: making sure action gets taken and the benefits last. Prepare notes or minutes of the meeting: Participants will rarely read about the meeting they attended. Instead, provide a synthesized action plan highlighting responsibilities, and a summary of the discussions. If you are required to take action, provide them with the deadlines. Arrange discussion with participants one week after the session: After appropriate time for participants to reflect on the session, you can arrange a discussion with the key participants. It will allow unsolved issues to surface, and also to get the pulse as to the efficiency of the session. Organize a follow- up meeting: It is wise not to allow participants to leave the session thinking they’ll see a strategic plan soon, and will meet next year again. Make sure you plan follow- up meetings in smaller groups to refine the findings of the session, and double- check if the recommendations are relevant. Conclusions. Leading a strategic planning session is one of the most difficult tasks of the role of the strategic planning manager: it requires the personal skills to capture the interest of the audience, the listening skills to pick up signals, the analytical skills to see the gaps and the opportunities, the synthetic mind to summarize and build consensus . Good luck ! Recommended Reading: Strategy Process: The Concepts, Context and Cases, by Henry Mintzberg, James Brian Quinn (Contributor)Team- Based Strategic Planning, by C. Davis Fogg. Simplified Strategic Planning: A No- Nonsense Guide for Busy People Who Want Results Fast! Bradford, Peter Duncan, and Brian Tarcy. Applied Strategic Planning: How to Develop a Plan That Really Works, by Leonard Goodstein. PI Planning – Scaled Agile Framework. Future product development tasks can’t be predetermined. Distribute planning and control to those who can understand and react to the end results.—Michael Kennedy, Product Development for the Lean Enterprise. There is no magic in SAFe . Here, the teams create their iterations plans and objectives for the upcoming PIFacilitated by the Release Train Engineer (RTE), this event includes all members of the ART, whenever possible. It takes place over two days, and occurs within the Innovation and Planning (IP) Iteration. The result of planning is a commitment to an agreed set of Program PI objectives for the next PI. Holding the event during the IP iteration avoids affecting the timebox, scheduling, or capacity of other iterations in the PI. PI Planning is integral and essential to SAFe: If you are not doing it, you are not doing SAFe. This is quite a significant occasion, as Figure 1 implies. Figure 1. Face- to- face PI planning. Remote teams are planning at the same time using video conferencing. Business Benefits of PI Planning. PI planning delivers many business benefits, including: Establishing face- to- face communication across all team members and stakeholders. Building the social network the ART depends upon. Aligning development to business goals with the business context, Vision, and Team and Program PI Objectives. Identifying dependencies and fostering cross- team/ cross- ART collaboration. Providing the opportunity for “just the right amount” of Architecture and User Experience (UX) guidance. Matching demand to capacity, eliminating excess Work in Process (WIP)Fast decision- making. Below are descriptive highlights from the ART Readiness Checklist in . For additional details, see Figures 1. Chapter 1. 7 of . Each objective is written in such a way that it is: Specific – expresses the intended outcome as simply, concisely, and explicitly as possible. It may be descriptive, yes/no, quantitative, or provide a range. Achievable – achieving the objective should be within the team’s control and influence. Realistic – recognize factors that cannot be controlled. Event attendees include Business Owners, Product Management, Agile Teams, System and Solution Architect/Engineering, the System Team, and other stakeholders who must be notified in advance to be well prepared. For the event to be successful, preparation is required in three major areas: Organizational readiness – strategic alignment and teams and trains setup. Content readiness – management and development preparedness. Facility readiness – the actual space and logistics for the event. Below are descriptive highlights from the ART Readiness Checklist in . For additional details, see 1. Chapter 1. 7 of . Critical roles are assigned. To address this in advance, however, event organizers must consider the following: Planning scope and context – is the scope (product, system, technology domain) of the planning process understood? Do we know which teams need to plan together? Business alignment – is there reasonable agreement on priorities among the Business Owners? Agile teams – do we have Agile Teams? Does each have dedicated developer and test resources and an identified Scrum Master and Product Owner? Content Readiness. It’s equally important to ensure that there is a clear vision and context, and that the right stakeholders can participate. Therefore, the PI planning must include: Facility Readiness. Securing the physical space and technical infrastructure necessary to support the large number of attendees isn’t trivial either—especially if there are remote participants. Considerations include: Facility – This must be roomy enough for all attendees, with breakout rooms if necessary. Facilities/tech support – These people need to be identified in advance and reachable during setup, testing, and the event itself. Communication channels – For distributed planning meetings, primary and secondary audio, video, and presentation channels must be available. Standard Agenda. The meeting generally follows a standard agenda similar to Figure 2. Descriptions