EXPLORE - Spring 2014 - (Page 7)
A MESSAGE FROM THE PRESIDENT
STRONG, VIBRANT AND VISIBLE
Michael Bailey, CHESP
AHE 2014 President
elcome to 2014 and what will certainly
be another year of big change in health
care. The implications and ramifications
of the Affordable Care Act will become
ever more apparent as we move forward.
There are plenty of questions surrounding this new program but, at this point, not many answers. One
thing is for sure: business as usual will not be an option if health
care institutions are to continue to grow and thrive. Shrinking
reimbursements and increasing regulations will force all of us to
seriously review our operations and strategy. In other words, we
need to be strong, vibrant and visible leaders in our institutions.
A recent survey of hospital CEOs listed financial concerns as the
main issue on the table in 2014. Reduced Medicare and Medicaid
payments, anticipated decreases in volumes, increasing acuity
levels, and increasing equipment and supply expenses are all
adding to a situation that will take knowledge and leadership
to address. We are dedicating this edition of EXPLORE to the
discussion of how these issues will affect environmental services
across all care settings. Let's take a look at a couple of the most
pressing problems confronting our profession in the immediate
and the near future.
Measureable and defensible evidence
If CEOs are worried about finances, then it would be prudent
for us to more than consider them and how we can contribute
to ease some of the pressure on the executive teams and the
boards of directors. Most of us are accustomed to staffing cuts
at this point. A manager swallows the pill and does what has to
be done to meet the targets. However, a leader understands the
importance of being at the table armed with not only passion
for what we do but more importantly, armed with the data we
need to substantiate the investment being made in our services.
Do you have the data, information and leadership skills to
represent yourself and your department at the table? Simple
answers and explanations will not serve us going forward. We
need measureable and defensible evidence, metrics and data to
illustrate the impact and value of our services to our customers.
We need to be worthy of the respect we desire. Do you know who
has this information or how to create your own?
Impact of HCAHPS scores
Because a portion of reimbursements are tied to satisfaction, we cannot forget about the impact of HCAHPS scores
on our institutions. With dwindling resources and increasing
expectations, we need to think innovatively when looking at
staff productivity and ask ourselves whether we are getting
the return from our labor dollars. Have we developed a hiring
protocol for the department that addresses not only experience
but behaviors? Are we conducting behavior-based interviewing
and hiring for customer-focused skill sets to ensure we have the
service-minded personalities on the front line? Do we teach strategic skill-building? Can staff make ethical choices? Are we hiring
the first person through the door hoping we can on-board them
with a fast wave of technical training? Are we hiring coachable,
teachable staff that will assimilate into the culture of service?
Are we coaching and nurturing the next wave of supervisors
and managers so we can lead, not just work?
As leaders, we need to develop criteria and expectations for
our hiring and orientation programs to ensure we are getting the
best and brightest. Great attitudes and high performance will be
the key to our success with customer service.
Increasing territories and responsibilities
In addition to finance and customer service issues,
we also need to be focused on the increasing territories
www.ahe.org I EXPLORE I Spring 2014 7
Table of Contents for the Digital Edition of EXPLORE - Spring 2014
A Message from the President
The Future of EVS
Encouraging Positive Change
Leaders Share their Expertise Related to Health Care Reform and its Impact on the EVS Professional
AHE News & Updates
OneTogether Word Search
EXPLORE - Spring 2014