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An Exploration of the Purpose, Value, and Impact of Professional
Development Activities in U.S. Hospitals
Stephen L. Walston, Ph.D., FACHE
Associate Professor Department of Health Administration and Policy
University of Oklahoma Health Sciences Center, College of Public Health
405-271-2114
Amir A. Khaliq, Ph.D.
Associate Professor Department of Health Administration and Policy
University of Oklahoma Health Sciences Center, College of Public Health
405-271-2114
This research was supported by a contract from the Foundation of the American College of Healthcare
Executives. The American College of Healthcare Executives is an international professional society of
more than 30,000 healthcare executives who lead our nation's hospitals, healthcare systems, and
other healthcare organizations. The views expressed here are solely those of the authors.
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OVERVIEW:
Through a grant provided by the American College of Healthcare Executives (ACHE), the University of
Oklahoma (OU) conducted a national survey of the scope and impact of professional development of hospital
chief executives during late 2008 and early 2009. This research was designed to understand hospital CEO
perceptions regarding the value and impact of professional development for themselves and their direct
reports. Preferences for types of professional development were explored, along with the value of continuing
education, credentialing and coaching. CEOs were specifically asked about the importance of professional
society membership, continuing education, and coaching today and how the importance of these activities
has changed in the past five years for themselves and their direct reports. Also, the explicit individual and
organizational value of professional development are examined.
KEY OBSERVATIONS AND FINDINGS:
The results showed that many CEOs believe that membership in professional societies is important for career
development (53%) and to develop a network of colleagues who can be called upon for advice (66%). Many
CEOs (40%) also believe that the importance of membership in professional societies has increased in the last
five years. However, these views are not shared by those who are neither Members nor Fellows of the
American College of Healthcare Executives. Those not affiliated with ACHE rated the importance of
membership in a professional society for themselves and for their senior management significantly lower
than ACHE affiliates.
The results also indicate that CEOs engage in continuing education with the purpose of staying abreast with
current events (74%), to learn techniques to solve problems (62%), to learn about new technology (59%), and
to understand changes in the health care delivery system (81%). For the most part, there were no significant
differences between the views of ACHE affiliates and non-affiliates regarding the value of continuing
education. More than half (51%) of the respondents suggested that continuing education is even more
important today than it was five years ago. The respondents also showed a strong preference for offsite
(78%) and onsite (52%) seminars as well as webinars (50%) but not as many (43%) like large conferences
while fewer still like discussion groups (29%), CDs or DVDs (26%), or self-study activities (24%). The least
preferred mode of continuing education (15%) was the online seminars. The views and preferences
expressed by CEOs for the continuing education of their senior managers were similar to those expressed for
themselves.
The CEOs reported that obtaining credentials in health care management is important for multiple reasons
including the need to signal competence in managerial skills (57%), to demonstrate knowledge of issues in
health care delivery (56%), and to assist in career development (59%). Once again, credentialing was reported
to be significantly more important by ACHE Fellows and Members than it was to non-members. A vast
majority (88%) of the respondents indicated that the importance of credentials had either remained
unchanged (48%) or had actually increased (40%) in the last five years. The views of CEOs about the value of
credentials for their senior managers were consistent with the views they held in this regard for themselves.
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In fact, they considered credentialing to be as important for the career development of their senior managers
(61%) as for their own career development (59%).
Finally, a majority of the respondents considered coaching of their senior management to be important to
improve staff performance (72%), retention (66%) and career development (63%). ACHE affiliates and non-
affiliates seemed to hold similar views in this regard and most (96%) believed that the importance of
coaching had either remained the same or had increased since 2003. More importantly, most of the CEOs
reported that they too benefit from being coached to improve staff performance (64%), retention (61%) and
career development (54%).
INTRODUCTION:
Professional growth and development is critical in the complex and evolving world of healthcare
administration. The profession has become more difficult with changing regulations, technological advances,
and increased demands. Hospitals must demonstrate constant learning and development of their leaders to
meet the current and future challenges. Healthcare organizations attempt to achieve professional
development of their managers and executives through a variety of mechanisms including participation in
leadership programs, mentoring and hands-on experience, membership in professional associations, and by
encouraging the attainment of formal credentials such as certificates and fellowships. However, the
composition of healthcare leadership ranks has become increasingly diverse. For example, over one-half of
new members of the American College of Healthcare Executives (ACHE) originate from non-healthcare
educational backgrounds (ACHE 2007). The needs and motivations for professional development of this
diverse group are not understood. To meet the challenges of the future, it is important to understand the
underlying purposes, processes, and resources used for professional development and continuing education
of healthcare leaders. This research assists healthcare leaders to better understand the attitudes, choices,
and preferences for professional development, continuing education, coaching, and credentialing of their
peers.
Professional development has been identified for many years as an important organizational function that
some believe has been inadequately addressed (Romano, 2004). Across all industries over $50 billion is spent
annually on employee training and about 27% of this amount is allocated for leadership development
(Dolezalek 2005). Presumably, the purpose of professional development is to assist the participants in
improving their leadership skills and to manage change effectively. Accordingly, professional development
activities or programs are often specifically designed to improve individual job performance and managerial
skills. Such efforts also positively impact organizational culture and climate (Scheck & McAlearney 2005).
Developing leaders for healthcare organizations has been identified as one of the most pressing challenges
for the future (Meyers 2007). Four general modalities of professional development have been proposed: 1)
personal growth, 2) conceptual understanding, 3) feedback, and 4) skill building (Allen & Hartman 2008). As
shown in Figure 1 below, various activities fall under these four categories.
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Figure 1 – Approaches to Professional Development
Personal Growth Conceptual Understanding
Fellowships Degree Programs
Sabbaticals Classroom Based Learning
Networking E-Learning
Feedback Skill Building
Executive Coaching/Mentoring Development Assignments
Assessments Personal Development Plans
Simulations
Job rotations
Adapted from Allen & Hartman, 2008
Hospitals offer many of these activities to improve quality of care, employee morale, and organizational
viability (Rice 2007). The use of specific developmental activities or modalities varies according to the
characteristics of the participating individuals and those of the parent organization. In general, the choices
include coaching or mentoring, hands-on experience, on-campus leadership training, skill building workshops,
job rotations, self-study, and formal degree programs (Rice 2007, Peterson 2002, Sherer 1994). While some
organizations have established “leadership academies” and hired “chief learning officers” to promote
professional and organizational development, others now require their leaders to take a fixed number of
classroom hours in leadership development each year (Dixon & Bilbrey, 2004). Professional development
allows for growth, longer tenure, and planned successions (Meyers, 2007). Mentoring and succession
planning is seen as critical functions in hospitals and, in the past, ACHE has provided support for these
functions (Dolan, 2004).
METHODS:
The survey was sent to a random sample of approximately 2,000 hospital CEOs across the US in late
December of 2008. A second copy of the survey was sent to non-respondents in January 2009. A copy of the
survey can be seen in Appendix 1. A total of 582 useable responses or 29.1% of the sample population was
received. Professional development was examined by professional society membership, continuing
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education, coaching, and credentialing. Throughout this report the number of responses may vary because
not every respondent answered every question.
This report provides the overall response descriptive data and also segments the respondents by their
affiliation with the ACHE. The differences in affiliation are statistically explored using Duncan’s Multiple
Range Test in ANOVA SAS analysis. In the multiple-mean comparisons presented in this document, a “*” on
the data indicates that the value is significantly statistically different from one of the other two affiliation
values. Two “**” signifies that the data is significantly statistically different from both other affiliation values.
The survey responses also were tested for response bias using Chi-Square in Proc Freq in SAS. The responses
(total 582) were compared to the full sample (2,001). Four variables that were thought to potentially affect
survey responses were used to determine if response bias might have occurred. The factors examined include
the geographic region of the hospital, the type of organizational control/ownership, the bed size of the
hospital, and whether the hospital CEO was an affiliate of ACHE. As can be seen in detail in Appendix 2, three
of the examined variables were significant and one non-significant. The region of the country was significant
with the Chi-Square probability of 0.0227, indicating that over response may have occurred in some of the
regions. Heavier responses seem to have happened in the West North Central, which had a 37.8% response
rate. All other regions appeared to have response rates between 23 to 30%.
Likewise, the Chi-Square for type of control/ownership for the hospital was also significant (0.0387). There
appears a relatively lower response rate from investor owned hospitals that in our survey have a 20% to 22%
response rate. On the other hand, Governmental Non-Federal City and County hospitals had higher rates of
responses with 37% and 39%, respectively. There did not seem to be sample bias present for hospital bed
size. However, there was a higher rate of response for ACHE affiliated hospital CEOs. Only 18.4% of non-
affiliated ACHE hospital CEOs responded to the survey, versus 41% of ACHE affiliated hospital CEOs.
Therefore, we suggest that the survey responses may over-represent hospitals in the West North Central
Region, governmental hospitals, and ACHE affiliated hospital CEOs.
ORGANIZATION OF THE REPORT:
This report presents the findings of the survey. The objectives and methods of the research are first
reviewed, followed by key definitions, respondents’ demographics, the CEOs’ perception regarding their own
professional development, a section on CEOs’ views of the professional development of their immediate
reports, and finally a section on the impact of professional development.
As mentioned above, this report presents both aggregated and segmented results. The results are segmented
by the respondents’ affiliation with the ACHE. There are three categories explored in this report: 1) non-
members of ACHE – these are individuals whose primary professional membership society is an organization
other than ACHE; 2) Members of ACHE – these are individuals who must have a minimum of a bachelor's
degree from an accredited institution and an interest in or commitment to the profession of healthcare
management, but have not yet passed the Board of Governors exam; and 3) ACHE Fellows – these are ACHE
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members who have Master’s or other post baccalaureate degree, a current healthcare management position
and five years of healthcare management experience, three years tenure as an ACHE Member, Faculty
Associate or International Associate, three references from current Fellows (one of which must be a
structured interview), 40 hours of continuing education—at least 12 of which are Category I (ACHE
education) hours—earned during the five years prior to becoming a Fellow, participation in two healthcare
related and two community/civic activities, and pass the Board of Governors Examination in Healthcare
Management. The above categories will be referred to in this report as Non-Members, Members, and
Fellows, respectively.
Demographic Characteristics of Respondents:
As can be seen in Table 1, a majority of the respondents (62%) have master degrees in healthcare
management. On average CEOs have 8 direct functional reports (Table 7), and are 53 years of age (Table 3).
