Posts Tagged ‘ medical prc

January 1973-When ‘he’ became an ‘it’

“He who controls himself cannot be controlled by another.” Saying this to a man in the Philadelphia airport the other day sparked a startling response. Immediately the man reached out and took the hands of a young woman walking by, looked her in the eyes and said, “He who controls himself cannot be controlled by another. Remember that.” Stunned as if she had just been awoken from a deep sleep she said, “I will,” and walked on. This statement emerged from a lively conversation about Plato’s position that all democracy tends toward tyranny primarily because freedom to pursue any pleasure without constraint results in addiction to the wanton pleasures of whatever money can buy. This in turn creates increasing social chaos to which government must respond with stricter and broader legislative control, thus resulting in a tyranny. A tyranny is a select few who control the beliefs and actions of the many.

The greatest human rights violations have occurred in societies operating under a tyrannical regime. It is there that certain types of human beings are identified as the ‘problem’ standing in the way to a better life. Then that category or class of problematic human is redefined as less than human for the purposes of extermination or liquidation “for the greater good.” This injustice has happened throughout history against people like the counter-revolutionary in China, the bourgeois in France, the infidel for the Muslim state, the Jew for the Third Reich, and the pre-born baby for the United States. In fact, abortion, far from freedom and choice, represents the deliberate act of one generation to oppress the next. The great mass of men would never embrace such brutality. They slide into it, passive, unthinking, and asleep with eyes wide open as the woman at the airport.

It seems like America is in the throes of a silent revolution toward tyranny because of its addiction to the opiate of consumerism. I am not certain when it began, but it has permeated all layers of society. It has redefined marriage and now family, from how many children we have to our beliefs about what a human is. It reverses our position as persons, from being more valuable than the State to being subservient to it. It informs educational philosophy, moving away from the Judeo-Christian understanding that the “fear of God is the beginning of wisdom”, to the secular humanistic view that mankind is no more than a smart animal, to the exclusion of all transcendent ideals or categorical imperatives. It eliminates ethics in medicine from the primacy of the doctor-patient relationship to the primacy of the doctor-government relationship, treating people as nothing more than complex organic matter. It even determines how we engage church from one of a community radically dedicated to obeying God and serving each other, to a place of entertainment and glorified self-helpism.

This reductionistic view of man whereby we instruct our children to “believe” that they are nothing more than a product of nature, able to accomplish nothing more than simple obedience to his or her instincts, is driven by utilitarianism. Utilitarianism is a secular ethic which defines the value of any given human by how much pleasure they can experience and how much pain they can avoid. It is reasoned that since life has no transcendent meaning and we are just a collection of biochemical reactions, then values become whatever “you” want, truth becomes whatever “you” believe, God is defined by personal passion, democracy becomes tyranny, the enemy is one who makes you feel uncomfortable, and blood is shed.

39 years ago this month in the terrible Supreme Court case, Roe vs. Wade, it was determined by a margin of 7 to 2 that babies in the womb were no longer human beings and that women had a constitutionally protected right to abortion. No court would ever dare exercise such blatant abuse of power had they not believed that mankind itself represents nothing more than as the late Henry Hyde said, “a tool making animal, a unit of production and consumption and not possessed of an immortal soul and eternal destiny.”

What kind of politicians do we want representing us? What kind of educators do we want teaching our children? What kind of physicians do we want treating our family members? Ones that sincerely believe that in your face the image of God is reflected and therefore must be respected, or ones that believe that you and your family represent nothing more than an ape? Which physician is more likely to respect your dignity? Which teacher will be more likely to inspire your children to greatness? Which politician will be more likely to fend off the wolfish attacks of secular humanism parried against our future generation? Thanks to all the ethical physicians and pregnancy resource centers who treat all women facing unplanned pregnancy as valuable persons and educate them to protect the vulnerable child they carry within them.

