They Find Forever Homes for Kids
Confronting White Supremacy in the Workplace
They Develop a Creative Pipeline of and for the Community
Ballinger | Leafblad is proud to present the following information on behalf of our client, West Side Community Health Services, in its search for a Chief Executive Officer.
PRESENTING OUR CLIENT — WEST SIDE COMMUNITY HEALTH SERVICES
Founded in 1972, West Side Community Health Services provides comprehensive health care and social services to underserved people in the community surrounding the St. Paul metro area. As Minnesota’s largest Federally Qualified Health Center, West Side Community Health Services treats over 35,000 patients each year, regardless of their ability to pay. No other local organization serves as many sectors of the population as sensitively and effectively. By delivering services in a variety of native languages, and by emphasizing education and prevention, West Side Community Health Services empowers patients to take control of their own health.
West Side Community Health Services works out of 17 medical and dental sites throughout the metro area where multilingual and multicultural expertise is most needed. Sometimes that means working in urban neighborhoods or in local schools. Other times that means visiting public housing campuses and homeless shelters. But most often, it means working with patients at the seven main clinic sites, including the recently built 34,000 square foot clinic east of downtown St. Paul. This new facility houses a multitude of exam rooms, 20 state-of-the-art dental operators, an on-site pharmacy and an entire section dedicated to behavioral health.
Among its various locations, the organization offers a full set of patient-centered services including primary care, specialty care, preventive health, urgent care, complementary health, pharmacy, dental services, OB/GYN, and mental health care. Social and wrap-around services are also offered, for example child care, transportation services and assistance with health plan enrollment. Currently, West Side Community Health employs over 300 people, approximately 60% of whom are bilingual and bicultural.
With its dedication to providing access to affordable care, West Side Community Health Services supports underinsured and uninsured patients in a variety of ways. For example, the organization uses a fee structure based on a sliding scale while patients without health insurance receive support through West Side Cares’ Discount Program. Typically, the organization provides over $13 million in sliding fee discounts for medical, dental and pharmacy services.
A snapshot of the demographic composition of the families served by West Side Community Health Services reveals a population in need. Nearly all (98%) have incomes below 200% of poverty. Almost half are enrolled in Medicaid or other public health insurance and approximately 40% do not have health insurance at all. In addition, 86% of patients come from communities of color, most notably Asian, African American, American Indian and Latino with about half served in a language other than English.
Strengthening the well-being of our community through health care for all.
West Side Community Health Services envisions a community in which all people have access to exceptional, comprehensive health care and are living healthy lives. West Side Community Health Services is the leader in delivering affordable health care by being the provider of choice, driven by compassion and respect for all.
PRESENTING THE POSITION OF CHIEF EXECUTIVE OFFICER
Overview of Position
The Chief Executive Officer provides inspiring and effective leadership while administering, directing and coordinating all activities of West Side Community Health Services in fulfillment of its values, mission, strategy, and the achievement of its annual goals and objectives. The CEO models, promotes and ensures the organization’s’ mission, vision and core values are evident and present in the provision of all services provided by West Side Community Health Services.
The CEO leads and directs the organization’s activities through effective implementation of Board of Directors’ policies and organizational goals and objectives. The CEO ensures the delivery of high quality health care services that are responsive to the diverse needs of the communities served. Further, the CEO provides information and guidance to the Board to ensure their effective decision making and supports the Board in fulfilling its responsibilities as West Side Community Health Services’ governing body.
Board Administration and Support
Delivery of Health Care Services
Financial, Legal and Grant Compliance
Partnerships and Community Presence
Human Resource Management
Facilities and Information Technology Management
Diversity and Cultural Competence
The CEO reports to the Board of Directors and has independent decision making within areas of responsibility and organizational policy. The CEO consults with Board, senior leadership and external resources as necessary.
The CEO provides leadership and supervision to senior executives in the organization. Reporting directly to the CEO are the Chief Financial Officer, Chief Medical Officer, Chief Operating Officer, Dental Director, Executive Assistant, Grants Management Director, and Human Resources Director.
Education and Experience
Superior communication skills to successfully represent West Side Community Health Services in the community, with patients, families and the provider staff; at state and national level boards and organizations and in the media. Ability to read, analyze, and interpret business periodicals, professional journals, technical procedures, or governmental regulations. Ability to write reports, business correspondence and procedure manuals.