The respondents were 81% male (Table 5).
As can be seen Table 3 and displayed in Chart 1, the mean tenure as CEOs is 12.6 years. However, this
number is skewed by some of the respondents with very long tenures as CEOs and, thus, the median tenure
is lower at 10 years. More than a quarter of the CEOs have worked as CEOs for less than 5 years and almost
20% held such positions between 5 and 9 years. As could be expected, the number of years in the current
position is much lower than the total years as a CEO. On average, CEOs in this study have been at their
hospital 7 years with a median of 5 years. (Nationally, hospital CEOs have been at their hospital 6 years with a
median of 4 years, showing the disproportionate impact of ACHE affiliated hospital CEOs in this research.)
Table 1
CEOs' Educational Degree
n Percent
Bachelors in HC Management 107 19%
Masters in HC Management 358 62%
Doctorate in HC Management 10 1.7%
Other 237 41% Percentages will not total to 100 since respondents could check
more than one degree they had acquired.
Table 2
Direct Reports to CEO
n Percent
Operations 548 95%
Medical Staff 439 76%
Nursing 509 88%
Corporate 242 42%
Finance 527 91%
IS 319 55%
Table 3
CEO Years of Work
Mean Median
Years as a CEO 12.6 10
Years in Current Position 7.1 5
Years at current hospital 10.1 7
Age 53.4 54
Seventy four percent indicated that their primary professional society was
highest affiliation (10%) was with no society and six percent
society. Of the entire respondent group, 25%
the respondents are Fellows.
When the demographics are segmented
in Table 7, ACHE Fellows have been CEO
and a greater percent of them are male (86.0% vs. 7
0%5%
10%15%20%25%30%
< 5
years
26%
Primary Professional Affiliation
Primary Membership
AAMA
ACHE
ACPE
HFMA
AONE
Other
None
Table 5
CEO Gender
n Percent
Male 472 81
Female 106 18Percentages in this and other tables may not
total to exactly 100 because of rounding error.
Seventy four percent indicated that their primary professional society was with ACHE (Table 4)
with no society and six percent claimed HFMA as their primary professional
Of the entire respondent group, 25% are non-ACHE members, 28% are ACHE Members and 47% of
segmented by Non-member, Member, and Fellow status within ACHE,
have been CEOs longer than other groups (14.3 years vs. 11.5 for non
male (86.0% vs. 74.1% Non-Members). Non-Members
5 to 9
years
10 to
14
years
15 to
19
years
20 to
24
years
> 24
years
19% 17%12% 11%
15%
Chart 1:
Years as Hospital CEO
Table 4
Primary Professional Affiliation
Primary Membership n Percent
7 1%
430 74%
10 2%
33 6%
7 1%
33 6%
62 10%
Percent
81%
18% Percentages in this and other tables may not
total to exactly 100 because of rounding error.
Table 6
Professional Affiliation
n
ACHE Fellow 272
ACHE Member (non-Fellow) 162
Non-ACHE Affiliated 143
Total 577
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(Table 4). The next
as their primary professional
ACHE members, 28% are ACHE Members and 47% of
status within ACHE, as shown
longer than other groups (14.3 years vs. 11.5 for non- members)
Members tend to be older
Percent
272 47%
162 28%
143 25%
7 100%
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(58.2 years versus 53.7 for Fellows) and have more direct reports (8.7 vs. 7.7 for Fellows). As can be seen
below, Fellows have a significantly longer tenure as CEOs. Fellows also are more likely to administer a
Thomson 100 Hospital.
Table 7
CEO Demographics by Professional Affiliation
Non-
member Member
Overall
Fellow Mean
Years as a CEO 11.5 10.7 14.3* 12.6
Age 58.2* 51.3 53.7 54.2
Number of Direct Reports 8.7* 8.5 7.7 8.2
Male 74.1% 80.1% 86.0%* 81.5%
Thomson 100 Hospital 2.1% 4.3% 7.4%* 5.2%
Number of Respondents 143 162 272 582
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
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CEO Views About their Own Professional Development
I Change in the Importance of Professional Society Membership Since 2003
As can be seen in Table 8, membership in a professional society has become more important for many CEOs
(40%) in the past 5 years. Few (11%) believe that it has become less important. Not surprisingly, Table 9
illustrates that Non-members rate the importance significantly lower than ACHE affiliates.
Table 8
The importance of professional society membership for you
when compared to 2003
Percent
Much less important 2%
Less important 9%
About the Same 48%
More important 26%
Much more important 14%
Total 100%
Table 9
Comparison of ACHE Affiliation
Non-
member Member Fellow
Overall
Mean
Membership in professional society today
compared with 2003+ 3.06** 3.53 3.51 3.41
+Data shows the means for a Likert scale of 1 (Much less important) to 5 (Much more important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
II Importance of Professional Development Functions
As Table 10 and Chart 2 show, CEOs view professional development important to set ethical standards (44%),
provide a network of colleagues (66%), and assist in career development (53%). However, a large portion
(25%) indicates that setting ethical standards is an unimportant purpose. As can be seen in Table 11, Non-
members value each of these items much less than Fellows and Members.
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Table 10
How important is professional development for you for each of the following functions? (n=582)
Very
unimportant Unimportant Indifferent Important
Very
Important
Set ethical standards 10.3% 14.8% 31.3% 26.5% 17%
Provide a network of colleagues 4.3% 8.6% 21.5% 37.1% 28.4%
Assist career development 5.8% 11.3% 29.4% 35.7% 17.4%
Table 11
Comparison by ACHE Affiliation
Non-member Member Fellow
Overall
mean
a. To ensure executive
adherence to ethical
standards
2.89** 3.30 3.40 3.25
b. To develop a network
of colleagues who can
be called upon for advice
3.46** 3.73** 3.96** 3.77
c. To assist in career
development 3.03** 3.60 3.64 3.48
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
0%
10%
20%
30%
40%
50%
60%
70%
Unimportant Neutral Important
Chart 2
CEO's Relative Importance of Professional Societies by
Function
Ethics
Network
Career Dev
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III Continuing Education
As illustrated in Table 12, CEOs mostly value continuing education to keep themselves abreast of current
trends (74%), to solve problems (62%), to learn about new technology (59%), and to understand new changes
(81%). To a lesser extent, they value continuing education for career development (55%) and for succession
planning (48%). Table 13 demonstrates that Non-members actually value continuing education more to learn
about new technology, but see it of less value for career development.
Table 12
How important is continuing education for you (n=582)
Very
unimportant Unimportant Indifferent Important
Very
Important
To stay current 3.3% 7% 15.6% 35.4% 38.3%
To solve problems 1.9% 7.1% 28.8% 39.1% 23.1%
To learn about new technology 2.2% 10.8% 27.5% 41.6% 17.9%
To understand Changes 1.7% 5.5% 11.5% 41.1% 40.2%
For Career development 3.3% 10.1% 31.8% 36.1% 18.7%
For Succession Planning 5.8% 14.4% 31.4% 31.2% 17.1%
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
Table 13
Comparison by ACHE Affiliation
Value of Continuing Education for CEOs+
Non-
member Member
Overall
Fellow Total
a. To stay current with political
changes 4.00 3.94 4.03 3.99
b. To learn techniques to solve
immediate problems 3.68 3.86 3.72 3.74
c. To learn about new technology 3.78* 3.58 3.56 3.62
d. To understand changes in
healthcare delivery 4.06 4.15 4.16 4.13
e. To assist in career development 3.32** 3.65 3.64 3.57
f. To contribute to succession planning 3.28 3.44 3.39 3.39
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IV Change in the Importance of Continuing Education Since 2003
As can be seen in Table 14, a majority (51%) of CEOs feel that continuing education has become more
important since 2003. Interestingly, as shown in Table 15, Members feel stronger that continuing education
has become more important in these past 5 years.
Table 14
The importance of continuing education for you when compared to 2003
Percent
Much less important 1%
Less important 3%
About the Same 45%
More important 30%
Much more important 21%
Total 100%
Table 15
Comparison by ACHE Affiliation+
Non-
member Member Fellow
Overall
Mean
Continuing education today compared with
2003
3.61 3.89** 3.58 3.67
+Data shows the means for a Likert scale of 1 (Much less important) to 5 (Much more important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
V Preference for Modes of Continuing Education
As illustrated in Table 16 and Chart 3, there is a strong preference for offsite seminars (78%) for continuing
education. Somewhat surprising is that the next preferred modes of continuing education are onsite
seminars (52%) at the hospital and webinars (50%). Fewer CEOs liked large conferences (43%) and even fewer
books/discussion groups (29%), CDs or DVDs (26%), self-study (24%), and very last online seminars (15%). It
should be noted that these last four had sizable proportions of the respondents not preferring them – online
seminars (49%), self-study (41%) and CDs/DVDs (32%) and books/discussion groups (32%).
Non-members, as can be seen in Table 17,
than Fellows and ACHE members. Most dislike self
self study manuals more than the other groups.
What is your preference for various modes of continuing education?
Onsite Seminars
Offsite Seminars
CDs or DVDs
Webinars
Large Conferences
Self Study Manuals
Books or Discussion
Groups
Online Seminars
00.10.20.30.40.50.60.70.8
Preferred Modes of Continuing Education
embers, as can be seen in Table 17, also like offsite face to face seminars and large conferences
than Fellows and ACHE members. Most dislike self-study manuals and online seminars, but Fellows dislike
self study manuals more than the other groups.
Table 16
What is your preference for various modes of continuing education?
Not
Preferred
Somewhat
Not Preferred Neutral
Somewhat
Preferred
7.6% 7.1% 33% 34.5%
1.4% 4.5% 15.7% 51.2%
10.4% 21.6% 41.7% 21.3%
4.8% 10.9% 34.6% 36.0%
4.5% 12.3% 39.9% 36.9%
11.9% 28.6% 36.0% 20.3%
9.8% 22.6% 38.7% 25.7%
20.2% 28.9% 36% 13.3%
Chart 3
Preferred Modes of Continuing Education
Not Pref
Neutral
Pref
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also like offsite face to face seminars and large conferences less
study manuals and online seminars, but Fellows dislike
What is your preference for various modes of continuing education?
