by Christopher Cornue

As part of an ongoing series reviewing my first 100 days as a CEO, I spent the first 45 to 60 days assessing the current culture, operations, strategy and environment at my new hospital. My initial (and lasting) assessment: I'm working for a wonderful group of individuals--the employees, physicians, board, community, etc.--everyone has been so welcoming and positive!

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by Christopher Cornue

Nick Jacobs recently wrote about what he will miss as a hospital CEO and, like most of you, I enjoyed reading about his final thoughts as he leaves his current role.

At the same time Nick is leaving his CEO role, I've had the opportunity, as some of you may know, to start a role as CEO. In September 2008, I started as the CEO of a hospital in Colorado. Now, I've read up on the "First 100 Days" literature, planned an approach to those first few days, and worked to identify what my leadership will look like. Still, while all of this has been done with the best intentions, no amount of preparation can adequately prepare one completely for assuming a CEO role.

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by Nick Jacobs

Periodically, I write about articles that have appeared in Modern Healthcare; one of my favorite writers is Charles Lauer, former VP- publishing and editorial director of the magazine. The sweet irony of his most recent article, "Growing Evidence, Studies show the therapeutic value of healing gardens" was difficult for me to express.

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Here's a good article on how not to treat your patients. Too often, in people's greatest time of need and sensitivity, they are treated like a #, an object, and/or a nuisance. Here's a story of one patient that was fed up:

"After one doctor slipped into the room unannounced and tried to give him an injection, Mr. Edwards decided that he had had enough, said his father, James (Red) Edwards Sr., in an interview. His son posted a sign on the outside of his door. It read:

'ATTENTION:
1) Please announce yourself when you come into my room (let me know your name and why you are here).

2) Please let me know what you're going to do and how it will feel before you touch me for any reason.

Thanks - Jim and Red'

The hospital where he was treated, at the University of North Carolina in Chapel Hill, has included Mr. Edwards's sign in a training video for its staff."

In light of the recent discussion on hospital pricing, I thought this roundtable discussion on pricing (PDF) from HFMA was a helpful tool.

Two hospital CFOs, some consultants, and a lawyer talk it up. Among some of the interesting take-aways:
- Even the words "strategic pricing" has a negative connotation. Sounds like "pricing to make a lot of money." One participant preferred using "price transformation."
- To prevent backlash, set up an agreed set of criteria for pricing changes. Use these criteria consistently for all pricing decisions.
- Pricing is not just a "finance" issue.
- Good pricing starts with good tools: a clean chargemaster and a good market intelligence tool.
- No pricing policy is complete without a thoughtful charity care policy.

While we're at it, check out HFMA's White Paper (sponsored by 3M) of Strategic Price Setting (PDF, June 2004), where you'll find 11 pricing pitfalls to watch out for.