Able to amass all relevant information to complete a careful assessment of the financial status and strategies in the organization; able to build a strong business case to advocate for the betterment of West Side Community Health Services; is objective and capable of ‘de-emotionalizing’ analyses and corrections.
Other Characteristics, Skills and Abilities
The CEO has the ability to define problems, collect data, establish facts, and draw valid conclusions in a prompt and effective manner.
Certificates, Licenses, Registrations
Membership as a Fellow in American College of Healthcare Executives preferred.
BALLINGER|LEAFBLAD INVITES YOU TO CONTACT US FOR MORE INFORMATION:
Lars Leafblad, MBA
Marcia Ballinger, PhD
West Side Community Health Services is an Equal Opportunity and Affirmative Action Employer
At YNPN Twin Cities’ May Leadership Breakfast, Tracy Fischman was a ball of energy. She enthusiastically greeted the young professionals who had woken up at the crack of dawn to spend time with her. Tracy is the executive director of Prepare + Prosper, an organization that provides high quality tax preparation and related financial services to individuals and families of limited means.
In the conversation that followed, topics meandered from professional advice to a discussion about making friends as a transplant to the Twin Cities. Tracy spoke about her unique career path and did some listening, too, asking attendees to share their experiences with her.
Building a bridge to systems change work
Tracy recently had her car towed. It was an experience that illustrated for her “the many ways that our systems screw poor people.”
“It cost $138, to pay for my car, $37.50 for the parking ticket. They also add on $18 each day. So if you can’t pick up your car, if you can’t get to the impound lot the day your car is towed, it’s $18 every single day after that. I asked the person who shuttled me out to my car at the impound lot what happens when people can’t afford to get their cars. She said that after thirty days, they basically sell off the cars. So for me, this was the epitome of one of the most systemic injustices that exists. If you are poor, you most likely don’t have a parking place. You often are probably at risk of getting a ticket, or probably getting your car towed, and you absolutely cannot afford $138 plus $18 for every single day your car sits in that lot.
And that is, for me, the kind of storyline that drives me in my work. That’s what it’s about. I’ve had a lot of questions about my own career trajectory, how I’ve made choices about what to do in my career, and it really is about that. Even from very early on—even when I was a young kid—there’s been this sense of justice. There’s a Hebrew saying called Tikkun Olam. It means “to heal and repair the world.” Those have always been the values that have driven me in everything I do. Beyond that, I have really not been all that strategic in setting out my own career pathway. It has always been about what is ultimately going to drive me to make change in people’s lives, and ultimately, make systems change. So I’m already thinking about who at the City of Minneapolis I’m going to be reaching out to, to change this system. Because this is truly an economic barrier. This is just one of many ways that it is expensive to be poor. So we’re going to be working on that.
Ultimately, what I have always known is, while I’ve done direct service work—and it’s always been important to me to be grounded around individual level work, and how you can make an impact in doing service delivery to help people make change in their lives—I’ve always felt like there has to be a bridge to systems change work. And so much of my career has been focusing on policy—warding off really bad policy.”
Networking as a newcomer
Of you the young, nonprofit professionals in the room, many were originally from Minnesota, while others were recent (and not-so-recent) transplants. One attendee asked Tracy about navigating socially in the Twin Cities. Once the topic was broached, it became a lively chat between Tracy and several attendees. Tracy invited everyone in the room to make the commitment to get to know someone new, and to actually ask that person to coffee to continue the conversation.
“We’ve all heard that saying. For newcomers to the Twin Cities, “Minnesota Nice turns into Minnesota ice.” I think that’s real. I don’t think that’s just a stereotype or a cliche or something people use as an excuse for why they might be having trouble building community here. But I think of organizations like YNPN, I think of some of the nonprofit opportunities, and volunteer opportunities that exist. To some extent, it’s just really about putting yourself out there, and kind of forcing yourself to attend these kind of networking events to try to meet people. And then, you know, asking somebody that you meet here to meet for coffee. I encourage you all to at least meet one person you haven’t met before, and make a coffee date. To actually take it to that next level.
