NEW CHEF logo 2012   
Chicago Health Executives Forum Newsletter
Third Quarter, 2014
In This Issue
Letter from your President
Message from our Regent
Is Your Hospital Excellent?
NEW CHEF Members

CHEF President's Corner


Raymond J. Swisher, FACHE
Branch Manager, Medicare Advantage
Centers for Medicare and Medicaid Services RO V 

The Chicago Health Executives Forum embraces diversity within the healthcare management field and recognizes that priority as both an ethical and business imperative.  It gives me great pride that just last month I signed, and the Board endorsed, a Collaboration Agreement with the National Forum for Latino Healthcare Executives (NFLHE).  I am optimistic that this agreement will broaden our own leadership base while helping meet the challenges for the nation's future and improve healthcare for our families.  I think the importance of our Collaboration Agreement was underscored by its endorsement by Deborah Bowen, President and CEO of ACHE.  We look forward to working with NFLHE, NAHSE, AHCLA, and other local ACHE Chapters from across the Midwest in the months to come to offer the new and exciting programs you have come to expect.

Eight Ways to Get the Most Out of An Executive Search Firm

Julie Melvin, Partner,

The numbers speak for

themselves - hospital CEO

turnover increased in 2013,

tracking at 20 percent. This

is the highest rate reported

since ACHE began analyzing

 these numbers in 1981.

According to ACHE, "The increase in the turnover rate may be indicative of a

combination of factors, including an increased number of baby boomers seeking retirement, the emerging trend toward consolidation in our industry and the complexity and amount of change going on in healthcare today." (Source). And high turnover isn't only limited to the top of the organizational ladder; it's pervasive at all levels of the healthcare provider administration.


For those employers turning

to search firms to fill these

roles, the choices are both

wide and varied, ranging from

single shingle industry or

functional specialists to large

global search firms.  The variety of fee arrangements is also great, ranging from the traditional (charging a percentage of the employee's

first year salary) to the less

conventional (flat-fee project

fees, for example). When

selecting a firm focus on  integrity, track record of

success, ability to discuss

and "consult" on your project,

and obtain an understanding

of who will conduct your

search to ensure accountability.

Retain the consultant under

contract and be prepared to

treat him/her as a partner.

Please note, don't select

just on price - it's too important

a project to only be driven by cost.


Click here for full article.

A Message from your ACHE Regent


Anita J. Halvorsen, FACHE
Regional Strategy and Growth Officer
Presence Health/Presence Mercy Medical Center 

ACHE Members of the 

Metropolitan Chicago area,


Sometimes when a person has a goal, they need a road map of how to achieve it.  That might involve needing a kick start.  One way to begin is to raise your hand.  Become involved.


Let me offer a few suggestions - Participate in the ACHE Leader-to-Leader Program, complete an activity for ACHE or the local chapter - CHEF, or take a colleague to coffee to hear their career story. 


Recruit a member to participate in ACHE or Chapter activities with you - It's always more fun to participate in networking and learning events when you have someone you know at your side (or at least across the room).  When you are listed as the referral name on a new member application, you receive one point for your recruitment.  Remember that when an individual applies for ACHE membership in September, ACHE dues are only $150 for the remainder of 2014 AND ALL of 2015!


Advance a leader - Same as being listed as a referral for a new member, if you serve as a reference on a Fellow application, you will earn one point when the person meets all of their FACHE requirements.

Once you earn a point for referring a new member or on a Fellow application, you will be notified and provided instructions on how to redeem your earned points for professional reward items.  I have several ACHE pens, umbrellas and portfolios from these points over the year that I am proud to use. 


Click here for the full article.

Your Leadership Style

Understanding the way you lead is critical to success, and knowing that effective leadership for one team or field might not translate to another team or field is equally important. The complexity of the marketplace has prompted the importance of knowing your leadership style and discerning the style that a team will easily respond to. There are a plethora of leadership styles in the workplace, but the following six tend to be the most prominent in today's working environment:


1. Charismatic. This style can encompass a wide swath of personalities, but the common ingredient is that the energy ushered in by the leader is closely connected to the leader. Once the leader leaves a situation, the energy lingers behind. This style has been both praised and criticized, but it is clear there is value to those who bring energy to an organization with their sheer presence. A charismatic leader is an excellent vision-caster and can elicit a loyal and passionate following and increase the company's pace. The downside can be, some teams do not need to speed things up but rather need to slow them down, and occasionally this leader might not be detail oriented.  

Click here for the full article.
Want to be an Excellent Hospital? 
Be a Trauma Center.

Richard Buchler, MHA, FACHE

Managing Director,
Trauma Ready

2014 President-Elect, CHEF


Trauma Center verification has a "halo effect" that brings up the quality of healthcare for the entire hospital. Find out how being a verified trauma center also leads to excellence in non-emergency care.


"There literally hasn't been a department in our hospital that hasn't been improved by becoming the regional trauma center," says Shawn Miller, Assistant Medical Group Administrator of Kaiser Permanente South Sacramento.  He was part of the team at KPSS that originally decided to push for trauma center verification.  Besides making sense financially, he and his colleagues were convinced that there would be key "intangible" benefits as well.  Now, eight years later, the trauma center designation is creating a "halo effect" in other departments.  "Beyond the inherent improvements in the Emergency Room, trauma center designation has improved patient care in other departments that work with the trauma service line such as surgery, laboratory, imaging, or nursing floors."


One of the departments that Miller oversees at KPSS is the laboratory.  "At first, in order to fulfill the requirements set forth by the American College of Surgeons (ACS) for a trauma center, we needed to develop protocols that allowed for rapid turnarounds of key laboratory tests.  Once these were in place for trauma, the clinical and administrative staff decided to come together to find ways to use these new processes to decrease the turnaround times for all labs."  This process of adapting fast service for trauma patients to all KPSS patients was repeated in other areas such as radiology an

d imaging.  Competencies learned to care for trauma patients on the inpatient floors filtered to the other nursing units through cross-training.  "Even departments that don't touch trauma patients were improved.  The fact that we were now the regional trauma center was a source of pride for employees all throughout the hospital," says Miller.  "We all know that if you are a trauma center, you are the best at what you do.  There is a lot of pride associated with that."


Click here for the full article.


A special welcome to our newest members of the Chicago Health Executive Forum. 
Click here to see who they are.
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