Somewhat
Preferred
17.8%
27.2%
5.0%
13.7%
6.4%
3.3%
3.1%
1.6%
Not Pref
Neutral
Pref
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Table 17
Comparison of ACHE Affiliation
What is your preference for these modes of continuing education?+
Non-
member Member Fellow
Overall
Mean
a. Face to face seminars at your
healthcare facility 3.53 3.56 3.41
3.48
b. Offsite face to face seminars 3.78** 3.99 4.09 3.98
c. CDs or DVDs 2.94 2.96 2.83 2.89
d. Webinars 3.41 3.41 3.45 3.43
e. Large conferences with 90 to 180
minute presentations 3.16* 3.24 3.37
3.28
f. Self study manuals 2.73 2.93 2.64* 2.75
g. Books/journal discussion groups 2.83 3.02 2.86 2.90
h. Online seminars for several weeks 2.46 2.48 2.48 2.47
+Data shows the means for a Likert scale of 1 (Not preferred) to 5 (Preferred)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
VI Change in the Importance of Continuing Education Since 2003
Table 18 and Chart 4 show that new modes of continuing education have increased in the frequency of
offerings in recent years. The most technologically driven of these modes of continuing education, webinars
(72%) and CDs/DVDs (34%) have increased in importance for CEOs since 2003. Online seminars (29%) and
offsite seminars (24%), self-study (23%), books/discussion groups (23%), and large conferences (22%), had
the greater number of CEOs believing that they had diminished in importance since 2003.
Table 19 demonstrates very little difference between the different types of CEOs. The only significant
difference is Fellows’ use of offsite seminars decreased more in the past 5 years than that of Members.
Table 18
How has your use of the various modes of continuing education changed from 2003?
Decreased
a lot
Somewhat
Decreased
About the
Same
Somewhat
Increased
Increased a
lot
Onsite Seminars 4.3% 11.6% 62.5% 17.4% 4.1%
Offsite Seminars 5.7% 18.2% 54.7% 19.3% 2.1%
CDs or DVDs 3.7% 9.4% 52.5% 30.0% 4.4%
Webinars 1.6% 3.1% 23.4% 46.2% 25.7%
Large Conferences 5.0% 17.3% 63.9% 11.7% 2.1%
Self Study Manuals 6.3% 16.9% 61.8% 13.2% 1.7%
Books or Discussion
Groups 5.2 17.9 60.1 15.5 1.4
Online Seminars 12.5 16.9 57.9 11.1 1.6
Comparison of ACHE Affiliation
How has your use of these modes of continuing education changed from 2003?
a. Face to face seminars at your
healthcare facility
b. Offsite face to face seminars
c. CDs or DVDs
d. Webinars
e. Large conferences with 90 to 180
minute presentations
f. Self study manuals
g. Books/journal discussion groups
h. Online seminars for several weeks
+Data shows the means for a Likert scale of 1 (
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
00.10.20.30.40.50.60.70.8
Change in Importance of CE Mode 2003 to present
Table 19
Comparison of ACHE Affiliation
How has your use of these modes of continuing education changed from 2003?
Non-
member Member Fellow
Overall
Mean
your
3.08 3.01 3.07 3.06
Offsite face to face seminars 2.92 3.06 2.87* 2.94
3.24 3.21 3.22 3.22
3.93 3.86 3.94 3.91
Large conferences with 90 to 180
2.86 2.93 2.86 2.89
2.84 2.94 2.84 2.87
groups 2.86 2.90 2.91 2.90
h. Online seminars for several weeks 2.66 2.71 2.76 2.72
means for a Likert scale of 1 (Decreased a lot) to 5 (Increased a lot)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
Chart 4
Change in Importance of CE Mode 2003 to present
Decreased
Same
Increased
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How has your use of these modes of continuing education changed from 2003?+
Overall
Mean
3.06
2.94
3.22
3.91
2.89
2.87
2.90
2.72
Decreased
Increased
VII Time Spent by CEOs on
As shown in Table 20 and Chart 5, CEOs
annually. As can be seen in Chart 5, a
other hand, 13% participated in more than 80 hours
was 45 hours. Surprisingly, as illustrated in Table 21
continuing education across the past 12 months (56.1 hours) compared to
(44.5).
Number of hours CEOs pa
0%
5%
10%
15%
20%
< 10
hours
10 to
19
hours
4%
15%
Number of Continuing Education Hours in Past 12
Time Spent by CEOs on Continuing Education
CEOs appear to undertake a very wide range of continuing education
As can be seen in Chart 5, a small number (4%) spent less than 10 hours in the past
more than 80 hours this past year. The median was 36 hours an
, as illustrated in Table 21, non-ACHE affiliates state that they spent more time
continuing education across the past 12 months (56.1 hours) compared to Fellows (40.6) and ACHE members
Table 20
participated in continuing education in the past 12 month
N 570
Mean 45.08
Median 36
St. Dev. 55.8
Minimum 0
Maximum 1050
20 to
29
hours
30 to
39
hours
40 to
49
hours
50 to
59
hours
60 to
69
hours
70 to
79
hours
80 or
more
hours
19%
14%
19%
7% 7%
2%
13%
Chart 5
Number of Continuing Education Hours in Past 12
months
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to undertake a very wide range of continuing education
in the past year. On the
. The median was 36 hours and the mean
ACHE affiliates state that they spent more time on
(40.6) and ACHE members
in continuing education in the past 12 months
17 | P a g e
Table 21
Comparison of ACHE Affiliation
Number of CEO hours of continuing education in past 12 months
Non-
member Member Fellow
Overall
Mean
ESTIMATED NUMBER OF HOURS 56.1* 44.5 40.6 45.5
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
VIII Credentialing
Table 22 and Chart 6 indicate that CEOs feel that credentialing is important to the first three functions: signal
competence (57%), evidence of knowledge (56%), and assist in career development (59%). They are less
positive about its importance relative to succession planning (43%). However, credentials seem to be
significantly more important to Fellows and secondarily so to Members. On a Likert scale for the importance
of credentials (1 = very unimportant, 5 = very important), Fellows assign much more importance to
credentials in all four functions. For example, Fellows’ mean score for signaling executive competence was
significantly higher (4.03) than Non-Members (2.80). They also believe that it assists in career development.
Table 22
How important is credentialing to... (n=582, Percent of respondents)
Very
unimportant Unimportant Indifferent Important
Very
Important
Signal Competence 8.6% 11.7% 23.2% 32.6% 23.9%
Evidence of Knowledge 6.9% 10.5% 26.2% 33.1% 23.3%
Assist Career
Development 6.2% 7.7% 26.6% 37.1% 22.3%
Succession Planning 10.7% 14.9% 31.1% 28.7% 14.6%
How important is
a. To signal the executive is competent in
managerial skills
b. To provide evidence that the executive has
requisite knowledge of healthcare delivery issues
c. To assist in career development
d. To contribute to succession planning
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between
IX Change in the Importance of Credentials
Table 24 shows that about half (48%)
A large percentage (40%) believes that it has become more important today. Table 25 demonstrates that
Non-members feel that the change in value of obtaining a credential in healthcare management less
important than Fellows and Members
0
0.1
0.2
0.3
0.4
0.5
0.6
signal
competence
evidence
know.
CEO reasons for credentialing
Table 23
Comparison of ACHE Affiliation
How important is healthcare management credentialing to…+
Non-
member Member Fellow
competent in
2.80** 3.28** 4.03**
b. To provide evidence that the executive has
requisite knowledge of healthcare delivery issues 2.93** 3.35** 4.00**
c. To assist in career development 3.10** 3.52** 3.94**
contribute to succession planning 2.85 3.04 3.51**
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
Importance of Credentials Since 2003
Table 24 shows that about half (48%) of the CEOs feel that credentialing is just as important as it was in 2003.
that it has become more important today. Table 25 demonstrates that
members feel that the change in value of obtaining a credential in healthcare management less
important than Fellows and Members.
evidence
know.
career devel succession
plan
Chart 6
CEO reasons for credentialing
unimportant
neutral
important
18 | P a g e
Overall
Mean
3.51
3.55
3.62
3.22
feel that credentialing is just as important as it was in 2003.
that it has become more important today. Table 25 demonstrates that
members feel that the change in value of obtaining a credential in healthcare management less
unimportant
important
19 | P a g e
Table 24
The importance of credentialing for you when compared to 2003
Percent
Much less important 5%
Less important 6%
About the Same 48%
More important 26%
Much more important 14%
Total 100%
Table 25
Comparison of ACHE Affiliation
The importance of credentialing for you now compared to 2003+
Non-
member Member Fellow
Overall
Mean
Obtaining a healthcare management
credential today compared to 2003 3.08** 3.38 3.51 3.36
+Data shows the means for a Likert scale of 1 (Much less important) to 5 (Much more important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
X Coaching
Coaching, as displayed in Table 26 and Chart 7, is believed to improve staff performance (64%) and improve
staff retention (61%) and also to a lesser degree to assist career development (54%) and succession planning
(47%). More CEOs felt that coaching was not important for succession planning (18%) than any other factor.
When comparing by ACHE affiliation in Table 27, Fellows, however, are less positive than nonmembers about
the value of coaching to improve retention of high performing staff (3.59 vs. 3.69).
Table 26
How important is managerial coaching for... (n=582, Percent of respondents)
Very
unimportant Unimportant Indifferent Important
Very
Important
Improving staff
performance 3.8% 7.6% 24.4% 42.0% 22.3%
Improve staff retention 3.6% 7.8% 27.4% 39.3% 21.8%
Assist Career
Development 4.3% 7.6% 34.1% 37.2% 16.8%
Succession Planning 6.8% 10.9% 35.2% 31.7% 15.4%
Comparison to ACHE Affiliation
The importance of obtaining managerial coaching
a. To improve staff performance
b. To improve retention of high performing staff
c. To assist in career development
d. To contribute to succession planning
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
XI Change in the Importance of Coaching
The importance of Coaching in the past 5 years was perceived more important by
(Table 28) and, as shown in Table 29, M
Members (3.73 vs. 3.53).