 

Call for Standards and Accountability

CompassCare has been beating the drum of standards and accountability since 2005 when we copyrighted the first Linear Service Model for medical pregnancy centers ever. After seeing 2039 women at risk for abortion having their babies in 2010 in just 10 PRCs we have seen the value. Value not just in terms of being more effective with the mission of reaching women and helping them have their babies but value in terms of leadership confidence. We as executives know that we have the moral high ground and can be as bold as we need to be in order to safeguard the organizations we run. Whether we’re talking to a Senator about regulatory legislation, communicating to donors, responding to the media, or exposing abortionists for their immoral and fraudulent practices a linear service model frees us to lead with confidence. Since 2005 there have been many instances on both sides of the service coin (abortionists and pregnancy centers alike) where objective standards and documented evidence of accountability would have served the cause of women and children well. As this is being written there is legislation being considered in Washington State and New York that would regulate pregnancy centers. One of the key arguments from the abortion lobby is that Pregnancy Centers adhear to no set standard and therefore need to be governed. We all know that abortionists if regulated are not held accountable to those regulations as seen in the recent horror in PA and the Planned Parenthood clinic in NJ. See my comments on the latest revelations of abortionists on with Twitter (see right hand column below) and Facebook too.

As pregnancy centers we are uniquely suited to set the standard for women’s reproductive health in America. But we must first implement those standards in our own centers first. The Apostle Paul wrote in 1 Corinthians 11:30-32; “For this reason many among you are weak and sick, and a number sleep. But if we judged ourselves rightly, we would not be judged. But when we are judged, we are disciplined by the Lord so that we will not be condemned along with the world.” My concern is that many pregnancy centers are ‘weak and sick’ because of a lack of appropriate judgment (self-discipline) that only comes with delivering professional services (medical or counseling) in line with accepted industry standards. Government regulatory legislation is a judgment that will ultimately condemn the pro-life pregnancy care movement to the religion of secular humanism.

New Linear Service Model: Practical Insights Blog

CompassCare is excited to announce another new and free resource for medical pregnancy center executives. Announcing the “Linear Service Model: Practical Insights” blog dedicated to communicating the actual results, experiences, and lessons learned from pregnancy centers that are currently using a linear service model (LSM) to reach and serve women seriously considering abortion more effectively.

Valuable nuggets of a LSM: Where theory becomes reality

Check it out at www.prcoptimizationtool.com/prc-ot-blog/

Improving Mission Effectivness for 2011

As executives we face a myriad of daily challenges. Everything from dealing with individual client issues, staffing challenges, donor communications, media inquiries, to running board and committee meetings, etc clamor for our time. If we are not careful we will miss doing what only you and I as executives can do for the organization; maintaining focus on the mission. As management guru Peter Drucker says, “Every non-profit institution exists for the sake of performance in changing people and society. But how often do we make decisions about what we do from day to day based on the medical clinic or pregnancy center’s performance?

Drucker goes on to say, “The most important task of an organization’s leader is to anticipate crisis.” He says this for several reasons. First, a crisis is always looming on the horizon. To think otherwise is unwise. We may not be able to avoid it but at least we can anticipate it. Anticipation allows for better preparation. Our organizations can never be fully prepared which is why leadership amidst the crisis is so critical. Second anticipating a crisis forces innovation or what is often called continuous improvement. We begin to ask ourselves, “How can we keep accomplishing our mission in a down economy?” or “How can we continue to provide the same services under greater governmental restriction?” It forces us to work ‘on’ the ministry rather than working ‘in’ it. It forces us to empower others to do the tasks that others can do so that we can focus on what no one else can do for the organization. Third, anticipation provides the necessary courage for us to make the hard choices of trimming the services that are not getting the results we need to get for the mission while at the same time providing clarity to communicate rationale to the organization’s constituents why certain decisions have to be made.

Of course, to effectively anticipate a crisis so as to avoid it or weather it one must be the steward of a mission that is laser focused. Without a laser focused mission it becomes virtually impossible to anticipate crisis. One might even be tempted to say, “Only God knows the future!” and go on doing the 501 piranha school of tasks nibbling for your time. This is the path toward organizational mission drift and in the end will result in a museum of service rather than a mechanism for service. But a very focused mission such as to reach and serve women at risk for abortion and help them have their babies raises the executives vision high enough to see the challenges over the horizon.

