OAHHS Hospital Voice Fall/Winter 2019

15 Fall/Winter 2019 more the members’ worlds continue to change, the more we must consider what we target and how we get that work done. To meet our members’ needs, our organization is made up of four enterprises: the association, our foundation, our for-profit data company Apprise, and our political action committee. All of those require the CEO’s attention. And then you throw in Oregon and national politics on top of all of that and, bam! Quite a dish. I’m never wanting for things to do, and I’m often searching for guidance on how we prioritize our work for our members. I’m now at the point in my life where I’m ready to refine my knowledge in just a few specific areas, to become an expert, of sorts. Health care governance is one of those spaces, and my plan is to develop a deeper expertise to serve hospitals, health systems, non-profits, and others. The belief that hospitals are an integral part of the fabric of their communities is at the core of who you are. Let’s talk about how important hospitals are not just to the local economy, but to the community fabric. Our hospitals are invaluable community assets. In a lot of ways, they are just like the police department and the fire department and the school district and the public library. Communities and residents that have hospitals come to rely on them. The expectation is that those doors are going to be open 24 hours a day, seven days a week with a sign that says “Welcome, I don’t care where you come from, I don’t care what resources you have, our doors are open to you, so come in, and we will take care of you.” Hospitals are cornerstones in their communities not just because of the services they provide, but because they are this incredible economic engine. They are often the largest employer in a community, and the downstream effect of that economic impact is huge. It’s not just the salaries that you pay, the taxes that you pay, it’s also the products and services that you purchase. There’s a huge economic ripple effect. That said, there’s some level of obligation that we have as these core community assets, to always be there for those we serve and to do things outside of our four walls—what is our community benefit? Hospital and health system leaders have got to do all they can to make sure they are providing the highest quality care while generating enough of a positive operating margin to reinvest in their work force, their physical plant, their technology platforms, and the broader community. It’s the service to the community that is at the core of who hospitals are, and how they fulfill their missions. So, one of the conversations that boards and leaders are having is, does it make sense to remain a stand-alone community hospital? What would it mean to join a system, and what would that do to enable us to serve our community better? When I came here 14 years ago, there were 26 stand-alone community hospitals. Today, there are 11 or 12. That’s not a good thing or a bad thing, it’s just a reflection of boards and their leadership determining how best to meet their mission through a period of meteoric change and uncertain financial realities. You are such a believer in the value of relationships between you and the members. Has that environment changed over time? Is there a time when those connections have paid a dividend? An association is nothing more than a reflection of its members, and the way that you properly reflect your members is to know them and understand them. At the end of the day, this is a relationship business. It’s really easy in the days of technology and email and texts to forget about the value of picking up the phone and calling or getting in the car and paying somebody a visit. To that end, my team and I strive to visit members often. And some folks know that I have a little ritual when I go out to a community hospital. I will find the time to go and sit in the emergency department before or after my visit. It’s a primary “front door” for a hospital, and I find that sitting in the ED provides an incredible way of better understanding the demographics of a community, as well as developing a sense of how an organization is run and how their caregivers and staff are working to build a relationship with their patients. Our work with members and their work with their patients is all about relationships. As I begin my next chapter, I’m energized to think about ways I can continue to track and influence the health care world from a different vantage point. continues 