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
improve
staff
staff
retention
Reasons for Coaching
Table 27
Comparison to ACHE Affiliation
The importance of obtaining managerial coaching+
Non-
member Member Fellow
3.74 3.83 3.63
b. To improve retention of high performing staff 3.69 3.82 3.59*
3.50 3.64 3.51
d. To contribute to succession planning 3.40 3.42 3.35
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
Change in the Importance of Coaching Since 2003
in the past 5 years was perceived more important by half of
(Table 28) and, as shown in Table 29, Members feel that coaching is more important today
staff
retention
career
develop
succession
plan
Chart 7
Reasons for Coaching - CEOs
unimportant
neutral
important
20 | P a g e
Overall
Mean
3.71
3.68
3.54
3.38
half of the respondents
more important today than do Non-
21 | P a g e
Table 28
The importance of coaching for you when compared to 2003
Percent
Much less important 2%
Less important 5%
About the Same 43%
More important 30%
Much more important 20%
Total 100%
Table 29
Comparison of ACHE Affiliation
The importance of coaching compared to 2003+
Non-
member Member Fellow
Overall
Mean
Being coached today compared to 2003 3.53* 3.73 3.59 3.62
+Data shows the means for a Likert scale of 1 (Much less important) to 5 (Much more important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
22 | P a g e
CEO Views About the Professional Development of Their Direct Reports
I Importance of Professional Society Membership for Direct Reports
More than half of responding CEOs (52%), as illustrated in Table 30, feel that professional society membership for
their direct reports is just as important as it was five years ago in 2003. Only a small percentage (10%) feels that it
has become less important. Non-Members see less importance in professional society membership than those
directly affiliated with ACHE (Table 31).
Table 30
The importance of professional society membership for senior managers
when compared to 2003
Percent
Much less important 2%
Less important 8%
About the Same 52%
More important 27%
Much more important 9%
Total 100%
Table 31
Comparison of ACHE Affiliation
Importance of Professional Society Membership for Senior Managers compared to 2003+
Non-
member Member Fellow
Overall
Mean
Membership in professional society
today compared with 2003 3.09** 3.43 3.39 3.23
+Data shows the means for a Likert scale of 1 (Much less important) to 5 (Much more important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
II Benefits of Professional Society Membership for Direct Reports
As shown in Table 32 and Chart 8, professional society membership is perceived to be more important for
networking and assisting career development for senior managers (67% and 63%, respectively). Establishing
ethical standards is not seen as high a benefit (43%) and one-fourth (25%) see this as an unimportant
function of professional society membership. Table 33 shows that Non
in these three areas for their direct reports. Fellows see the greatest value in membership assisting career
development.
How important is professional society membership for your direct reports for each of the following
unimportant
Set ethical standards
Provide a network of
colleagues
Assist career development
Importance of Professional Society Membership for CEOs’ Direct Reports for….
a. To ensure executive adherence to
ethical standards
b. To develop a network of colleagues
who can be called upon for advice
c. To assist in career development
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
0
0.2
0.4
0.6
0.8
Negative
Sr Mngrs' Relative Importance of Professional Societies
function of professional society membership. Table 33 shows that Non-members see consistently less benefit
in these three areas for their direct reports. Fellows see the greatest value in membership assisting career
Table 32
How important is professional society membership for your direct reports for each of the following
functions? (n=582)
Very
unimportant Unimportant Indifferent Important
9.7% 15.1% 32.2% 28.0%
3.5% 7.9% 21.2% 43.3
3.3% 8.9% 24.9% 44.8
Table 33
Comparison of ACHE Affiliation
Importance of Professional Society Membership for CEOs’ Direct Reports for….
Non-
member Member Fellow
a. To ensure executive adherence to 2.90** 3.25 3.39
b. To develop a network of colleagues
who can be called upon for advice
3.50** 3.75 3.91
c. To assist in career development 3.17** 3.62** 3.92**
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
Negative Neutral Positive
Chart 8
Sr Mngrs' Relative Importance of Professional Societies
for functions
Ethics
Network
Career D
23 | P a g e
members see consistently less benefit
in these three areas for their direct reports. Fellows see the greatest value in membership assisting career
How important is professional society membership for your direct reports for each of the following
Important
Very
Important
.0% 15.0%
43.3% 24.0%
44.8% 18.0%
Importance of Professional Society Membership for CEOs’ Direct Reports for….+
Overall
Mean
3.23
3.76
3.65
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
Ethics
Network
Career D
24 | P a g e
III Mechanisms to Encourage Direct Reports to Participate
in Professional Societies
On the whole, most hospitals provide three main incentives to encourage members to participate in
professional societies. As shown in Table 34, these include paying society dues (88%), paying educational
expenses (91%), and providing time off to participate (88%). A much smaller percentage (36%) includes
professional society membership in their annual evaluation, but very few use bonuses (5%) or any other
means to encourage membership activity. As can be seen in Table 35, Fellows are more likely to encourage
their subordinates to participate in professional societies by paying their annual dues (94.4% vs. 78.7% for
Non-Members) and providing time off to participate in activities (90.1% vs. 82.2%). Conversely, non-members
are less likely than Fellows to pay for educational program expenses (82.4% versus 94.1%).
Table 34
How do you encourage your direct reports to participate in professional societies?
% Yes
Pay their Annual Dues 87.5%
Pay Educational Expenses 90.9%
Time off to participate 87.9%
Bonus on Certification 5.2%
Include in Annual Evaluation 36.3%
Other 1.9%
Table 35
Comparison of ACHE Affiliation
How do you encourage your direct reports to participate in professional societies?
Non-
Member
Member
Fellow
Overall
Mean
a. Pay their annual dues 78.7% 84.6% 94.4%* 87.8%
b. Pay for educational program
expenses
82.4%* 92.6% 94.1% 90.9%
c. Time off to participate in
professional activities
82.2% 88.9% 90.1%* 87.9%
d. A bonus when certification is
achieved
5.0% 5.6% 5.1% 5.1%
e. Include in annual evaluation
criteria
32.3% 35.8% 38.6% 36.3%
Data shows the percentages for the given categories
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
25 | P a g e
IV Importance of Continuing Education for Direct Reports
Most CEOs feel that continuing education is important for their direct reports. Table 36 shows that except for
succession planning, more than half of the respondents felt that each of the potential benefits was deemed
to be important. Of the responding CEOs few thought that continuing education was unimportant for staying
current (12%), learning technology (11%), and career development (10%). When ACHE affiliation is compared
in Table 37, we find that the only significant value is that Non-members feel that continuing education is less
important to assist their direct reports’ career development than Fellows.
Table 36
How important is continuing education for your direct reports to... (n=582, Percent of
respondents)
Very
unimportant Unimportant Indifferent Important
Very
Important
To stay current 3.0% 9.3% 26.4% 37.9% 23.4%
To solve problems 1.2% 6.5% 24.7% 41.0% 26.6%
Learn New technology 2.1% 9.1% 21.9% 44.9% 22.0%
Understand Changes 1.7% 4.5% 13.6% 46.0% 34.1%
Career development 1.4% 8.6% 25.3% 42.3% 22.4%
Succession Planning 5.1% 14.0% 32.2% 31.5% 17.2%
Table 37
Comparison of ACHE Affiliation
Importance of continuing education for CEOs’ direct reports……+
Non-
member Member Fellow
Overall
Mean
To stay current with political changes 3.69 3.63 3.74 3.70
To learn techniques to solve immediate
problems
3.76 3.95 3.85 3.85
To learn about new technology 3.86 3.69 3.74 3.76
To understand changes in healthcare delivery 4.01 4.13 4.06 4.06
To assist in career development 3.47** 3.76 3.90 3.76
To contribute to succession planning 3.32 3.37 3.48 3.42
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
26 | P a g e
V Change in the Importance of Continuing Education Since 2003
More than half (54%) of CEOs believe that continuing education has become more important for their direct
reports in the past 5 years (Table 38); while very few (4%) felt that it had become less important. Members
felt that it has become more important in the past five years than nonmembers and Fellows (3.85 versus 3.66
and 3.64).
Table 38
The importance of continuing education
for senior managers when compared to 2003
Percent
Much less important 1%
Less important 3%
About the Same 43%
More important 34%
Much more important 20%
Total 100%
Table 39
Comparison of ACHE Affiliation
Importance of continuing education for senior managers compared to 2003+
Non-
member Member Fellow
Overall
Mean
Continuing education today compared with 2003 3.66 3.85** 3.64 3.70
+Data shows the means for a Likert scale of 1 (Much less important) to 5 (Much more important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
VI Involvement of Direct Reports in continuing education over the past 12 months
As shown in Table 40, most direct reports had been either moderately (51%) or considerably (35%) involved
in continuing education over the past 12 months. Very few had little (4%) or very little (1%) involvement in
continuing education. Table 41 shows that there is not a significant difference among the CEO comparison
groups.
27 | P a g e
Table 40
Senior Managers involvement in continuing
education in the last 12 months
Percent
Do Not Know 1%
Very Little 1%
Little 4%
Moderate 51%
Considerable 35%
Highly Involved 8%
Total 100%
Table 41
Comparison of ACHE Affiliation
Senior Managers involvement in continuing education in the last 12 months+
Non-
member Member Fellow
Overall
Mean
Sr. Mgt involvement with
continuing education 3.43 3.44 3.41 3.42
+Data shows the means for a Likert scale of 1 (Very little) to 5 (Highly involved)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
VII Importance of Credentialing for Direct Reports
Table 42 and Chart 9 illustrate that CEOs perceive that credentialing provides greater value to assist in career
development (61%) than in the three other functions that credentialing might impact i.e., signaling
competence (47%), providing evidence of knowledge (50%) and succession planning (43%). Conversely, a
large proportion believe that credentials are unimportant in signaling competence (19%), showing evidence
of knowledge (17%), and succession planning (24%). Table 43 shows that Fellows are more positive about the
importance of credentialing relative to each of these functions than non-Members. Fellows perceive
credentialing for their direct reports much more important than the other groups. Credentialing is seen as
important (3.51 vs. 2.90 for Non-members) even for succession planning and is consistently higher as a signal
for competent managerial skills, evidence of knowledge, and assistance in career development.
How important is obtaining a credential in healthcare management for your direct reports to...
(n=582, Percent of respondents)
Very
unimportant
Signal Competence 7.8
Evidence of Knowledge 6.8
Assist Career
development 5.4
Succession Planning 9.7
Comparison of ACHE Affiliation
Importance of obtaining healthcare management credential for direct reports
To signal the executive is competent in
managerial skills
To provide evidence that the executive has
requisite knowledge of healthcare delivery issues
To assist in career development
To contribute to succession planning
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
signal
competence
evidence
know.