Mission Focus Gets Results

So, to improve Pregnancy Center mission effectiveness in 2011 one must begin by reviewing the organization’s mission statement for clarity and focus. Then review all the activities of the organization to see if they immediately apply or are if they are helpful but non-essential to the mission. Finally, begin to think through a plan to improve either first by focusing the mission or asking questions of the organization to understand if it can get better at reaching more abortion-minded women and serving them in a way that more effectively helps them have their babies.

Remember executives are obsessed with results. If the organization is not getting the results it should something must change and that’s why you are there.

For more information go to prcoptimizationtool.com.

Standardization, Accountability, Measurability, Continuous Improvement

CompassCare has been committed to serving the Pregnancy Center movement since 2006 by identifying standards, structuring client/patient care plans around those standards, providing real tools to maintain accountability of roles for those serving the women as well as creating and maintaining key measures that help each center know how well they are performing. This empowers the executive to make the targeted changes they need to make with their marketing or services that will keep them on the cutting of reaching and effectively serving that woman who says, “I need to have an abortion.” CompassCare is the only organization in the nation with a proven track record of helping pregnancy centers accomplish their mission in a way they have dreamed of doing for years (See CompassCare Case Histories). In fact, you can even watch interviews of executives that have experienced the difference by clicking here. But the real difference is in hearing about the experiences of the abortion-minded women we are all trying to reach.

CompassCare Is the National Pioneer in PRC Standardization, Accountability, Measurability, and Continuous Improvement

As a pioneer CompassCare led the charge to develop the first repeatable medical model in challenging New York State while most PRCs were under investigation by the then Attorney General, Eliot Spitzer. Out of that travail CompassCare birthed the first repeatable Linear Service Model of a medical PRC. CompassCare was the first to apply the terminology Global Services Model (GSM) and Linear Service Model (LSM) in an effort to teach executives at NIFLA about the distinct differences between the two paradigms. To read a history of the Linear Service Model in the PRC movement click here.

In fact, CompassCare has been fortunate enough to grow in such an adverse climate that we are often in a position to identify early what the abortion industry’s strategies will be and help pregnancy centers prepare for them. Many of the new allegations being leveled against pregnancy centers and how to avoid them were first taught by the CompassCare team. Listen to a list of free podcasts published in 2008 teaching PRC executives about the threats we as a movement are now facing and how to safeguard our organizations against them through standardization and accountability.

CompassCare is committed to helping pregnancy centers and executives in tangible ways to increase their effectiveness on the mission. We understand executives need answers from other executives who walk in their shoes day in and day out running pregnancy centers. For more information about the first and only comprehensive Linear Service Model (LSM), CompassCare’s Optimization Training program, click here. If you would like to contact a coach click here.

A Linear Service Model=Continuous Improvement Part 1

So now that you know what a Linear Service Model is, what’s next? What makes a Linear Service Model so much better than a Global Service Model? Its simple: The ability to foster a community culture of continuous improvement within our Pregnancy Centers. The ability to understand what is not working and the ability to fix it.

As the pioneer in creating and implementing the only repeatable and measurable LSM for a PRC in the world you’ve come to the right place. At CompassCare we understand that no pregnancy center is perfect. We also understand that we executives serve because of our passion for the mission. It is our mission that drives us to excel. We know that there is not a sane woman alive who actually wants to have an abortion. She comes to our organization saying things like, “I’m stuck, trapped . . . I’ve got no other choice. I need to have an abortion.” Our mission is to erase the need for abortion in the mind of every woman.

As executives we are responsible to answer to our boards and ultimately to our communities that have invested so many resources in our organizations. We are responsible to give an answer as to how those valuable human and financial resources have been used to bridge the gap between a community with abortion and a community without. We need to give an answer as to how we delivered on the mission to reach and serve women seriously considering abortion helping them to have their babies.

Metrics Are a Bridge to an Abortion Free Future

And how do we as executives communicate the results our organizations are getting? And perhaps more importantly, how do we get better at what we are doing? This is what the business world calls the ‘Return On Investment’ or ROI. Talking to other pregnancy center executives is good. Attending Pregnancy Center related conferences can be good. But those activities don’t tell you how your organization is performing nor can they pinpoint exactly what your organization should do to get better.

