This includes ACHE's Hospital CEO Turnover study and ACHE studies about the CEO role including succession planning and CEO/CNO relations.
Hospital CEO Turnover 1981–2014
Hospital CEO turnover in 2014 decreased to 18 percent, according to a recent report by the American College of Healthcare Executives. While lower than the record high of 20 percent reported for 2013, it remains among the highest rates reported in the last 15 years. The turnover rate in 2012 was 17 percent, and in 2011 and 2010 it was 16 percent. The annual rate has fluctuated between 14 and 18 percent in the decade prior to 2013.
The Impact of Hospital CEO Turnover
in U.S. Hospitals: 2006 (PDF)
Conducted by the University of Oklahoma, this study was conducted to learn about the impact of hospital CEO turnover through a nationwide survey of 2,118 hospital CEOs, 805 (38 percent) of whom responded. The research describes the CEO's previous experience, an assessment regarding and the impact of the departure on the hospital and the community. The study was funded in part by a research award from ACHE.
Succession Planning Practices & Outcomes in U.S. Hospital Systems: Final Report, 2006 (PDF)
The study described in this report was conducted to find out how prevalent CEO succession planning is in U.S. hospital systems, and how effective is it perceived to be. The results, compiled from the 783 CEOs who returned useable surveys about best practices in succession planning, are summarized in the final report.
CEO Succession Planning in Freestanding U.S. Hospitals: Final Report: 2004 (PDF)
This succession-planning study of 722 freestanding hospitals was conducted by Rush University of Chicago and Atlanta-based Tyler & Company. The goal of the study was threefold: 1) assess the extent to which freestanding hospitals in the United States are appropriately planning for these transitions; 2) identify any practice gaps that may need to be addressed; and 3) assist in planning appropriate communications and educational interventions to assist the profession as necessary. The study was funded in part by a research award from ACHE.
CEO/CNO Relationships: Survey Findings, 2004 (PDF)
In recent years, heightened focus on high-profile issues such as patient safety and the nursing shortage have helped raise awareness of the role of the chief nursing officer. This article, originally published in Healthcare Executive, reports the results of a January 2004 survey of 1,000 CEOs who were members of ACHE and 776 CNOs who were members of AONE. While the survey demonstrated a positive relationship between the CNO, CEO, and other members of the hospital management team, the findings also reveal new opportunities for the field.
Evaluating the Performance of the Hospital CEO: 2003 (Third Edition)
For more information, call Health Administration Press at (301) 362-6905; order number 2002, ISBN 13: 978-1-56793-214-0, $69.
Evaluating the Performance of the Hospital CEO presents the results of a 2001 survey involving chief executives affiliated with ACHE. The findings and recommendations in this monograph can help trustees and corporate officers complete the indispensable task of performing an unbiased evaluation of their hospital CEO. Case studies feature interviews with CEOs of both rural and urban, government and private (including, not-for-profit and investor-owned) hospitals and healthcare systems.
Contracts for Healthcare Executives: 2002 (Fourth Edition)
Available in hard copy or e-book format.
For more information, call Health Administration Press at (301) 362-6905; Order number 1151, ISBN 13: 978-56793-181-5, $66.
Executive employment contracts are essential in today's turbulent healthcare environment. They empower leaders to take risks and confront politically sensitive issues. In this handy guide, experts provide insight on the trends in employment contracts and the process of contract negotiation. This book also includes sample contracts that can be adapted for your use.
If you do not have Adobe Acrobat Reader, please visit the Adobe web site to download a free copy.