Sr Mngrs' Reasons for Credentialing
Table 42
credential in healthcare management for your direct reports to...
(n=582, Percent of respondents)
Very
unimportant Unimportant Indifferent Important
7.8% 11.1% 34.1% 35.0%
6.8% 10.3% 32.5% 36.5%
5.4% 6.8% 26.5% 41.1%
9.7% 14.3% 33.4% 29.9%
Table 43
Comparison of ACHE Affiliation
Importance of obtaining healthcare management credential for direct reports+
Non-
member Member Fellow
Overall
To signal the executive is competent in
2.81** 3.09** 3.73**
To provide evidence that the executive has
requisite knowledge of healthcare delivery issues 2.91** 3.19** 3.79**
3.16** 3.47** 3.99**
To contribute to succession planning 2.90 2.99 3.51**
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
indicates a significant difference between the two other values.
evidence
know.
career devel succession
plan
Chart 9
Sr Mngrs' Reasons for Credentialing
unimportant
neutral
important
28 | P a g e
credential in healthcare management for your direct reports to...
Very
Important
12.0%
13.9%
20.2%
12.7%
Overall
Mean
3.32
3.40
3.64
3.22
unimportant
29 | P a g e
VIII Change in the Importance of Credentialing Since 2003
Most CEOs feel that healthcare management credentials are of the same or greater importance now for their
senior managers , than they were 5 years ago (Table 44). When compared to Members and Fellows, non-
Members see credentialing as less important today than 5 years ago (Table 45).
Table 44
The importance of credentialing for senior managers
when compared to 2003
Percent
Much less important 5%
Less important 6%
About the Same 54%
More important 25%
Much more important 10%
Total 100%
Table 45
Comparison of ACHE Affiliation
Importance of credentialing for senior managers compared to 2003+
Non-
member Member Fellow
Overall
Mean
Obtaining a healthcare management
credential today compared to 2003 3.09** 3.30 3.44 3.31
+Data shows the means for a Likert scale of 1 (Much less important) to 5 (Much more important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
IX Importance of Coaching for Direct Reports
As shown in Table 46 and Chart 10, most CEOs feel that managerial coaching is important for their direct
reports, especially to improve staff performance (72%), improving staff retention (66%), and assisting in
career development (63%). Fewer (50%) feel that it is important for succession planning. There is no
significant difference when ACHE affiliation is compared in Table 47.
How important is obtaining managerial coaching for your direct reports to... (n=582, Percent
Very
unimportant
Improve staff
performance 2.3
Improve staff retention 2.4
Assist in career
development 3
Succession Planning 5.9
Comparison of ACHE Affiliation
Importance
a. To improve staff performance
b. To improve retention of high performing
staff
c. To assist in career development
d. To contribute to succession planning
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
improve
staff
staff
retention
Reasons for Coaching
Table 46
How important is obtaining managerial coaching for your direct reports to... (n=582, Percent
of respondents)
Very
unimportant Unimportant Indifferent Important
2.3% 5.2% 20.2% 44.6%
2.4% 7.0% 24.3% 42.1%
3.0% 5.2% 29.1% 40.9%
5.9% 9.9% 34.6% 30.5%
Table 47
Comparison of ACHE Affiliation
Importance of Coaching for Direct Reports+
Non-
member Member Fellow
Sr. Mgt 3.88 4.02 3.85
b. To improve retention of high performing
Sr. Mgt 3.76 3.91 3.73
Sr. Mgt 3.65 3.76 3.77
d. To contribute to succession planning Sr. Mgt 3.42 3.50 3.48
+Data shows the means for a Likert scale of 1 (Very unimportant) to 5 (Very important)
* indicates a significant difference between one other value;
indicates a significant difference between the two other values.
staff
retention
career
develop
succession
plan
Chart 10
Reasons for Coaching - Sr Mngrs
unimportant
neutral
important
30 | P a g e
How important is obtaining managerial coaching for your direct reports to... (n=582, Percent
Very
Important
27.7%
24.3%
21.8%
19.0%
Overall
Mean
3.90
3.79
3.73
3.47
31 | P a g e
X Change in the Importance of Coaching for Senior Managers Since 2003
A majority of CEOs (55%) feel that coaching has become more important for their senior managers in the past
5 years (see Table 48). Very few (4%) feel that it has become less important. Non-Members when compared
to Members ascribe less importance to coaching today than five years ago (see Table 49).
Table 48
The importance of coaching for senior managers
when compared to 2003
Percent
Much less important 1%
Less important 3%
About the Same 41%
More important 34%
Much more important 21%
Total 100%
Table 49
Comparison of ACHE Affiliation
Importance of Coaching for senior managers compared to 2003+
Non-
member Member Fellow
Overall
Mean
Being coached today compared to 2003 3.61* 3.83 3.70 3.72
+Data shows the means for a Likert scale of 1 (Much less important) to 5 (Much more important)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
Value and Impact of Professional Development
I Value of Professional Development
Table 50 and Chart 11 illustrate a mixed perception among CEOs. Although almost half (43%) disagree that
professional membership costs too much, almost one-fourth (22%) agree with this statement. Likewise,
about one-fourth (21%) believe that there is little value in certification, while 61% disagree. Not surprisingly,
Table 51 shows that Non-members see less value in professional development; while Fellows see the greatest
value.
How much do you agree with the following statements?
Professional Society Membership c
There is little value for HC certification
Professional societies educational programs provide
little value to my organization
Professional societies educational programs provide
little value to me
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
too high cost
of
membership
Table 50
How much do you agree with the following statements?
Strongly
Disagree Disagree Neutral
rofessional Society Membership costs too much 7.2% 35.7% 35.1
There is little value for HC certification 17.4% 42.8% 19.1
Professional societies educational programs provide
17.4% 53.1% 19.6
Professional societies educational programs provide
18.2% 54.0% 17.9
little value
certif
little value of
educ prog to
organ
little value
prof to me
Chart 11
Professional Society has....
disagree
neutral
agree
32 | P a g e
Neutral Agree
Strongly
Agree
35.1% 17.5% 4.5%
19.1% 15.1% 5.7%
19.6% 8.6% 1.4%
17.9% 7.6% 2.4%
disagree
neutral
agree
33 | P a g e
Table 51
Comparison of ACHE Affiliation
How much do you agree with the following statements?+
Non-
member Member Fellow
Overall
Mean
a. Membership in professional societies
costs too much for the value I receive. 3.22** 2.78** 2.50** 2.76
b. There is little value for me to achieve
certification in healthcare management. 3.31** 2.66** 1.94** 2.49
c. Educational programs sponsored by
professional societies provide little
value to my organization.
2.60** 2.23** 2.03** 2.24
d. Educational programs sponsored by
professional societies provide little
value to me.
2.69** 2.19** 1.98** 2.22
+Data shows the means for a Likert scale of 1 (Strongly disagree) to 5 (Strongly agree)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
II Additional Value of Professional Development
As demonstrated in Table 52, professional relationships formed from professional society membership were
felt to have been important for CEOs’ individual careers (60%) and the CEOs’ organizations (58%). Most also
agree that they effectively apply information learned from outside educational programs (87%). Only a
relatively small minority believe that professional relationships have not been useful in their career (15%) and
that professional relationships have not been beneficial to their organization (14%). However, as shown in
Table 53, Fellows feel greater value from membership and Non-members do not apply as effectively the
information obtained from outside educational seminars.
Table 52
How much do you agree with the following statements?
Strongly
Disagree Disagree Neutral Agree
Strongly
Agree
Professional relationships I have formed through my
professional society membership have been important in
my career
3.8 11.6 24.9 42.1 17.6
I apply information I learn from outside educational
seminars effectively to use in my organization 0.7 1.4 11 67.4 19.5
The professional relationships I have formed through my
professional society memberships have been important
for my organization
3.7 9.8 28.9 41.1 16.6
34 | P a g e
Table 53
Comparison with ACHE Affiliation
How much do you agree with the following statements?+
Non-
member
Member
Fellow
Overall Mean
a. The professional relationships I have
formed through my professional society
memberships have been important in my
career
3.35 3.43 3.79* 3.58
b. I apply information I learn from outside
educational seminars effectively to use in my
organization
3.89* 4.03 4.12 4.04
c. The professional relationships I have
formed through my professional society
memberships have been important for my
organization
3.36 3.47 3.74* 3.57
+Data shows the means for a Likert scale of 1 (Strongly disagree) to 5 (Strongly agree)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
III Value of Professional Development to Direct Reports
CEOs believe rather strongly that professional society affiliation benefits their senior staff and certification is
of value (Table 54 and Chart 12). Given the statement that professional membership is too expensive to
benefit their senior managers, half of the respondents (56%) disagreed whereas nearly one third (31%)
remained neutral. This sentiment was even stronger in reacting to the statement that there was little value
for senior managers getting certification. However, 13 percent felt that membership for their direct reports
was too expensive and 12 percent believed there was little value for their senior managers to obtain
certification. Again, as can be seen in Table 55, Non-members perceive less value; while Fellows see greatest
value in professional society membership for their direct reports.
How much do you agree with the following statements?
Membership in professional societies is too expensive to
benefit my senior management
There is little value for my senior management
achieving certification in healthcare management
Educational programs sponsored by professional
societies provide little value to my organization
How much do you agree with the following statements?
a. Membership in professional
is too expensive to benefit
managers.
b. There is little value for my senior
managers in achieving certification in
healthcare management.
c. Educational programs sponsored by
professional societies provide little
to my organization.
+Data shows the means for a Likert scale of 1 (Strongly disagree) to 5 (Strongly agree)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
disagree
Professional Society education for Sr Mngrs is
Table 54
How much do you agree with the following statements?
