1. family and parenting
2. children

CONFIDENTIAL
Leadership Profile
Chief Executive Officer
Arkansas Children’s Hospital
Little Rock, Arkansas
Prepared by
Andrew P. Chastain
S. David Conner
This Position Specification is intended to provide information about Arkansas Children’s Hospital and the
position of Chief Executive Officer. It is designed to assist qualified individuals in assessing their interest.
The Opportunity
Arkansas Children’s Hospital (ACH) seeks to hire a new Chief Executive Officer (CEO) to
lead the organization in achieving the next level of success. ACH is recognized nationally
for excellence in clinical care, research and teaching activities and plays a critical role in the
health and wellness of the children of Arkansas. ACH is widely supported by the
community and citizens of the state as a trusted provider and caring organization. With
this significance, the CEO of ACH is a very visible position in the state and region, with a
platform to influence policy and effectiveness of the pediatric care in the region. While
ACH has achieved much success under the leadership of a long tenured and successful CEO,
the new leader will have the opportunity to significantly impact the organization and the
care for children in Arkansas through the development of a strategic plan that outlines
ACH’s role in the future. The CEO of Arkansas Children’s Hospital is a capstone position
that will allow the new executive to influence all aspects of the organization, including
strategy, operations, marketing, fund development, financial management and policy.
Arkansas Children’s Hospital Overview
Arkansas Children’s Hospital , a private,
non-profit institution, is the only
pediatric medical center in the state and
is one of largest in the nation. ACH is a
tertiary care, regional referral center
treating children who come from every
county in Arkansas and many nearby
states. The campus spans 31 city blocks
and houses 370 beds (280 licensed beds).
ACH is a full-service, state-of-the-art
medical facility offering a complete array
of clinical services ranging from wellbaby care to the medical management of
critically ill children requiring such sophisticated procedures as heart or kidney
transplantation and extra corporeal membrane oxygenation. ACH is the comprehensive
clinical, research & teaching affiliate of the University of Arkansas for Medical Sciences
(UAMS), the only medical school in Arkansas. ACH is dedicated to offering medical services
to all children regardless of their race, religion, or ability to pay, research, medical and
community education, and prevention.
Arkansas Children’s Hospital has a staff of approximately 500 physicians, 170 residents
and fellows in pediatrics and pediatric specialties and more than 4,400 employees. The
hospital boasts an internationally renowned reputation for medical breakthroughs, and
intensive treatments, unique surgical procedures and forward-thinking medical research
all dedicated to fulfilling the mission to improve children’s health.
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ACH physicians are often recognized for their outstanding performance and achievement in
taking care of young patients. Many are consistently listed on Best Doctors and Top Doctor
lists locally and nationally. In fact, 139 ACH staff physicians were recognized as 2011-2012
Best Doctors in America.
ACH serves as the pediatric teaching affiliate of the University of Arkansas for Medical
Sciences (UAMS) and is home to the Department of Pediatrics. ACH is the classroom where
medical students study the pediatric component of all disciplines. In turn, UAMS shares its
current medical breakthroughs and technological advancements. UAMS faculty on the ACH
campus serves as practicing physicians as well as teachers to UAMS students in medicine,
nursing, pharmacy and allied health.
Mission
To Improve Children’s Health by providing Integrated PREP:
Patient Care
Research
Education
Prevention
Vision
Families and physicians from across the nation will turn to Arkansas Children’s Hospital for
demonstrating excellence in leadership in children’s health.
Leading the creation of a family-centered, seamless system of health that will be a
national model of excellence
Instilling trust in our team and enabling them to provide the best possible care
Strengthening the bond between ACH and our university partner, increasing our
impact on children’s health
Beliefs
Arkansas Children’s Hospital believes in “Crossing the Creek” to create a better future for
children, where they are unburdened by illness and injury.
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We Believe:
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PATIENT SAFETY comes first
Every child has UNIQUE HEALTHCARE NEEDS
In COLLABORATING WITH OTHERS to fulfill those needs
In SERVING EVERY ARKANSAS CHILD who needs us
In PATIENT AND FAMILY CENTERED CARE
PREVENTION is the best prescription
RESEARCH is where the miracles begin
Tomorrow starts with the EDUCATION of today
The EXCELLENCE of our people creates the excellence at ACH
In using our ASSET$ wisely
Our care EQUALS or EXCEEDS national standards of excellence
Values
You create excellence by being:
Passionate
Accountable
Team Oriented
Innovative
Excellent in all you do
No harm focused
Trustworthy
Skeptical
Alert
Forthcoming
Expecting
Talking
You!
For more information on Arkansas Children’s Hospital, please visit: www.archildrens.org
Research
Research is a major component of the missions of both Arkansas Children's Hospital and
the University of Arkansas for Medical Sciences. The Arkansas Children’s Hospital
Research Institute (ACHRI) was created to provide a research environment for UAMS
faculty working on the ACH campus. The ACH Board of Trustees (now Board of
Directors) established ACHRI in 1989. The mission of ACHRI is to improve children's
health, development, and well-being through high quality research. Its vision is to be a
leader in cutting-edge research that improves the health and well-being of children and
their families. ACHRI supports an interdisciplinary team of researchers with expertise
and experience that span the breadth of medical disciplines. “ACHRI embraces various
forms of research from healthcare policy to molecular biology and from translational
research to network collaborations,” says ACHRI President Dr. Richard F. Jacobs. The
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strength of the diversity of these research interests is a reflection of ACHRI’s strong
affiliation with UAMS. ACHRI’s association with UAMS gives the institute a unique
advantage over other research organizations of the same size. Essentially all ACHRI
researchers are UAMS faculty.
ACHRI's total research grant base in 1997 was $7.5 million. Today, its researchers bring
in over $27 million yearly in grants and contracts from federal and private agencies,
industry, philanthropic donations and professional organizations. ACHRI has obtained a
majority of its research funding from federal sources including the National Institutes of
Health, the Centers for Disease Control and Prevention, and the US Department of
Agriculture.
Currently, ACHRI has over 196,000 square feet of research space. The four-story
Research Institute Building is the central location of ACHRI administrative offices and
houses research offices and laboratories, conference space, and a 38,000 square foot,
state-of-the-art research animal facility. The two-story Arkansas Children’s Nutrition
Center (ACNC) adjoins to the south of the Research Institute Building. Opened in 1997,
the ACNC houses a USDA National Human Nutrition Center. Remaining ACHRI research
space includes the Pediatric Clinical Research Unit located in the main ACH hospital
building.
ACHRI’s infrastructure to support research includes administrative staff providing a
centralized hub of information and assistance for investigators conducting basic or
clinical research. A research compliance specialist assists with issues of compliance to
federal regulations. Science writers/editors assist with manuscript and grant proposal
preparation. A grant post-award systems administrator maintains online systems for
accounting, grant tracking, and electronic ordering. In addition, ACHRI provides unique
services such as electronic proposal routing, electronic purchasing and real-time
accounting, design and maintenance of institute websites, and assistance with the
location of funding opportunities and policy information.
For additional information, visit: www.achri.archildrens.org
UAMS Affiliation
Since 1969, ACH has been formally affiliated with UAMS and serves as the primary site
for medical and surgical disciplines for children encompassing clinical care, teaching and
research. Virtually all disciplines at UAMS are represented on the ACH campus,
including the Colleges of Medicine, