Tag Archives: CEO

Mayo Clinic Prefers Privately Insured Patients. So What?

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http://www.healthleadersmedia.com/leadership/mayo-clinic-prefers-privately-insured-patients-so-what?spMailingID=10772724&spUserID=MTY3ODg4NTg1MzQ4S0&spJobID=1140471104&spReportId=MTE0MDQ3MTEwNAS2#

John Noseworthy, MD

You may have heard that John Noseworthy, MD, the president and CEO of the Mayo Clinic, recently told employees that the Rochester, MN-based health system will give preference to patients with private insurance over those who rely on Medicaid or Medicare.

At this point it’s safe to say he wishes he hadn’t said that.

Predictably, that statement opened up a nasty public relations crisis for which the health system has still not fully recovered, even two weeks later. I asked to speak with Noseworthy, but through a spokesperson, he declined to further address the issue beyond the written statement proffered after the Internet exploded in reaction to his comments.

Nonprofit salaries for healthcare executives on the rise

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http://www.healthcaredive.com/news/nonprofit-salaries-for-healthcare-executives-on-the-rise/437566/

Dive Brief:

  • Salaries for employees of nonprofit organizations, which includes some hospitals and health systems, were up about a third in 2014 from 2011 levels, The Wall Street Journal reported.
  • Nonprofit organizations have adopted salary strategies implemented in the corporate world and often offer packages totaling more than $1 million with eligibility for bonuses and deferred payments.
  • About 75% of nonprofit compensation packages delivering $1 million or more annually in 2014 went to people in healthcare positions.

Dive Insight:

The largest nonprofit compensation package discovered by The Wall Street Journal analysis went to Anthony Tersigni, president and CEO of Ascension, a hospital operator based in Missouri. He received a total of $17.6 million.

Compensation provided by hospitals correlated more with the size of an organization, location, and academic status, according to a 2013 study published in JAMA on salaries for 1,877 CEOs at 2,681 hospitals. The average CEO earned about $600,000 per year, but the average salaries for CEOs of small rural hospitals were just $118,000 while CEOs at top teaching hospitals earned an average of about $1.7 million.

The Wall Street Journal analysis reflect results from the JAMA study. While CEOs of urban teaching hospitals tend to earn more, compensation can vary widely. For instance, the chief executive of Mercy Health System, which had around $1 billion in operating revenue in 2014, earned about $8 million, Meanwhile, Catholic Health Systems collected about 15 times as much in 2015 and paid its CEO half as much.

Healthcare: Transition refining quality care

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http://www.sandiegouniontribune.com/business/economy/sd-fi-outlook-healthcare-20170218-story.html

Image result for Healthcare: Transition refining quality care

Where do you see San Diego’s health care sector headed in 2017?

Along with the trend nationally, I see a continued shift in San Diego to treating patients not in hospitals, but in other locations that provide the right level of care in the right place at the right time. Patients will benefit by getting the care they need in a setting that’s more convenient for them, with easier access to appointments and with an integrated approach to care among all of their care providers. We need to be where patients need us when they need us.

I also see a growing emphasis not just on prolonging a patient’s life — which medicine is good at doing — but improving the quality of that life, as well. End-of-life care should be what the patient wants it to be, where they want it to be.

Scientific advances will continue to transform medicine and the delivery of health care through this year and years to come. There will be more advances in individualized medicine that tailors treatment to patients based on genomics, which will continue to affect everything from which drugs are right for each patient to understanding the best way to treat different cancers. At the same time, there will be advances in helping whole populations of patients as health care’s ability to use data changes the research landscape and helps translate findings to the patient bedside faster. Other technological advances will help perform seeming miracles, like detecting potential heart attacks before they happen.

 

To the Top: How 2 Senior Healthcare Leaders Advanced Their Careers

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http://blog.americashealthcareleaders.com/to-the-top-how-2-senior-healthcare-leaders-advanced-their-careers/

To the Top

Today we are revisiting two fascinating interview segments in which the featured leaders talk about their careers and how they made it to the top in the healthcare industry.

In the first segment, hospital president Traci Bernard describes her mindset when it came to advancing her career:

“I started out in nursing and loved nursing, but I like to make change; I like to be a part of change, I like to drive change. And with that passion and the willingness to take risks and embrace fear, every time someone would ask if I’d like to try something different, I thought ‘Why not?’ So I would try something different and take on a new challenge. And that challenge opened another door, which opened another door.”