The only thing that can help your organization make the right changes in right way is measuring the right things. Remember the old adage, “What gets measured gets fixed?” The question for us becomes, “What should we measure?” To see a CompassCare Master Metrics report designed to help OT executives get a good picture of how their organization is performing on the mission click on the following link: OT Network YTD Master 11.1.10

If your organization is determined to help reverse the abortion trend in your community then two of the most important categories to measure are; 1) Reaching the right women and 2) Serving them in the right way. Understanding and learning to use metrics will empower you as an executive to lead your pregnancy center into greater effectiveness than you ever imagined possible. In fact, one of CompassCare’s OT executives recently said to a group of executives in training, “If I didn’t have these metrics anymore, I’d close our doors.  It’s how I know that what we’re doing is working!”

Metrics: The Key to Success

For more information about CompassCare’s comprehensive advanced Linear Service Model (LSM) training click here.

Update:  See Linear Service Model = Continuous Improvement, Part 2

Connecting Critical Leadership Resources to Executives

Welcome! You and I are passionate about reversing the national abortion trend. I believe a critical component to accomplishing that goal is an effective pregnancy resource center movement. To have an effective movement where women considering abortion choose to come to our centers FIRST rather than the abortion provider means that we need to have effective individual pregnancy centers. And the more the executive is effective at running the pregnancy center the more effective the pregnancy center will be at accomplishing its primary mission; to reach and serve women seriously considering abortion.

Free Valuable Resources

You can also find additional valuable resources and learn more about what makes CompassCare’s linear service model  (LSM) training so effective as well as read case studies and hear testimonies from other Executives at the CompassCare training website.

More Abortion-minded Women: Making Your Dream a Reality

An issue came up in a Pregnancy Center Leadership discussion group recently that we as executives think about all the time: “How can we reach more pregnant women truly at risk for abortion?” and its sister question, “How can we serve those women in a way that more consistently helps them have their babies?” The particular conversation centered around an executive of a Pregnancy Center in a Midwestern college town feeling like they are not reaching enough abortion-minded women compared to the number of abortions taking place there.

“What exactly leads you to conclude that you actually have a problem?” I asked. “You have made some logical assumptions but your logic is hidden to the rest of us. I am sure you have already figured this out but it would be helpful for the rest of us to get a really good handle on how you arrived at your concern and more importantly what to do about it. Would you be willing to be a little case study for us by answering the following questions for us to chew on? I believe the old adage is true: What gets measured gets fixed. Perhaps we can analyze this as a group of PRC executives in an effort to not only help you but help each other.

1. How many abortions occur in your area annually? 1000

2. How many abortion providers are in your county? 3

3. What is the primary ethnic, age and educational demographic of those women getting abortions? 18-24 Caucasian with 13 years of completed education (sophomore in college)

4. How many appointments did your organization schedule in 2009? 250

5. How many pregnancy tests were performed in 2009? 125

6. How many of those pregnancy tests were positive? 75

7. How many of those positive test patients did you consider to be ‘at risk for an abortion?’ 60

8. How many pregnant, at risk clients can you serve this year? Maybe 460

9. How many of the pregnant at risk patients received an ultrasound their fist visit? 45

10. How many of those said that they were going to continue the pregnancy at the end of their initial appointment? 38

The dream of this executive is to reach 460 pregnant women seriously considering abortion this year. Her initial impression was that all she needed to do was increase her advertising budget. Based on the information she provided if she wanted to reach all 460 women seriously considering abortion in her area using the organization’s current client trends and percentages she would need to filter through 12,000 client appoints per year!

We have found this scenario to represent the typical pregnancy center. What about your pregnancy center? This executive thought that the answer to her low client volume was more advertising. But there is a deeper issue at play. More advertising will only result in more of the same. The approach the center is taking in order to serve the right women in the right way needs  to be streamlined so they can accomplish their goal. (See Case Study of Omaha, NE Pregnancy Center) Otherwise they will be spending precious resources on women who are either not pregnant or not really at risk for abortion. The solution to this service problem lies at the philosophy of ministry that has been adopted. This pregnancy center while using an ultrasound machine is still in the old paradigm of pregnancy center ministry CompassCare coined the Global Service Model or Client-centered approach. In order for them to reach their goal of serving 460 pregnant at risk women they will need to adopt a new paradigm of ministry CompassCare coined the Linear Service Model (LSM).

