CHA News Article

New CHA Chair Lays Out Ambitious Goals

As he steps into the leadership position as the 2013 chair of the CHA Board of Trustees, Roger Seaver has ambitious goals for the association this year.

“We have adopted several challenging goals for CHA to assure that execution plans are effective and offer our best opportunities for hospitals to successfully carry out their local and regional missions,” Seaver says. “CHA’s success is critical for our member systems and hospitals.”

To advance the board’s objectives, Seaver has laid out a four-point plan:

  1. Achieve federal regulatory support for the full clinical alignment of integrated health care delivery, with incentives for better access, appropriate utilization and fair allocation of resources.
  2. Maximize the availability of state and federal resources for expansion of access and minimize the impact of reductions via governmental payment policies.
  3. Assure meaningful regulatory reform of outdated and arcane or costly state regulations, as well as provide thoughtful input and guidance in the development of Covered California.
  4. Assist hospitals via education, communication and collaborative learning models to continuously reduce harm and improve health status and outcomes within the broader health care system.

Seaver says it will take the involvement of all CHA members to achieve these goals.

“I encourage all members of CHA to engage actively and to challenge all of us to work toward these goals,” he states. “Advocate with enlightened self-interest, but in the end I ask every member to support the policies of CHA, which will allow for maximum success.”

Seaver is no stranger to the challenges facing the health care delivery system. As the president/CEO of 238-bed Henry Mayo Newhall Memorial Hospital in Santa Clarita, Seaver grapples daily with the changing health care landscape facing independent community hospitals.

“There is an absolute need for meaningful collaboration that is inclusive of many other providers and payers,” Seaver states. “We need to integrate care in the local market, and we have to serve as a reliable partner for the other tertiary and quaternary providers, as well as partner with or provide the most effective post-acute care services needed by our community. 

“We walk a ‘balance beam’ of cost/quality, access and accountability to the community,” he adds. “The need to do this is clear, but how we get it done effectively is still a ‘cloudy vision’.”

 

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