of each agenda item follow. Figure 2. Standard two- day PI planning agenda. Day 1 Agenda. Business Context – A senior executive/line- of- business owner describes the current state of the business and presents a perspective on how well current solutions are addressing current Customer needs. Product/Solution Vision – Product Management presents the current program vision (typically represented by the next top 1. PI planning meeting, as well as any upcoming Milestones. Architecture Vision and Development Practices – System Architect/Engineering presents the architecture vision. In addition, a senior development manager may present Agile- supportive changes to development practices, such as test automation, Dev. Ops, Continuous Integration and Continuous Deployment, which are being advanced in the upcoming PI. Planning Context and Lunch – The Release Train Engineer presents the planning process and expected outcomes of the meeting. Team Breakouts #1 – In the breakout, teams estimate their capacity (velocity) for each Iteration and identify the backlog items they will likely need to realize the features. Each team creates their draft plans, visible to all, iteration by iteration. During this process, teams identify risks and dependencies and draft their initial team PI objectives. The PI objectives typically include . Stretch objectives are not extra things to do in case there is time. Rather, they increase the reliability of the plan and give management an early warning of objectives that the ART may not be able to deliver. The team also adds the features to the program board, as shown in Figure 3. Figure 3. Program Board. Draft Plan Review – During the tightly timeboxed draft plan review, teams present key planning outputs, including draft objectives, potential risks, and dependencies. Business Owners, Product Management, and other teams and stakeholders review and provide input. Management Review and Problem- Solving – It’s likely that the draft plans present challenges such as scope, resource constraints, and dependencies. During this review and problem- solving meeting, management negotiates scope and resolves these challenges by agreeing to various planning adjustments. The RTE facilitates and keeps key stakeholders together for as long as necessary to make the decisions needed to reach achievable objectives. In multi- ART Solution Trains, a similar meeting may be held after the first day of planning to solve cross- ART issues that have come up. Alternatively, the RTEs of the involved trains may talk with each other to raise issues that are then resolved in the ART’s management problem- solving meetings. The Solution Train Engineer (STE) helps facilitate and resolve issues across the ARTs. Day 2 Agenda. Planning Adjustments – The next day, the meeting begins with managers describing any changes to planning scope and resources. Team Breakouts #2 – Teams continue planning based on their agenda from the previous day, making the appropriate adjustments. They finalize their objectives for the PI, to which the business owners assign business value, as shown in Figure 4. Figure 4. A team’s PI objective sheet with business value. Final Plan Reviewand Lunch – During the final plan review, all teams present their plans to the group. At the end of each team’s time slot, the team states their risks and impediments, but there is no attempt to resolve them in this short time period. If the plan is acceptable to the customers, the team brings their program PI objective sheet and program risk sheet to the front of the room so that all can see the aggregate objectives unfold in real time. Program Risks – During planning, teams have identified critical program- level risks and impediments that could affect their ability to meet their objectives. These are addressed in a broader management context in front of the whole group. One by one, the risks are addressed clearly, honestly, and visibly, and then categorized in the following groups: Resolved – The teams agree that the issue is no longer a concern. Owned – The item cannot be resolved in the meeting, but someone takes ownership. Accepted – Some risks are just facts or potential occurrences that simply must be understood and accepted. Mitigated – Teams can identify a plan to mitigate the impact of an item. Confidence Vote – Once program risks have been addressed, teams vote on their confidence in meeting their program PI objectives, as illustrated in Figure 5. Figure 5. Confidence Vote for an ARTEach team conducts a “fist of five” vote. If the average is three or four fingers, then management should accept the commitment. If the average is fewer than three fingers, then planning adjustments are made and plans are reworked. Any person voting two fingers or fewer should be given an opportunity to voice their concern. This might add to the list of risks, require some re- planning, or simply be informative. Plan Rework – If necessary, teams rework their plans until a high confidence level can be reached. This is one occasion where alignment and commitment are valued more highly than adhering to a timebox. Planning Retrospective and Moving Forward – Finally, the RTE leads a brief retrospective for the PI planning event to capture what went well, what didn’t, and what can be done better next time, as shown in Figure 6. Figure 6. Planning Retrospective. Typically a discussion about the next steps, along with final instructions to the teams, follows. This might include: Cleaning up the rooms used for planning. Capturing the team PI objectives and user stories in the Agile project management tool. Reviewing team and program calendars. Determining Daily Stand- up (DSU) meeting times and locations. Reviewing iteration planning meeting locations.
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