Strongly
Disagree Disagree Neutral
Membership in professional societies is too expensive to 7.6% 48.6% 30.7
my senior management in
achieving certification in healthcare management 10.9% 54.1% 22.8
Educational programs sponsored by professional
my organization. 12.8% 57.1% 21.8
Table 55
Comparison of ACHE Affiliation
How much do you agree with the following statements?+
Non-
member Member Fellow
Membership in professional societies
to benefit my senior 2.93** 2.52** 2.30**
my senior
certification in 2.86** 2.49** 2.11**
Educational programs sponsored by
provide little value 2.65** 2.25** 2.08**
+Data shows the means for a Likert scale of 1 (Strongly disagree) to 5 (Strongly agree)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
neutral agree
Chart 12
Professional Society education for Sr Mngrs is
too high cost of
membership
little value certif
little value of educ prog to
organ
35 | P a g e
Neutral Agree
Strongly
Agree
30.7% 10.2% 2.9%
22.8% 9.1% 3.1%
21.8% 6.7% 1.6%
Overall
Mean
2.52
2.41
2.27
+Data shows the means for a Likert scale of 1 (Strongly disagree) to 5 (Strongly agree)
little value of educ prog to
IV Additional Value of Professional Membership fo
Table 56 and Chart 13 indicate that most CEOs believe that their senior
organization gains value from professional relationships
seminars they attend. More than sixty percent agree wit
that Non-Members perceive less value
How much do you agree with the following statements?
a. The professional relationships formed by
senior managers through professional society
memberships have been important
careers.
b. Information senior managers learn from
outside educational seminars is effectively
transferred to our organization
c. The professional relationships formed by my
senior managers through professional society
memberships have been important
organization.
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
disagree neutral
Additional Value of Professional Membership for Direct Reports
Table 56 and Chart 13 indicate that most CEOs believe that their senior managers’ careers
value from professional relationships they develop and from the outside educational
. More than sixty percent agree with each of the statements. As before, Table 57 shows
Members perceive less value for their direct reports in all three categories.
Table 56
How much do you agree with the following statements?
Strongly
Disagree Disagree Neutral Agree
a. The professional relationships formed by my
through professional society
memberships have been important in their 1.7% 7.0% 29.4% 53.7
learn from
outside educational seminars is effectively 0.2% 3.6% 19.9% 66.1
c. The professional relationships formed by my
through professional society
memberships have been important in our 2.1% 7.8% 28.4% 53.8
neutral agree
Chart 13
Sr Mngrs receive....
prof relationships
important in career
seminars effect in organ
prof relationships
important for org
36 | P a g e
r Direct Reports
managers’ careers and the
outside educational
h each of the statements. As before, Table 57 shows
Agree Strongly
Agree
53.7% 8.2%
66.1% 10.2%
53.8% 7.8%
seminars effect in organ
37 | P a g e
Table 57
Comparison of ACHE Affiliation
How much do you agree with the following statements?+
Non-
member Member Fellow
Overall
Mean
a. The professional relationships formed by my
senior managers through professional society
memberships have been important in their
careers.
3.36* 3.61 3.72 3.60
b. Information senior managers learn from
outside educational seminars is effectively
transferred to our organization
3.57* 3.85 3.96 3.83
c. The professional relationships formed by my
senior managers through professional society
memberships have been important in our
organization.
3.34* 3.58 3.71 3.57
+Data shows the means for a Likert scale of 1 (Strongly disagree) to 5 (Strongly agree)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
V Change in Money Spent on Continuing Education in the Past 5 Years
Interestingly, as shown in Table 58, in the past 5 years the amount of money spent on non-clinical continuing
education has increased at many hospitals (8% increased substantially and 30% increased somewhat).
However, over one-fourth of all hospitals decreased their expenses in this area during this time (8%
decreased substantially and 20% decreased somewhat). The change in the amount of money spent on
professional educational activities was not significantly different among the three categories of respondents.
Table 58
How has the money spent at your hospital for non-clinical
continuing education changed in the past 5 years?
% Yes
Increased substantially (25% or more increase) 8.4%
Increased somewhat (5% to 24% increase) 29.7%
Stayed constant 32.9%
Decreased somewhat (-5% to -24% decrease) 19.8%
substantially (-25% or more decrease) 7.9%
Do not know 1.2%
38 | P a g e
Table 59
Comparison of ACHE Affiliation
How has the money spent at your hospital for non-clinical continuing education changed in the
past 5 years
Non-
member Member Fellow
Overall
Mean
a. Increased substantially (25% or more increase) 10.6% 11.1% 5.9% 8.4%
b. Increased somewhat (5% to 24% increase) 27.0% 35.8% 26.8% 29.7%
c. Stayed constant 32.6% 27.2% 36.8% 32.9%
d. Decreased somewhat (-5% to -24% decrease) 21.3% 18.5% 19.9% 19.8%
e. Decreased substantially (-25% or more decrease) 6.4% 6.2% 9.9% 7.9%
f. Do not know 2.1% 1.2% 0.7% 1.2%
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
VI Programs Financially Supported by Hospitals
As shown in Table 60, almost all hospitals pay for formal degree programs directly related to their work (88%)
and a high percentage pay for non-degree certification programs (73%). Fewer pay for non-degree non-
certification programs (34%) and fewer still for degree programs not related to their work (16%) and degree
programs based at their hospital (17%). Table 61 shows that CEOs who are Fellows are more likely to pay for
formal degree programs directly relating to the work role of their direct reports than are Members or
nonmembers.
Table 60
Which of the following programs does your hospital financially
support?
% Yes
Formal degree programs directly related to work role 88.1%
Formal degree programs without regard to relatedness 16.1%
Non-degree certification programs 73.1%
Non-degree non-certification programs 34.0%
Degree programs based at hospital 16.8%
Do not know 2.4%
39 | P a g e
Table 61
Comparison of ACHE Affiliation
Which of the following programs does your hospital financially support?
Non- Overall
Member Member Fellow Mean
a. Formal degree programs directly related to work role 82.1% 85.2% 94.1%* 88.6%
b. Formal degree programs w/o regard to relatedness 16.4% 15.4% 16.2% 16.1%
c. Non-degree certification programs 69.3% 74.7% 73.9% 73.1%
d. Non-degree non-certification programs 35.7% 35.2% 32.0% 34.0%
e. Degree program based at hospital 15.0% 15.4% 18.4% 16.8%
f. Do not know 2.9% 3.7% 1.5% 2.4%
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
VII Drivers of Professional Development Activities
Overall, as illustrated in Table 62 and Chart 14, professional development seems to be driven by quality
concerns (87%), employee retention (83%), and the desire to encourage innovation (83%). The least
important driver was succession planning (39%). When comparing ACHE affiliation in Table 63, we find that
non-ACHE affiliates state that career development is less of a driver for professional development in their
organization than it is in organizations led by affiliates of ACHE (3.49 versus 3.84). Fellows acknowledge that
community need is less of a driver for their organizations’ professional development initiatives than
Members (3.37 versus 3.56).
Table 62
Professional development activities in my organization are driven by the need for….
(Percent of responses)
Strongly
Disagree Disagree Neutral Agree
Strongly
Agree
Career development 1.0% 6.8% 25.2% 54.0% 12.9%
Succession Planning. 4.7% 15.6% 40.4% 30.9% 8.4%
Community Needs 1.4% 11.4% 37.0% 41.1% 9.1%
Quality Concerns 1.2% 1.4% 10.1% 55.0% 32.3%
Employee Retention 0.2% 3.3% 13.4% 62.2% 20.9%
Encouraging Innovation 0.5% 2.1% 14.2% 57.5% 25.7%
Need to Reduce Costs 1.2% 6.8% 23.1% 47.5% 21.5%
Comparison of ACHE Affiliation
Professional Development activities in my organization are driven by the need for…
a. Career Development.
b. Succession Planning.
c. Community Needs
d. Quality Concerns
e. Employee Retention
f. Encouraging Innovation
g. Reducing Costs
+Data shows the means for a Likert scale of 1 (Strongly disagree) to 5 (Strongly agree)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values.
00.10.20.30.40.50.60.70.80.9
Professional Development is driven by
Table 63
Comparison of ACHE Affiliation
Development activities in my organization are driven by the need for…
Member Fellow
Non-
member
Overall
Mean
3.49* 3.70 3.84 3.71
3.19 3.32 3.20 3.23
3.49 3.56 3.37* 3.45
4.17 4.24 4.11 4.16
3.93 4.08 4.00 4.00
3.98 4.11 4.07 4.06
3.68* 3.84 3.88 3.82
+Data shows the means for a Likert scale of 1 (Strongly disagree) to 5 (Strongly agree)
* indicates a significant difference between one other value;
indicates a significant difference between the two other values.
Chart 14
Professional Development is driven by -
disagree
neutral
agree
40 | P a g e
Development activities in my organization are driven by the need for…+
Overall
Mean
3.71
3.23
3.45
4.16
4.00
4.06
3.82
disagree
41 | P a g e
VIII Organizational Impact of Professional Development
Overall, as shown in Table 64 and Chart 15, increasing innovation (78%), attracting better employees (76%),
and lowering turnover (68%) were the most frequent outcomes associated with professional development
activities suggested by CEOs. Although over half (53%) agreed that professional development improved
profits, a sizeable proportion, 41 percent, were neutral. The comparison of CEOs in Table 65 demonstrated
that consistently, Non-Members compared to affiliates of ACHE, believe that professional development has
less impact on their organization’s operations in terms of net profits, attracting better employees, lowering
turnover, and increasing innovation.
Table 64
How does professional development impact your organization's operations?
Strongly
Disagree Disagree Neutral Agree
Strongly
Agree
Improves net profits 1.6% 4.2% 41.3% 43.2% 9.7%
Attracts better
employees 1.7% 3.5% 18.6% 57.1% 19.1%
Lowers turnover 2.1% 3.1% 26.4% 54.9% 13.5%
Increases innovation 1.2% 1.9% 17.9% 59.9% 19.0%
.
+Data shows the means for a Likert scale of 1 (Strongly disagree) to 5 (Strongly agree)
* indicates a significant difference between one other value;
** indicates a significant difference between the two other values
Table 65
Comparison of ACHE Affiliation
How does professional development impact your organization’s operations?+
Member Fellow
Non-
member
Overall
Mean
Improves net profits 3.42* 3.63 3.59 3.55
Attracts better employees 3.72* 3.94 3.93 3.88
Lowers turnover 3.61* 3.82 3.77 3.75
Increases innovation 3.81* 3.97 3.99 3.94
CONCLUSIONS:
The study revealed that CEOs place a great deal of importance on professional development activities such as
membership in professional societies, credentialing
They demonstrate their commitment to professional develo
professional societies, getting credentialed, and by participating in continuing educational activities
on-site and off-site seminars, meetings and conferences
the professional development of their direct reports by paying for
attend seminars and conferences. The CEOs believe that credentials
competence and knowledge. They also believ
improves staff performance but also enhances retention rates and encourage
management.
