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November 1, 2006
Vision Committee Final Report
In May, it was determined the Small and Rural Constituency Section should
appoint a Vision Committee to look at the future of the section and make
recommendations for changes needed.
As a result, the Vision Committee met four times – three conference calls and
one all day meeting using the process of "appreciative inquiry" which was
facilitated by Leigh Steiner, Ph.D.
At its September meeting, the Steering Committee had the opportunity to
discuss the recommendations and gave approval for the plan to be sent to the
membership and discussed at the region fly around meetings during October.
Vision Committee members, Randy Dauby, Jim Hayes, Steve Hayes, Steve Holman,
Tim Putnam and Richelle Rennegarbe assisted staff in reporting the
recommendations and seeking member input during the region meetings.
Overall, members were supportive of the recommendations. The following input
was received:
Will reduction of the steering committee impact the overall membership’s
engagement with IHA in any negative way?
What will be the format for the membership meetings and when will they be
held?
Make sure to give consideration to members’ time with regard to steering
committee and membership meetings.
Continue to encourage more attendance at the June Annual Meeting and stay
with the current format.
Location of the IHA Leadership Summit continues to be a barrier to
downstate members’ ability to attend either the Summit or steering committee
meeting.
The Steering Committee will have this as an action item on their November 9,
2006 agenda and be ready for implementation on January 1, 2007.
The following summarizes the Vision Committee’s Recommendations:
Members agreed on the three themes as follows:
- What if IHA leaders mirrored the Small and Rural Hospitals’ culture?
- What if IHA is the best support system for new and existing CEOs?
- What if IHA and the Small and Rural Hospitals Constituency Section have an
action oriented leadership.
As a result, the Vision Committee agreed to move forward on the following
recommendations for actions to support the vision themes.
Vision Themes/Recommendations:
- IHA Leaders Mirror the Small and Rural Hospitals’ Culture.
- It was agreed that it was imperative for the new VP of Small and Rural
Affairs to know and understand both the hospitals’ culture as well as the
CEOs and their communities. It was also agreed that it is important to
engage other IHA executives in the Section’s work and issues. Members
discussed how best to advance that vision as follows:
- Strike a balance on the VP’s visit schedule and the need to be in both
the Naperville and Springfield offices working and interacting with other
IHA staff.
- Continue with a "distributive model of leadership" that was advanced
during the "transition phase" which will include visits to S/R members by
the IHA President and other senior executives.
- Schedule "Town Hall" meetings hosted by steering committee members at
their hospitals and inviting neighboring CEOS thus allowing for the new VP
to meet members in a smaller less formal setting.
- Have VP attend region meetings in all regions that have S/R members.
- Develop a "rapid response" system that allows for timely follow-up to
member inquiries. (This should be used for both individual member requests
as well as issues that surface at steering committee or region meetings.)
- Practice "active listening" to make sure issues are heard, understood,
and advanced within IHA.
IHA is the Best Support System for New and Existing CEOs.
- Work together with other organizations to avoid duplication of efforts
and identify gaps needed to be filled. (ICAHN, IRHA, etc.) IHA should
serve as a leader in the coordination of other rural organizations
efforts.
- Collaborate with ICAHN and jointly offer appropriate meetings
throughout the year.
- Develop a preceptorship/mentor program for new CEOs that will provide
an orientation to IHA, issues, and expands the network of contacts.
Include in an orientation, information pertaining to other rural
organizations’ roles and how they interact with IHA.
- Offer an opportunity for new CEOs to visit the IHA Springfield
office/staff and be oriented to the state legislative process, issues, and
their local legislators. Have IHA staff initiate a meeting between a new
CEO and their legislators and/or staff.
- Ensure that IHA both listens and leads. IHA staff should provide
examples of what is working in other areas (best practices) from both the
rural and urban setting.
- Sort issues, notify members, and represent S/R hospitals in the policy
and legislative arena on issues relevant to the members.
- IHA must anticipate the future, assess the impact to rural
communities, and lay the groundwork for needed changes to ensure the
viability of the S/R members.
- Educate new and existing CEOs on the IHA’s products and services.
- Identify needed products and services and work with the members on
workable cost/benefit analysis. Seek grants to offset costs which can
ultimately lead to S/R members using more products/services.
- Enhance communication strategies/technology.
- IHA and the Small and Rural Constituency Section have an Action Oriented
Leadership.
Work off the same strategic plan as IHA. Develop a process for the
constituency section to identify their needs for consideration under each
IHA strategic goal.
From the integrated strategic planning approach, develop an annual
work plan for the constituency section.
Develop an annual calendar that includes key decision making
timeframes/meetings.
Create a process/framework for the S/R officers and staff to brief
members serving on the IHA Board, Policy Council, and Advocacy Council on
issues of key importance to the section.
Create an environment that allows for IHA staff to be proactive and
"connect the dots."
Develop a flow chart on how issues go through IHA.
Restructure the Small and Rural Hospitals Constituency Section/
Steering Committee with the following considerations:
Appoint a Chair-Elect thus creating continuity and allowing for
three chairmen-officers with decision-making power between steering
committee meetings. (Steering Committee recommends considering a
one year rather than two year term.)
Reduce the size of the steering committee allowing for a more
efficient process for direction and decision-making.
Schedule steering committee meetings 2-3 times a year and overall
membership meetings/briefings twice per year allowing for the entire
membership to have IHA updates and networking opportunities.
Replace the current Spring Retreat for Small and Rural leaders with
an overall membership meeting that may be held as a collaborative event
with ICAHN.
Schedule S/R briefing conference calls with the entire S/R
membership as needed.
Design the Steering Committee agenda for action items and or issue
input rather than updates. Minutes should reflect action and items
needing follow-up.
Identify a process for rotating S/R leadership among the steering
committee and other IHA membership groups.
Ensure the S/R Annual Meeting chair is a member of the steering
committee. (Perhaps consider broadening this to an Education Chair
and perhaps identify Education Chair-Elect.)
Use some of the past S/R chairs in an advisory capacity when
considering appointments to IHA membership groups.
In addition, it was agreed to place two issues on a "parking lot" for
discussion by the steering committee at an upcoming meeting:
- The definition of what constitutes a S/R hospital. (May want to allow for
hospitals to "opt" out if their environment has changed.)
- The future structure/agenda for the Small and Rural Annual Meeting.
Click here for Steering Committee Resolution.
Staff Contact: Sue Kaufman: (630)
276-5486, on behalf of Jim Hayes, Chair and Connie Schroeder, Vision Committee
Chair
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