Journal of Healthcare Management - May/June 2013 - (Page 160)

Journal of H ealt H care M anage Ment 58:3 M ay /J une 2013 When I became CEO in 1991 we weren’t asking our members about their ethnicity, but I felt it was important to find that out. Following our initial collection of those data, we conducted a study comparing the career patterns of our members. We found what we expected: that discrimination in career opportunities existed. Since that time we have tried to address this issue within the field. This, I believe, is the greatest contribution I have been involved in. More so than ever, I am a big proponent of the FACHE credential. In the 1970s, 88 percent of our new members had a graduate degree in health administration. Today, less than 50 percent do. A lot of bright people are entering the field out of general business, medicine, nursing, and other disciplines, but they do not have that foundation in health administration. The FACHE credential, while not comparable to a master of health administration degree, at least assists them to be effective healthcare leaders. Furthermore, the number one reason people join ACHE is for the knowledge we impart through our educational programs and publications. This is an organization that is dedicated to lifelong learning. I am also very proud of our chapter initiative. We started chapters nine years ago; today we have 81 chapters, which held nearly 1,000 events in 2012 that were attended by more than 54,000 people. This reach allows us to really make a difference at the local level. In addition to diversity and inclusion, an area in which I have contributed is ethics. My efforts have included being involved in not only the maintenance and enforcement of the Code of Ethics but also, and more important, the development of ACHE’s Ethical Policy Statements, the Ethics Self-Assessment, and the Ethics column that appears in every issue of Healthcare Executive magazine. As ethical challenges have grown, leading a healthcare organization has become increasingly difficult. ACHE and I strive to make sure leaders have the preparation and background needed to address these ethical issues. Dr. O’Connor: Your retirement from ACHE, along with the recent retirements of William F. Jessee, MD, from the Medical Group Management Association (MGMA); Richard L. Clarke, DHA, FHFMA, from the Healthcare Financial Management Association (HFMA); and Barry Silbaugh, MD, FACPE, from the American College of Physician Executives (ACPE), has created a new era for leadership in the field. As these associations, along with the American Organization of Nurse Executives (AONE) and the Healthcare Information and Management Systems Society (HIMSS), share common interests in leadership to improve healthcare, what are your views on the future of collaboration among them? In what areas will they cooperate? How do you see the relationship among these associations evolving? Dr. Dolan: If you take the six organizations, you pretty much represent the C-suite of most healthcare organizations. ACHE represents the CEOs and COOs of the field; ACPE, the chief medical officers; AONE, the chief nursing officers; HFMA, the chief financial officers; HIMSS, the chief information officers; and, I would suggest, MGMA will increasingly represent the emerging chief practice officers as integrated healthcare organizations add employed physicians. 160

Table of Contents for the Digital Edition of Journal of Healthcare Management - May/June 2013

Journal of Healthcare Management - May/June 2013
Contents
Interview with Thomas C. Dolan, PhD, FACHE, CAE, President and CEO, American College of Healthcare Executives
Equity in Care: Picking Up the Pace
How Might a Reforming U.S. Healthcare Marketplace Threaten Balance Sheet Liquidity for Community Health Systems?
Assessing the Productivity of Advanced Practice Providers Using a Time and Motion Study
A Positive Deviance Perspective on Hospital Knowledge Management: Analysis of Baldrige Award Recipients 2002–2008
How to Improve Breast Cancer Care Measurement and Reporting: Suggestions from a Complex Urban Hospital
The Fear Factor in Healthcare: Employee Information Sharing

Journal of Healthcare Management - May/June 2013