3033 S. Parker Rd., Suite 606
Aurora, CO 80014
(303) 832-7493 / (800) 851-6782
Fax: (303) 832-7496
Email: info@coruralhealth.org
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3033 S. Parker Rd., Suite 606 |
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CRHC Library: CEO Turnover Among Colorado's Rural Hospitals The American College of Healthcare Executives (ACHE) released a report stating that the CEO turnover rate among hospitals nationally in 2001 had decreased slightly to 15%. Among Colorado's 38 rural hospitals, the rate of turnover among CEOs for 2001 was over 40%. Only six of those hospitals had the same CEO in 2001 as they had in 1995. This high turnover can only exacerbate an already fragile rural health infrastructure. The Colorado Rural Health Center worked with the Colorado Health and Hospital Association to examine the factors that might contribute to this extraordinarily high turnover rate. It did not appear to be related to the size of the hospital. Hospitals with fewer than 25 beds were just as likely to experience turnover as larger hospitals. The operating margin - the difference between a hospital's total costs as compared to income, did not appear to be a factor. Hospitals with an operating margin of less than 0% (22% of Colorado's rural hospitals) were as likely to experience turnover as those with operating margins of 11% or more. With assistance from the Rural Hospital Council, the Center developed and disseminated a survey to try and identify the key issues contributing to the high turnover rate. The survey was sent to rural hospitals and their Boards of Directors. The survey included a selection of potential factors as well as questions about the skills and resources that might help address the problem. Ninety surveys were returned. The CEOs and board members identified conflict with the board, conflict with the medical staff, and financial instability as the key professional factors contributing to the high turnover. The major personal factors listed were burnout, inadequate salary and spouse wanting to move. The major factor related to the healthcare environment was workforce shortages, followed by Medicare regulations and to a lesser extent, managed care. Dissatisfaction with small town life in general was not identified as a key reason a CEO might leave his/her position, but lack of community support, dissatisfaction with a particular town, and not being accepted by the community were listed. When asked to identify the key skills needed to be a successful rural hospital CEO in today's healthcare environment, the responses, in order of importance, were employee relations, leadership, communication, team building, finance, medical provider relations and public relations. The survey included a question regarding the type of educational or assistance programs that would be most valuable for rural hospital CEOs and their boards. The responses, in order of importance, included leadership, motivating employees, employee relations, conflict management, role of the board, board organization, physician recruitment, and board responsibilities. The Colorado Rural Health Center and the Colorado Health and Hospital Association will use this information to develop programs, resources, and linkages to assist rural communities and rural hospital boards in addressing the turnover problem. Prepared by: To Read Report Notes, CLICK HERE.
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