Finding and being your authentic self
Knowing her audience, Tracy shared some thoughts about what it’s like to be a young professional in 2017, and how that difference might make some people feel overwhelmed, under pressure, or out of step. The constant pressure to be authentic can sometimes feel counter-productive, especially as Millennials are expected to seamlessly merge their personal and professional lives.
“You guys are coming up in a culture that is very different from how it was when I started my career. There was no social media, there wasn’t even email. I spent some time looking at headlines of articles that popped up on LinkedIn, BoardSource, other web resources, and I realized how overwhelming it must be to really be newer in your career when these are the things that are being thrown at you:
There are lots of experts—so-called experts—who think they know what you need to do to be better in your job, to be better in your career search. There’s a lot of advice about being your authentic self and finding what your authentic self is. Well, truthfully, I think it is really important to be your authentic self, but only you can determine what it means to be in your skin and what it means for you to walk in your shoes. It feels overwhelming—there’s a lot of advice out there. It is a different age today.”
Moving from direct service delivery to systems change
Many young professionals in the room wanted to know how Tracy moves between direct service work and system-level work, and how to balance the two.
“I think some of it is knowing who is doing systems-level work in your area. So if you’re doing housing work, checking out the Coalition Against Homelessness, or Housing Now Coalition, and then figuring out, are there stories that I’m hearing? And actually if you’re working with a client or a program participant, to actually listen a lot. Is there a theme to their stories? Is there a policy barrier that is actually affecting these themes that you’re hearing? And then talking to people who are lobbyists or who are doing advocacy work. What is the law around this? What are the rules? What are the systemic barriers that are driving people to continue to have these barriers? There may be systems fixes, and there may be people who are working on those fixes. And there may be some power in you asking permission. Can I share your story with people who are trying to make systems change around this? But I think it’s about being networked, knowing who is doing some of that systems work, and then seeing if you can tap into some of that. We all have the duty to work at the systems level. We don’t have the luxury to just be doing direct service.”
Breakfast of Champions: Tracy Fischman Photo Gallery
We are excited to introduce a new leadership development opportunity for people who have the desire and potential to make positive changes where they live or work.
Change Networks are unique learning experiences for people who want to build the skills and connections that will help them become more effective leaders. They are cohort-style programs, so participants will also gain new allies who can support their work during the program and beyond.
The initial Change Network offerings are designed for people who want to improve their ability to lead change in a more equitable and inclusive manner.
You can apply to join a Change Network program in your state. All programs will run from Fall 2017 to Summer 2018. The application period for each cohort opens today, June 6, 2017.
Visit bfdn.org/CNP to learn more.
Minnesota Tonight, the news-comedy show that keeps you up to date on your state, is now accepting submissions for our staff of writers, talent and technical team! Since 2015 Minnesota Tonight has created politically relevant comedy in the spirit of “The Daily Show”, entirely focused on the news and issues that hit closest to home.
We are now looking to add to our team for our current season and future seasons filmed live at Brave New Workshop. We seek to create a diverse, inclusive and equitable organization – we highly encourage people of color, women, LGBTQ folks and/or those from other marginalized communities to apply!
Show Details & Time Commitment:
Shows every fourth Wednesday at Brave New Workshop’s ETC theatre
Weekly meetings Saturdays from 1:30-3:30 + additional meetings/video shoots as needed
This is a collaboratively created and produced show of 25+ staff members constantly producing top-level comedy. If you are looking to have your voice heard and talent seen on screen, this is the show for you.
If you have any questions, including any requests for additional information regarding time commitments or pay, please contact us at [email protected]
Pollen helps people break down barriers to build better connected communities. Founded in a belief that connecting is about more than exchanging business cards, we share the stories behind individuals, turn opportunities into realities, and champion getting off the couch to learn about the world.
Becoming a Pollenite is as simple as signing up for our newsletter. By doing so, you’ll be among the first to get the latest issue of Pollen, full of content that tells the stories behind incredible individuals, special opportunities from our community, and access to Pollen events.
Leaders aren’t always bosses. Bosses aren’t always leaders. And hierarchy has its flaws. On June 7, 2017, Pollenites came together to hear from leaders who are navigating a new way of doing business and have emerged from collaborative work environments relatively unscathed.
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Last Updated: June 1, 2015
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