For information about how to create a linear service model (LSM) to reach and effectively serve abortion-minded women go to prcoptimizationtool.com.

New York Abortion Deregulation Bill

The New York Senate (S5808) and then Assembly (A11484) will be considering the Reproductive Health Act known as RHA.

Dangerous Abortion Bill

For a distilled interpretation click here. The pro-abortion agenda generally attempts to do one of two things; deregulate abortion or regulate the pregnancy center industry. The RHA attempts to do the former and it is unparalleled in its heinousness. A brazen deregulation eliminating conscience clauses forcing hospitals to provide them, making it legal for medical professionals who are NOT physicians to provide abortions, potentially legalizing all forms of abortion at any stage of pregnancy, making abortion a fundamental right, removing unborn children from the definition of homicide, permit females of any age access to any contraception including the dangerous RU 486. Basically, the bill attempts to scour through all New York legislation with a legal scalpel and surgically remove all abortion regulatory language thereby making New York the nation’s most deregulated abortion state, making it an abortion hub.

All human life is valuable (Societal Costs of Abortion). All attempts to destroy it at any phase of existence is evil. The role of government is to reward those that do good and punish those who do evil. The RHA does the exact opposite and in fact gives hearty approval not only of the act of abortion but of those who perform them. If the pregnancy center industry does not regulate itself it will be regulated by the abortion industry. The movement is vulnerable. This abortion bill is highly unethical. More reason to adopt a linear service model.

prcoptimizationtool.com

A Pregnancy Center Executive’s Journey to an LSM: Wisdom Applied

If you are following the story of the Pregnancy Center Executive’s journey to a Linear Service Model (LSM) the first step

In Pursuit of Wisdom

is to acquire wisdom. This post deals with the Executive application for being more intentional around the personal pursuit of wisdom. As executives we are constantly forced to make decisions. Those decisions are almost never binary. Meaning we don’t have the luxury of making choices that are black and white, right or wrong. Our choices are usually determining which of four or five good options is best. This is why we need wisdom, to discern what is best. Will we make mistakes? Yes. Is there grace in those mistakes? I believe for those who are pursuing wisdom with all diligence that there is an ocean of grace. So below are some practical steps to begin building into your personal executive experience to be more intentional around the virtue of wisdom.

1.  Get wisdom (Proverbs 4:7) because the understanding needed for yesterday will not be enough for tomorrow.

__Identify at least two professional experts (i.e. Current executive of a medical service that consistently reaches and serves women at risk for abortion, a marketing professional, a strategic planning consultant, etc)

__Compile questions you can ask them that would help shed some light on issues that you are facing as an organization.

__Call those two people and ask them those questions.

__Create a reading list for executive leadership (See suggested reading list at prcoptimizationtool.com)

2. The staff of the organization are key to accomplishing the mission:  Affirm and support them.

__Provide them with the resources they need to get the job done

__Determine two ways to reward your staff within reason in the next month

__Give them clear direction

__Determine the primary goal to be accomplished by the organization this year (e.g. It should be the biggest obstacle to accomplishing the mission of reaching and serving more women at risk for abortion.).

__Initiate weekly one hour staff meetings (Click on the follow for a sample Strategic Leadership Tool used in CompassCare’s LSM call the Optimization Tool: Weekly Core Staff Meeting Agenda)

__Communicate that goal to the staff and begin to brainstorm on ways to overcome the obstacles to accomplishing that goal.

__Begin to have weekly one on one meetings with your key staff (e.g. Client Services Director, Development Director, Nurse Manager) in order to begin to set clear expectations for them with respect to the organization’s overall mission and annual goal.

__Begin to communicate the goal and plan of the organization to accomplish its annual goal to donors through every means available.