The study suggests that investment
management has grown in the last five years
positive impact of professional developmental activities in terms of lower turnover rates and indirect benefits
accrued by networking and the ability to stay abreast with new developments in health care management.
general, a majority of CEOs thought
resulted in an improved workforce. Not only d
increased innovation. Respondents were less positive about its impact on improving the profitability of their
organizations however.
0
0.1
0.2
0.30.4
0.5
0.6
0.7
0.8
improves
profit
attracts
better
employees
Professional Development Outcomes
d that CEOs place a great deal of importance on professional development activities such as
membership in professional societies, credentialing and participation in continuing educational activities.
They demonstrate their commitment to professional development activities by becoming members of
professional societies, getting credentialed, and by participating in continuing educational activities
, meetings and conferences. They demonstrate the same commitment toward
the professional development of their direct reports by paying for such activities and by allowing time off to
seminars and conferences. The CEOs believe that credentials and memberships
. They also believe that support of professional development activities not only
improves staff performance but also enhances retention rates and encourages innovative approaches in
The study suggests that investment at many U.S. hospitals in the professional development of
has grown in the last five years in terms of financial resources. Many CEOs also reported a
positive impact of professional developmental activities in terms of lower turnover rates and indirect benefits
crued by networking and the ability to stay abreast with new developments in health care management.
thought that professional development for themselves and their direct reports
in an improved workforce. Not only did it lower turnover, but it attracted better employees and
innovation. Respondents were less positive about its impact on improving the profitability of their
attracts
better
employees
lowers
turnover
increases
innovation
Chart 15
Professional Development Outcomes
disagree
neutral
agree
42 | P a g e
d that CEOs place a great deal of importance on professional development activities such as
and participation in continuing educational activities.
by becoming members of
professional societies, getting credentialed, and by participating in continuing educational activities; including
. They demonstrate the same commitment toward
activities and by allowing time off to
and memberships signal professional
support of professional development activities not only
innovative approaches in
in the professional development of top
resources. Many CEOs also reported a
positive impact of professional developmental activities in terms of lower turnover rates and indirect benefits
crued by networking and the ability to stay abreast with new developments in health care management. In
for themselves and their direct reports
better employees and
innovation. Respondents were less positive about its impact on improving the profitability of their
disagree
43 | P a g e
CEOs who were already credentialed or were otherwise affiliated with the American College of Healthcare
Executives placed greater value on supporting and engaging in professional development activities than their
counterparts without such credentials.
Our research offers a glimpse at the value and use of professional development in U.S. hospitals. We hope
that this information will encourage further analyses to determine new questions that can be raised by our
study, including the causality of coaching, mentoring, and professional affiliation and their relationship to
organizational outcomes, such as profitability and employee turnover. We hope that this research helps
inform healthcare executives and assists them to improve their organizations and employees.
44 | P a g e
BIBLIOGRAPHY
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Management Journal. Cincinnati: Winter 2008. Vol. 73, Iss. 1; pg. 10, 12 pgs
Alter, A., “Leadership development: What works?” Computerworld. Framingham: Mar 22, 1999. Vol. 33, Iss.
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18, 1 pgs
Dolan, T. “Mentoring at Every Level”, Healthcare Executive. Chicago: Sep/Oct 2004. Vol. 19, Iss. 5; pg. 6, 2 pgs
Hatcher, L. 1994, “A Step by Step Approach to Using SAS for Factor Analysis and Structural Equation
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Hollis, R., “Leader-as-Teacher: A Model for Executive Development Success”, Organization Development
Journal. Chesterland: Summer 2007. Vol. 25, Iss. 2; pg. P85, 5 pgs
Koester, J., J. Nunley, E. Higgins, C. Laarkamp, J. Baker, “A nursing career leadership program”. Nursing
Management. Chicago: Sep 1995. Vol. 26, Iss. 9; pg. 84, 4 pgs
McAlearney, A., “Exploring mentoring and leadership development in healthcare organizations: Experience
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Meyers, S. “Growing Leaders in Your Own Backyard”. Trustee. Chicago: Jun 2007. Vol. 60, Iss. 6; pg. 8, 4 pgs
Peterson, R., “Skill-building resources for medical staff”, Healthcare Executive. Chicago: May/Jun 2002. Vol.
17, Iss. 3; pg. 80, 2 pgs
Penuel, W., B. Fishman, R. Yamaguchi, L. Gallagher, “What Makes Professional Development Effective?
Strategies That Foster Curriculum Implementation”, American Educational Research Journal. Washington:
Dec 2007. Vol. 44, Iss. 4; pg. 921, 38 pgs
Reese, A. “Tools for Professional Excellence”. Supply & Demand Chain Executive. Fort Atkinson: Aug/Sep
2006. Vol. 7, Iss. 5; pg. 28, 4 pgs
Rice, J., G. Clark, “C-Suite Talent Development”. Healthcare Executive. Chicago: Nov/Dec 2005. Vol. 20, Iss. 6;
pg. 46, 2 pgs
Romano, M., “Masters of the universe”. Modern Healthcare. Chicago: Jan 19, 2004. Vol. 34, Iss. 3; pg. 6
45 | P a g e
Schoenhard, W. “Investing in the next generation”, Modern Healthcare. Chicago: Mar 27, 2006. Vol. 36, Iss.
13; pg. 49, 1 pgs
Scott, G., “Coach, challenge, lead: Developing an indispensable management team”. Healthcare Executive.
Chicago: Nov/Dec 2002. Vol. 17, Iss. 6; pg. 16, 5 pgs
Sherer, Jill L. “Retooling leaders” Hospitals & Health Networks, 1994, 68(1): 42-45
46 | P a g e
Appendix 1
ACHE Professional Development Survey
Distributed December 2008 and January 2009
Are you the hospital CEO? Yes ___ No ___
If no, please forward this survey to the CEO.
1. Please indicate if you have any of the following educational degrees. (Check all that apply.)
Bachelor’s degree in healthcare management
Master’s degree in healthcare management
Doctorate degree in healthcare management
Other________________________ (please provide degree & major)
2. How many managers/executives report directly to you? ENTER NUMBER ______
NOTE: We will refer to the managers/executives who report directly to you as
senior management (Sr. Mgt.) in this survey.
3. Which functional areas do your reports supervise?
Operations Finance
Medical Staff Information systems
Nursing Other specify:
Corporate Services ____________________________
____________________________
47 | P a g e
Professional Society Membership
4. Please rate the importance of professional society membership for you and your direct reports (Sr. Mgt)
when compared to 2003? (Please circle one number in each row)
Much less About Much more
important the same important
Membership in professional society CEO 1 2 3 4 5
today compared with 2003 Sr. Mgt 1 2 3 4 5
5. In your view, how important is professional society membership for you, the CEO, and for your direct
reports (Sr. Mgt) in each of the following functions? (Please circle a number in each row)
Very
unimportant
Very
important
a. To ensure executive adherence CEO 1 2 3 4 5
to ethical standards Sr. Mgt 1 2 3 4 5
b. To develop a network of colleagues
who can be called upon CEO 1 2 3 4 5
for advice Sr. Mgt 1 2 3 4 5
d. To assist in career CEO 1 2 3 4 5
development Sr. Mgt 1 2 3 4 5
6. In which ways do you encourage your direct management reports (Sr. Mgt.) to participate in
professional societies? (Please check all that apply)
a. Pay their annual dues
b. Pay for educational program expenses
c. Time off to participate in professional activities
d. A bonus when certification is achieved
e. Include in annual evaluation criteria
48 | P a g e
f. Other_______________
Continuing Education
7. In your view, how important is continuing education for you and for your direct reports (Sr. Mgt)?
(Please circle one number in each row)
Very
unimportant
Very
important
a. To stay current with political CEO 1 2 3 4 5
changes Sr. Mgt 1 2 3 4 5
b. To learn techniques to solve CEO 1 2 3 4 5
immediate problems Sr. Mgt 1 2 3 4 5
c. To learn about new CEO 1 2 3 4 5
technology Sr. Mgt 1 2 3 4 5
d. To understand changes in CEO 1 2 3 4 5
healthcare delivery Sr. Mgt 1 2 3 4 5
e. To assist in career CEO 1 2 3 4 5
development Sr. Mgt 1 2 3 4 5
f. To contribute to CEO 1 2 3 4 5
succession planning Sr. Mgt 1 2 3 4 5
8. Please rate the importance of continuing education for you and your direct reports (Sr. Mgt) when
compared to 2003? (Please circle a number in each row)
Much less About Much more
important the same important
Continuing education today CEO 1 2 3 4 5
compared with 2003 Sr. Mgt 1 2 3 4 5
49 | P a g e
9. What is your preference for the various modes of continuing education?
Not
Preferred Neutral Preferred
a. Face to face seminars at your
healthcare facility 1 2 3 4 5
b. Offsite face to face seminars 1 2 3 4 5
c. CDs or DVDs 1 2 3 4 5
d. Webinars 1 2 3 4 5
e. Large conferences with
90 to 180 minute presentations 1 2 3 4 5
f. Self study manuals 1 2 3 4 5
g. Books/journal discussion groups 1 2 3 4 5
h. Online seminars for several weeks 1 2 3 4 5
i. Other 1 2 3 4 5
10. Compared to 2003, how has your use of the following modes of continuing education changed?
Increased
a lot
About
the
same
Decreased
a lot
a. Face to face seminars at your
healthcare facility 1 2 3 4 5
b. Offsite face to face seminars 1 2 3 4 5
c. CDs or DVDs 1 2 3 4 5
d. Webinars 1 2 3 4 5
e. Large conferences with 1 2 3 4 5
50 | P a g e
90 to 180 minute presentations
f. Self study manuals 1 2 3 4 5
g. Books/journal discussion groups 1 2 3 4 5
h. Online seminars for several weeks 1 2 3 4 5
i. Other (if listed in # 9.i.) 1 2 3 4 5
11. Defining continuing education as activities listed from “a” to “i” in the previous question, over the past
12 months, approximately how many hours have you participated in continuing education?
ENTER AN ESTIMATED NUMBER OF HOURS ___________
12. Defining continuing education as activities listed from “a” to “i” in the previous question, over the past
12 months on average how involved have your direct reports (Sr. Mgt.) been in continuing education?
