Speaker 1: Hello, we are Team 7 and we want to talk to you about a leadership development program we've developed for healthcare professionals. My name is Jonathan Chavez. My background is in radiology clinical operations as well as healthcare management.

Speaker 2: My name is Caleb Lewis and I'm in sales. My name is Jeremy Blanchard. I'm a physician and currently clinical chief resident at the University of Maryland Medical Center.

Speaker 3: My name is Rebecca Comford and I have a background in analysis and management at the Department of Defense.

Speaker 4: My name is Arnav Malai. I am a software engineer in Johns Hopkins ABR.

Speaker 1: So while we have your time and attention here, we'd like to tell you about this development program we've instituted. What the mission is, is for engaging current medical professionals to bridge their career paths from clinical to medical executives. A leadership program will give them the necessary skills to further excel into hospital administration by focusing on aspects of leadership as well as their strengths and weaknesses.

Speaker 5: I'm going to focus on the program objectives. What we're going to look at is we're going to improve leadership. We're going to elevate leadership. Leadership elevation is our primary objective. We want to build better leaders regardless of their experience within your organization and we want to incorporate multiple methods of learning leadership concepts. Next, we're going to focus on organizational behavior. This is a multi-platform, multiple industry kind of deal where we then take the knowledge learned from that and we taper it down to our third objective, which is the hospital administration. That's an industry-specific approach for operational improvement. Finally, we're going to incorporate a sustainable training program. What that does is that sets up your hospital to be able to provide structured, ongoing leadership training to maintain successful change. Our target audience are going to be healthcare professionals who want to cross into patient care administration. As a result, many healthcare professionals are looking for ways to acquire new skills in leadership and management in order to develop new business leaders within the actual hospital. What this means is that there is a need for our program.

Speaker 2: Now I'm going to tell you why we need this program. As a practicing physician, in four years of college, four years of medical school, and four years of residency, I never had any formal business training. That was until I came here to Cary Business School. We are not the first group to determine this dire need. When Dr. Robert Pearl, now a plastic surgeon at Stanford, when he was the chief executive officer of the Permanente Group in the Mid-Atlantic region, he and his colleagues published these needs in the New England Journal of Medicine. Many healthcare providers spend their careers focused on the practice of medicine before being promoted to leadership and management positions. While their experience adequately prepares them to consider the individual treatment and the best care for their patients, it fails to prepare them to address the needs of a healthcare organization. It is imperative that healthcare leaders not only understand patient care, but understand business fundamentals in order to elevate their healthcare organization. Not only does our program teach these fundamental business tenets, it provides practical application experience in order to best extol the virtues of this business training. At the heart of our training program, we will train the next generation of healthcare leaders how to leverage the vast amount of information traditionally taught in business school into the most salient and applicable skills necessary to lead their organizations.

Speaker 3: The timeframe for our program is twice weekly meetings over the course of eight weeks. In between meetings, participants will have between one and two hours of homework, focusing on their personal reflection and application of the themes of the meetings during those weeks. The homework will not be busy work, but will tie the lessons from the meetings into real life applications. And, after our program completes, it will tie into the training and mentoring, a critical part of the sustainability of our program. In week one, participants will have completed a 360 assessment and will focus on their leadership and personality styles in the workforce. Week two will focus on their personal strengths and weaknesses, and then figure out how, with those skills, they can lead through change. In week three, organizational behavior will be the focus, and then really taking that and learning how to influence at all levels. In week four, we will talk about maintaining workforce engagement, and the guest speaker will focus on those leadership styles and how to apply them. In week five, and in month two, we go into that industry-specific and the administrative skills that are needed for success. Week five focuses on the budget basics, manpower, and resource management. Week six and seven focus on hospital administration. Week six particularly focuses on people and the politics, and week seven focuses on the core medical competencies necessary for hospital administration. And, finally, in week eight, we have a final keynote speaker who focuses on healthcare challenges, and then we introduce the sustainable training portion of our program.

Speaker 4: Our program costs a little over $17,000. So, if I can break it down, the cost for the panel, it's training and labor costs around $3,200. We were planning kind of two classes per week, eight classes, total of 16 weeks, which costs $100 per trainer, comes around $3,200. And, also, the hotel cost of another $3,600. The good thing about this price is this includes the guest speaker cost of $3,000. Another miscellaneous expenses of $7,000 plus. So, by any industry standard, this is a phenomenal cost for the leadership development program. Our program can accommodate around 30 to 50 trainees, and our cost is basically based on the tested approach baseline from Dr. Marcia Weaver from HASTE. The outcome and deliverable of the program is the trainees who went through our program are ready to leave, hit the ground and running right after they complete our program. So, basically, they can become a mentor and coaches once they went through this program. And, also, eventually, this will improve their self-awareness of what they do and what they cannot, and that will end up increasing the workplace productivity.

Speaker 1: So, we hope we have successfully explained this. Not all leaders need to be healthcare professionals, but all healthcare professionals and leadership positions need this business training. Our program will help develop the healthcare professionals in your institution to be ready to take on these challenges associated with business aspects of hospital administration and leadership. This program will distinguish your institution among the top echelons of care and help propel your facility to achieve the goal as one of the best in the country. Thank you for your time.