Registration is now open for 2015 Human Capital Investment Conference!
The Human Capital Investment Conference, Leading Together, Shaping the Future, will span two days – Tuesday and Wednesday, November 17-18, 2015. The event will begin on Tuesday afternoon with a half-day session for health sector leaders to explore collaborations and innovative leadership to improve health in our communities. Wednesday morning will showcase the finalists and semifinalists of the Leadership Challenge, “Leading Together,” sharing examples of successful inter-organizational leadership collaborations to improve population health.
Tuesday evening, the 2015 Gail L. Warden Leadership Excellence Award Dinner will honor Rich Umbdenstock, whose tireless work as President & CEO of the American Hospital Association helped transform the U.S. healthcare system with a vision of ensuring that every patient has access to the right care at the right time in the right setting. The Award dinner is a celebration of his accomplishments as healthcare leader whose commitment, values, and contributions embody the primary vision of NCHL—to optimize the health of the public through leadership and organizational excellence.
Check out our “events” page to download the full agenda or if you are interested in sponsoring the event, registering online, and booking your stay at The Sofitel under the preferred room rate.
Wondering what NCHL’s Human Capital Investment Conference is like? Check out a short video highlighting some of the speakers from last year’s event.
The National Center for Healthcare Leadership will present its 2015 Gail L. Warden Leadership Excellence Award to AHA President and CEO Rich Umbdenstock.
With a career spanning more than 40 years in healthcare administration, AHA President and CEO Rich Umbdenstock is being recognized by NCHL for bringing innovative thinking to the field,supporting and mentoring other healthcare leaders, and for his unwavering commitment to reduce costs and improve quality. Please click here to see the full press release.
Mr. Umbdenstock will be honored on Tuesday, November 17, 2015 at the Leadership Award dinner at the Sofitel Hotel, Chicago. This celebration, which brings together healthcare’s luminaries and notable leaders from the nation’s prominent health sector, academic, and research organizations, will be held in conjunction with NCHL’s annual Human Capital Investment Conference, “Leading Together, Shaping the Future.” At the conference, NCHL will introduce the winners of its “Leading Together” challenge, which is seeking to identify, recognize, and share programs that enhance leadership competencies and skills across sectors to improve population health.
Sponsor opportunities are available for both the Gail L. Warden Leadership Excellence Award Dinner and the Human Capital Investment Conference.
The US Cooperative for International Patient Programs (USCIPP), a membership program of NCHL, held its 2015 Annual Meeting in late April at University of Colorado Health and Children’s Hospital Colorado in Denver. With 135 participants, this was the best-attended USCIPP meeting to date. Presentation topics included business development strategies for international patient programs, legal considerations for hospitals and health systems operating in the international market, interpreter services, and more.
Pairing nine coaches and nine executives across the Leadership Excellence Networks (LENS), the second round of NCHL’s Inter-Organizational Coaching Exchange was recently launched. This member-driven concept was developed and tested in 2013-2014 to address executive coaching needs for high potentials. This innovative initiative pairs internal coaches, who are already highly trained and qualified, with high-potential leaders from across LENS member health systems. The exchange reduces the need for external executive coach contracts and serves as a beneficial development opportunity for the coaches as well, who are exposed to another healthcare organization’s leaders, culture, and systems. The return on investment from the pilot exchange was $11,000-$26,000 per coaching engagement with both the coaches and executives reporting highly positive experiences. Joan Evans of Cone Health and Todd Prigge of Stanford Health Care discussed the Exchange this past November at NCHL’s annual conference. Does your health system have coaches who would be interested in participating in the Exchange? Do you have executives who have requested external coaching? To learn more, please email Cassia Carter at firstname.lastname@example.org.
2014 was an exciting year for NCHL with the unveiling of a new initiative–BOLD or Best Organizations for Leadership Development–to identify and recognize the use of evidence-based leadership development practices in hospitals and health systems. For the first time, the BOLD award recognized 19 organizations that are leading the field in preparing the current and future generations of leaders needed to transform our health system.
NCHL identified BOLD organizations from respondents to its 2013-2014 National Health Leadership Survey. Several high-performing health systems were invited to showcase their strategies and successes at NCHL’s annual Human Capital Investment Conference this past November in Chicago, which was held in conjunction with the annual Gail L. Warden Leadership Excellence Award dinner (click here to watch videos of the event).
The National Health Leadership Survey, which has been supported in part by a grant from Hospira, Inc., was also conducted in 2007 and 2010 to track data on the use of best practices in leadership development–including attracting and selecting leaders, talent management, diversity leadership, and succession planning–in the field.
Leadership work is not only about the ‘what,’ but also about the ‘how.’ How do we prepare our leaders for future challenges? How do we inspire our people to be the best at what they do? How do we support our clinicians to navigate this critical period of industry disruption? We congratulate our BOLD leaders for inspiring us with their work to prepare their people and their organizations to better serve our communities and to improve the health of our nation.
Tell us what your hospital or health system is doing to prepare leaders for this BOLD future.
Administrative fellowships typically involve 1-2 year roles taken by recent graduates from master’s level MHA, healthcare MBA, and equivalent degree programs, and prepare early careerists for leadership-track careers in the health sector. Although these programs are widely viewed as highly valuable, there is equally widespread recognition that the current ‘free market’ approach has resulted in a highly inefficient process, one that creates significant and needless pressure on student applicants, can interfere substantially with their graduate studies, and results at times in substantial variability in program quality.
Earlier this year, NCHL, in collaboration with AUPHA and CAHME and with the assistance of ACHE, embarked on an exploratory project to determine whether there was a critical mass of interest in the field to pursue a more organized and collaborative approach to the fellowship process. The evidence was clear, the field was more than interested in collaboration, it was ready. Since the first working group session held at ACHE’s Congress in March of 2014, NCHL held a breakfast session at AUPHA’s annual meeting in June, 2014, a webinar for Fellowship Program directors in July, 2014, and has drafted a “Code of Good Practice” to be implemented by Council members. More than 55 Fellowship Programs and Master’s Programs have joined the Council on Administrative Fellowships. The Council is currently working on finalizing the “Code of Good Practice” to present to ACHE’s board in November.
To learn more, contact Marie Rowland at email@example.com.
At NCHL’s Human Capital Investment Conference last November, Health Leads CEO Rebecca Onie discussed the necessity of addressing patients’ social needs and how Health Leads has provided a way for physicians and nurses to do this, by “prescribing” patients to them. Last year, Health Advocates, the student employees of Health Leads, touched 11,500 patients. These Health Advocates are the next generation of healthcare leaders described as “disruptive innovators” because of how they are working to transform the healthcare industry. Addressing the challenges currently facing healthcare, Rebecca describes how Health Leads is confronting these challenges. Assessing patients’ basic resource needs allows clinicians to better understand obstacles those patients face in leading healthy lives.
Rebecca calls on healthcare leadership to “deliver healthcare that is accountable to patients’ lives” and make patient-centered care a reality. Using NCHL’s Leadership Competency Model, she provides examples of how Health Leads is working in each of the three areas – people, execution, and transformation. Looking towards the future of healthcare, Rebecca acknowledges its uncertainty but also the unchanging complexity of patients’ lives. She believes leaders will be evaluated on how well they understood and addressed these complexities.