Very little Moderate Highly
Do not
know
involvement involvement involved
Sr. Mgt involvement with
continuing education 0 1 2 3 4 5
Credentialing
13. In your view, how important is obtaining a credential in healthcare management for the CEO and for your
direct reports (Sr. Mgt)? (Please circle one number in each row)
Very
unimportant
Very
important
a. To signal the executive is CEO 1 2 3 4 5
competent in managerial skills Sr. Mgt 1 2 3 4 5
51 | P a g e
b. To provide evidence that the
executive has requisite knowledge CEO 1 2 3 4 5
of healthcare delivery issues Sr. Mgt 1 2 3 4 5
c. To assist in career CEO 1 2 3 4 5
development Sr. Mgt 1 2 3 4 5
d. To contribute to CEO 1 2 3 4 5
succession planning Sr. Mgt 1 2 3 4 5
14. Please rate the importance of healthcare management credentials for you and your direct reports (Sr.
Mgt) when compared to 2003?
Much less About
the
Much
more
important same important
Obtaining a healthcare management CEO 1 2 3 4 5
credential today compared to 2003 Sr. Mgt 1 2 3 4 5
Coaching
15. In your view, how important is obtaining managerial coaching for you and for your direct reports (Sr.
Mgt)? (Please circle one number in each row)
Very
unimportant
Very
important
a. To improve staff performance CEO 1 2 3 4 5
Sr. Mgt 1 2 3 4 5
b. To improve retention of high CEO 1 2 3 4 5
performing staff Sr. Mgt 1 2 3 4 5
52 | P a g e
c. To assist in career CEO 1 2 3 4 5
development Sr. Mgt 1 2 3 4 5
d. To contribute to CEO 1 2 3 4 5
succession planning Sr. Mgt 1 2 3 4 5
16. Please rate the importance of coaching for you and your senior management team when compared to
2003? (Please circle one number in each row)
Much less About the Much more
important same important
Being coached today compared CEO 1 2 3 4 5
to 2003 Sr. Mgt 1 2 3 4 5
Impact of Professional Society Membership
17. How much would you agree with the following statements?
Strongly
Disagree Neutral Agree
Strongly
agree disagree
a. Membership in professional societies
costs too much for the value I receive. 1 2 3 4 5
b. There is little value for me to achieve
certification in healthcare management. 1 2 3 4 5
c. Educational programs sponsored by
professional societies provide little value to
my organization. 1 2 3 4 5
53 | P a g e
d. Educational programs sponsored by
professional societies provide little value to
me. 1 2 3 4 5
If you circled 4 or 5 in response to Q. 17 above, please tell us why you hold these views.
___________________________________________________________________________
___________________________________________________________________________
18. Again, indicate your views of the following statements:
Strongly
Disagree Neutral Agree
Strongly
agree disagree
a. The professional relationships I have
formed through my professional society
memberships have been important in my
career 1 2 3 4 5
b. I apply information I learn from
outside educational seminars effectively
to use in my organization 1 2 3 4 5
c. The professional relationships I have
formed through my professional society
memberships have been important for
my organization 1 2 3 4 5
If you circled 1, 2, 3 in response to the Q. 18 above, please tell us why you hold these views.
___________________________________________________________________________
___________________________________________________________________________
19. How much would you agree with the following statements?
Strongly Disagree Neutral Agree Strongly
54 | P a g e
disagree agree
a. Membership in professional societies are
too expensive to benefit my senior
management. 1 2 3 4 5
b. There is little value for my senior
management in achieving certification in
healthcare management. 1 2 3 4 5
c. Educational programs sponsored by
professional societies provide little value to
my organization. 1 2 3 4 5
If you circled 4 or 5 in response to Q. 19 above, please tell us why you hold these views.
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
20. Again, indicate your views of the following statements:
Strongly
Disagree Neutral Agree
Strongly
agree disagree
a. The professional relationships formed by my
senior managers through professional society
memberships have been important in their
careers. 1 2 3 4 5
b. Information senior managers learn from
outside educational seminars is effectively
transferred to our organization 1 2 3 4 5
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c. The professional relationships formed by my
senior managers through professional society
memberships have been important in our
organization. 1 2 3 4 5
If you circled 1, 2, 3 in response to Q. 20, please tell us why you hold these views.
___________________________________________________________________________
___________________________________________________________________________
21. How has the money spent at your hospital for non-clinical continuing education changed in the past 3 years?
(please check one of the following)
a. Increased substantially (25% or more increase)
b. Increased somewhat (5% to 24% increase)
c. Stayed constant
d. Decreased somewhat (-5% to -24% decrease)
e. Decreased substantially (-25% or more decrease)
f. Do Not Know
22. Which of the following programs does your hospital financially support? (please check all appropriate)
a. Formal degree programs directly related to work role
b. Formal degree programs without regard to relatedness to work role
c. Non-degree certification programs
d. Non-degree non-certification programs
e. Degree program based at hospital
f. Do Not Know
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23. Professional development activities in my organization are driven by the need for
Strongly
Neutral
Strongly
agree disagree
a. Career Development. 1 2 3 4 5
b. Succession Planning. 1 2 3 4 5
c. Community Needs 1 2 3 4 5
d. Quality Concerns 1 2 3 4 5
e. Employee Retention 1 2 3 4 5
f. Encouraging Innovation
g. Reducing costs 1 2 3 4 5
24. In your opinion, how does professional development impact your organization’s operations?
Strongly
Neutral
Strongly
agree disagree
Improves net profits 1 2 3 4 5
Attracts better employees 1 2 3 4 5
Lowers turnover 1 2 3 4 5
Increases innovation 1 2 3 4 5
Other __________ 1 2 3 4 5
About you
25. How many years have you worked as a hospital CEO? _______ years
26. How many years have you worked at your current hospital?
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a. In your current role? ___________ years
b. In total at your hospital _________ years
27. Your age? ________ years
28. Your sex a. Male b. Female
29. What would you say is your primary professional membership society? (Check one only)
American Academy of Medical Administrators
American College of Healthcare Executives
American College of Physician Executives
Healthcare Financial Management Association
American Organization of Nurse Executives
Other (please specify) _______________________________________
_________________________________________________________
None
30. Are you a Fellow in American College of Healthcare Executives? YES No
If you would like a copy of the results please provide us your email
______________________________________
Thank you for your assistance!
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Appendix 2: Non-Response Analysis
The following non-response analysis examines possible response bias using a Chi-Square procedure.
Factors that were considered include the geographic region of the hospital, the type of organizational
control/ownership, the bed size of the hospital, and whether the hospital CEO was an affiliate of
ACHE. The first three variables were obtained from the 2007 American Hospital Association data
base.
GEOGRAPHIC REGION
Region
No
Response Responded
Total
Number
% No
Response
%
Respondents
Not Given 16 11 27 59.3% 40.7%
New England 53 20 73 72.6% 27.4%
Mid Atlantic 120 51 171 70.2% 29.8%
South Atlantic 210 72 282 74.5% 25.5%
East North
Central 207 87 294 70.4% 29.6%
East South
Central 128 48 176 72.7% 27.3%
West North
Central 186 113 299 62.2% 37.8%
West South
Central 203 78 281 72.2% 27.8%
Moutain 113 44 157 72.0% 28.0%
Pacific 185 56 241 76.8% 23.2%
Total 1421 580 2001 71.0% 29.0%
Response Bias Test by
Geographic Region
Statistic DF Value Prob
Chi-Square 9 19.3107 0.0227
Likelihood Ratio Chi-Square 9 18.8553 0.0265
Mantel-Haenszel Chi-Square 1 0.6279 0.4281
Phi Coefficient 0.0982
Contingency Coefficient 0.0978
Cramer's V 0.0982
Effective Sample Size = 2001
Frequency Missing = 3
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CONTROL/OWNERSHIP
No
Response Responded
Total
Sample
Population
% No
Response
%
Respondents
Governmental Non-Federal State 27 13 40 67.5% 32.5%
Governmental Non-Federal County 110 69 179 61.5% 38.5%
Governmental Non-Federal City 29 17 46 63.0% 37.0%
Governmental Non-Federal City/County 9 4 13 69.2% 30.8%
Governmental Non-Federal Hospital
District 174 68 242 71.9% 28.1%
Non-Governmental NFP Church 147 59 206 71.4% 28.6%
Non-Governmental Other NFP 669 278 947 70.6% 29.4%
Investor Owned 63 17 80 78.8% 21.3%
Investor Owned Corporation 193 55 248 77.8% 22.2%
Total 1421 580 2001 71.0% 29.0%
Response Bias Test by
Control/Ownership
Statistic DF Value Prob
Chi-Square 9 17.7124 0.0387
Likelihood Ratio Chi-Square 9 17.6698 0.0392
Mantel-Haenszel Chi-Square 1 12.8109 0.0003
Phi Coefficient 0.0941
Contingency Coefficient 0.0937
Cramer's V 0.0941
Effective Sample Size = 2001
Frequency Missing = 3
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BED SIZE
Bed Size
No
Response Responded
Total
Sample
Population
% No
Response
%
Respondents
<100 680 293 973 69.9% 30.1%
100 to
249 395 168 563 70.2% 29.8%
250 to
499 259 84 343 75.5% 24.5%
>500 87 38 125 69.6% 30.4%
Total 1421 583 2004 70.9% 29.1%
Response Bias Test by
Hospital Bed Size
Statistic DF Value Prob
Chi-Square 3 4.2699 0.2338
Likelihood Ratio Chi-Square 3 4.3867 0.2226
Mantel-Haenszel Chi-Square 1 0.4207 0.5166
Phi Coefficient 0.0462
Contingency Coefficient 0.0461
Cramer's V 0.0462
Sample Size = 2004
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ACHE AFFILIATION
ACHE
Affiliation
No
Response Responded
Total
Sample
Population
% No
Response
%
Respondents
No 867 195 1062 81.6% 18.4%
Yes 554 385 939 59.0% 41.0%
Total 1421 580 2001 71.0% 29.0%
Response Bias Test by
ACHE Affiliation
Statistic DF Value Prob
Chi-Square 1 124.0932 <.0001
Likelihood Ratio Chi-Square 1 125.3521 <.0001
Continuity Adj. Chi-Square 1 122.9958 <.0001
Mantel-Haenszel Chi-Square 1 124.0312 <.0001
Phi Coefficient 0.2490
Contingency Coefficient 0.2416
Cramer's V 0.2490