Eventually, Bernard’s efforts opened enough doors to lead her to Texas Health Harris Methodist Hospital in Southlake, Texas, where she has served as president since 2005.

In the second segment, Chris Van Gorder talks about his own unconventional rise through the ranks of the healthcare industry. After several odd jobs as a teenager, Van Gorder started working as a clerk in an emergency room. He had no particular career aspirations, but quickly fell in love with healthcare. Little did he know that he was just beginning a remarkable career that would eventually lead him to the top as the president & CEO of Scripps Health in San Diego, California, where he has served since 1999.

To watch these two excellent interview segments, click below!

Chris Van Gorder on 3 major themes of front-line leadership

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http://blog.americashealthcareleaders.com/chris-van-gorder-on-3-major-themes-of-front-line-leadership/

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In today’s video segment, Chris Van Gorder talks about the 3 major themes of what he calls front-line leadership—the focus of his book, The Front-Line Leader: Building a High-Performance Organization from the Ground Up.

Chris Van Gorder, president and CEO of Scripps health discusses the following three themes featured in his book.

  • Get out of the office – “I’ve got to find a way to connect to that if I am going to make good leadership decisions down the road.”
  • Take care of your people – Be mindful of your people and provide support when needed.
  • Hold people accountable – “I believe in fierce accountability.”

AHL founder and CEO Dan Nielsen ends by encouraging viewers to get the book and study it! Use the resources that have been provided to become a better leader.

To view the complete segment, click below:

Geoff Brenner & Eric Barber on Staying Inspired

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http://blog.americashealthcareleaders.com/geoff-brenner-eric-barber-on-staying-inspired/

Inspiration can come from many places. In today’s segments, two leaders discuss what inspires them and keeps them moving forward. Whether it’s your family back home or the mission under which you labor at work, inspiration leads to transformation.

In the first segment AHL founder and CEO Dan Nielsen asks, “How do you ‘fill the well?’ How do you maintain your inspiration?” Eric Barber, CEO of Mary Lanning Healthcare, responds,

“Personally, it’s all about my wife and my children and spending time with them… Professionally speaking, it’s almost automatic.”

Barber goes on to explain that he continually talks with those in charge of patient liaisons and hears different stories of what is happening around the hospital, keeping the patient at the center. These success stories continually remind him why he does what he does.

In the second segment, Geoff Brenner, president of TPC, discusses how “selflessness” and the people who possess this trait truly inspire him.

“I think selflessness is just an amazingly inspirational thing, and it’s rare.”

To watch these featured segments, click below.

Steven Brill breaks down how much top hospital CEOs make per patient stay

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http://www.healthcarefinancenews.com/news/steven-brill-breaks-down-how-much-top-hospital-ceos-make-patient-stay

Hospital CEOs netting even just a few dollars in earnings per patient day often haul in considerable salaries, lawyer and journalist Steven Brill claims in new research published in Axios on Tuesday.

To examine the relationship between patient days and executive salary, Brill merged American Hospital Directory data about hospital operations, including patient beds and total patient days,  with IRS information on what nonprofit hospitals pay their top brass.

The result is a list of the reported annual payouts to the CEOs of the 20 largest hospital systems, ranked by the number of hospitals in the system, divided by the annual number of patient days recorded at each hospital.

In other words, the research shows how much these CEOs got paid for each day a person spends in their hospital.

http://www.healthcarefinancenews.com/news/physician-leadership-compensation-outpaces-ceo-pay-survey-finds

 

Summa CEO Thomas Malone resigns: What happens next at Summa remains unclear

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http://www.ohio.com/business/summa-ceo-thomas-malone-resigns-what-happens-next-at-summa-remains-unclear-1.743267

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Dr. Thomas Malone on Thursday announced his resignation as president and CEO of Summa Health, 21 days after more than 240 physicians signed a no-confidence letter calling for his departure.

Malone, 60, a Northeast Ohio native who began leading the health system two years ago, will continue to serve as CEO for up to 60 days while Summa’s board of directors conducts a search for his successor, the board said.

In a statement released Thursday, Malone said he had detracted from the health system’s mission.

“I care deeply about the future of Summa Health and am incredibly proud of all that we have accomplished together over the past two years,” Malone wrote. “However, as I thought about what would be best for our organization moving forward, it became clear to me that my presence may be a distraction from our goals. And that is unacceptable to me.”