HELP WHERE HOSPITALS NEED IT ®
HELP WHERE HOSPITALS NEED IT ®
Community Hospital Blog
CHC is pleased to announce that President and CEO Mike Williams is the 2014 recipient of the Texas Hospital Association’s highest honor, the Earl M. Collier Award for Distinguished Health Care Administration.
The award recognizes distinguished executives’ contributions to, and leadership in, the healthcare industry, as well as their active participation in THA and other industry groups. Williams’ colleagues and clients express how fully he qualifies for the award in the short video you’re about to see.
THA’s bestowal of this award upon Williams indicates how highly he is respected outside the organization, says CHC board chairman Ken Gordon. Williams is a frequent national speaker on the preservation of community hospitals, drawing from his experience growing CHC from a one-employee operation in 1997 to an industry leader with a corporate staff of 60 and hospital clients in 25 states.
All told, Williams has 30 years of experience in executive management.
Many New Year's resolutions fail not due to lack of resolve but to lack of resources. Many hospitals fall on hard times for the same reason, but help is at hand if hospital leaders know where to reach.
On the brink of closure in 2013, a long-term acute care hospital (LTACH) in rural Kentucky tapped CHC’s resources and in 12 months made a complete turnaround. Under CHC ContinueCARE’s unique ownership model, the LTACH reopened as ContinueCARE Hospital at Baptist Health Corbin and is now regarded as an LTACH industry leader. The model allows host hospitals to receive financial distributions from their LTACHs via a not-for-profit operating company.
CHC’s turnaround strategists help ailing LTACHs like Corbin’s as well as traditional acute care facilities when financial and performance problems become dire. Our turnaround services go deeper than a traditional operational assessment designed for hospitals that are struggling but not yet sinking, and they involve much more than cutting costs — for example, revisting marketing and referral development efforts in the case of ContinueCARE Hospital at Baptist Health Corbin.
The entire turnaround process for any given hospital typically takes 12 to 24 months to see full benefits, but that time prepares the hospital to be a community resource for years to come. At its completion, CHC can stand by you to make sure things go as planned through continued consulting services, a management contract or an ownership model. Or we can equip you with tools and strategies to succeed confidently on your own.
Read about CHC's turnaround programs, including signs that your hospital may be a candidate.
A 180-degree turnaround followed by an upward surge. That’s how CEO Rob Santilli describes Gunnison Valley Health’s (GVH) experience working with CHC. GVH found itself in technical default for failing to satisfy bond covenants including cash on-hand requirements. Acting fast, GVH selected CHC over two other national hospital management support firms to recommend and oversee immediate improvements and provide ongoing strategic support.
The action plan implemented over the next year resulted in significant improvements and revenue gains for GVH.
Read the full case study for more.
Learn about CHC's Turnaround Services.
Yoakum Community Hospital, Yoakum, Texas, was among the “100 Great Community Hospitals” for 2013 named recently by Becker's Hospital Review. This list recognizes community hospitals dedicated to high-quality care and service to the community.
“At Yoakum Community Hospital, patients are our top priority,” said Karen Barber, CEO, Yoakum Community Hospital. “We focus every day on serving neighbors in Yoakum and the surrounding area, as we have for over 90 years. I congratulate our leadership, physicians and entire staff for working together to serve the community.”
The road ahead for community hospitals was the topic of a recent roundtable discussion involving CHC's president and CEO Mike Williams, along with three community hospital CEOs, and facilitated by editors of Health Leaders magazine. Highlights from their discussion are featured in the article "Decision Time for Community Hospitals" in the October issue of HealthLeaders.
For his part, Williams says hospitals must proactively and realistically assess "their own viability to be independent in the future." He advocates a close working relationship between the hospital CEO and its board for addressing issues and facing challenges that lie ahead.
In summary, the path of success for community hospitals depends on:
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