The document provides an agenda for a learning collaborative session on developing postgraduate training programs. It includes: - Welcome and introductions from the hosting organization - An overview of the session and program details from the project directors - A discussion of program drivers and goals from senior managers - A review of the program's mission and vision from another manager - An upcoming resource assessment exercise The summary highlights the key topics on the agenda including introductions, program details, goals, and an upcoming assessment. It does not include direct quotes but rather summarizes the essential information.

1. We will begin shortly…
Welcome
1

2. Using Zoom
 Turn your webcam on!
 Please remember to
mute yourself during the
presentations.
 If you have a question,
you may un-mute
yourself and ask after
each presentation, OR
use the Q&A button

3. Session 1 Agenda
November 15, 2017
3:00-4:30PM (EST)
• Welcome- Margaret Flinter, Senior Vice President and Clinical Director of CHC, Inc.
• Team Introductions- Organization, location, how many sites, team members
• Overview of the Learning Collaborative- Anna Rogers, Project Director
• Program Drivers- Kerry Bamrick, Senior Program Manager
• Program Mission and Vision- Charise Corsino, Program Manager
• Resource Assessment
• Questions/Wrap Up

4. 4
Community Health Center, Inc.
Foundational Pillars
1. Clinical Excellence- fully Integrated teams, fully
integrated EMR, PCMH Level 3
2. Research & Development- CHC’s Weitzman Institute is
the home of formal research, quality improvement, and R&D
3. Training the Next Generation: Postgraduate training
programs for nurse practitioners and postdoctoral clinical
psychologists as well as training for all health professions
students
CHC Profile:
•Founding Year - 1972
•203 delivery sites
•145k patients

5. Organizational Overview

6. Team Leader and Mentor Roles
Role of the Team Leader Role of the Mentor
• Teach team how to prepare and facilitate
effective meetings.
• Provide coaching support between and during
weekly team meetings.
• Participate in bi-weekly conference calls with
mentor to discuss progress and stuck points.
• Help team follow timelines and complete
assignments and progress reporting.
• Share team’s progress with the mentor and
other teams during collaborative sessions.
• Meet with team leader bi-weekly to
discuss progress.
• Work directly with coach to identify
successes and work through challenges
and stuck points.
• Help coach run an effective meeting for
their team and develop other coaching
skills.
• Be available for individual sessions with
coach for specific team and program
development.

7. CHCI Mentors
Kerry Bamrick
Senior Program Manager
Post-Graduate Residency Programs
Kerry@chc1.com
Anna Rogers
Project Director
National Cooperative Agreement
RogersA@chc1.comCharise Corsino
Program Manager
Postgraduate Training Programs
charise@chc1.com

8. Team Leaders
Name of FQHC Team Lead
Public Health Management Corporation Andrea Vettori, Faith Dyson-Washinton
Southeast Lancaster Health Services Kirsten Johnson
Nationwide Children’s Hospital Nancy Noyes
Charles River Community Health Caitlin Erickson
Callen-Lorde Finn Brigham
County of Santa Cruz Raquel Ruiz
Clinicas de Salud del Pueblo, Inc Dr. Afshan Baig
Salud Para La Gente Cayley Lanctot
Holyoke Health Center Jeanne Allen
Clinica Sierra Vista Kristofer Green
Mountain Area Health Education Center (MAHEC) Leslie McDowell
Henry J. Austin Health Center Tessaneka Hill

9. Team Introductions- Organization,
location, how many sites, team members

10. Program Drivers
Your organization should ask – Why do we want to start a
post-graduate residency training program?
Our drivers for starting postgraduate training programs
Nurse Practitioner Residency Training Program
What are
your
Drivers?
Training
Recruitment
Clinical
workforce
Retention

11. CHC’s Drivers for Developing the Model of Postgraduate
NP Residency Training
•Increase the nation’s ability for every person to have an expert primary care
provider, but particularly in underserved communities and special populations.
•Provide new NPs committed to practice careers as PCPs with an intensive training
experience focused on training to clinical complexity and high performance.
•Provide a highly structured transition from university to practice that supports the
development of confidence, competence, and mastery in the FQHC setting.
•Attract new NPs to safety net settings in communities rural and urban, large and
small, and prevent attrition through intensive support in first year.
•Utilize the postgraduate training year to develop expertise in high volume/high
burden condition such: chronic pain, HIV, Hepatitis C, addiction.
•Introduce new PCPs to innovations like Project ECHO®, eConsults, team-based care,
data driven QI.
•Create a nationally replicable, sustainable model of FQHC-based postgraduate
training for new NPs.

12. Polling Question
Has your organization established your drivers for
starting a program – Yes or No?
What is your primary reason for starting a post-
graduate training program?
Recruitment and Retention
Committed to Training
Staff Development
Staff Satisfaction
Patient Access

13. Mission and Vision
Define your program’s mission and vision
But Why?
• Focuses your program’s future
• Provides your team with a common foundation and focus
• Supports in making strategic decisions
• Provides a consistent external message to key stakeholders

14. Mission Statement
Mission – your program’s mission statement should define
the core purpose of your program. The statement will
provide a clear and concise focus of the program which
will remain over time even components or activities
change.
Tip –
Be clear and concise, while also communicating
the essential components

15. CHCI’s Mission Statement
Mission
CHC’s Nurse Practitioner Residency Training
Program provides new Nurse Practitioners with
the depth, breadth, and intensity of training to
clinical complexity and high performance
primary care in the service delivery setting of a
community health center that leads to
competence, confidence and mastery as a
primary care provider and improved health
outcomes for the patients they care for and the
health system as a whole.

16. Vision Statement
Vision – your program’s vision statement should define
your program’s aspiration goals and preferred future. It is
a forward thinking statement about the desired change
your program will have.
Tip -
Think about the larger goals you are trying
to achieve in starting a program and
what it will accomplish looking forward 5
years

17. CHCI’s Vision Statement
Vision
CHC’s Nurse Practitioner Residency
Training Program aims to train the next
generation of an expert primary care
workforce and to develop future Nurse
Practitioner leaders in Community Health
Centers and other safety net settings that will
contribute to providing and improving the
access to and quality of health care to our
nation’s most vulnerable populations.

18. Communicating Your Mission and Vision
• Mission and Vision Statements
should be reflected in your core
program documents
• Your team should refer back to
your mission and vision often
especially for your internal
decision making
• Be sure to prominently feature your
mission and vision in external
communication for the benefit of
applicants, stakeholders and
interested parties

19. Strategies for Developing
Mission and Vision Statements with your Team
• Each team member can draft their own idea of
the mission and vision statement for the
program
• Share them with the group
• Discuss which parts you like best from team
member’s statements or pull out key words
that resonate with your team
• Develop a new statement based on what your
team members came up with
• Or maybe one of your team members knocked
it out of the park and you call agree on that!

20. QUESTIONS?

21. Resource Assessment

22. Assignments
• List out your key program drivers (Due Nov 29)
• Draft your Mission and Vision statement (Due Nov 29)
• Complete the Resource Assessment (Due Dec. 8th)
Upload all of your
assignments into
your folder on the
course site!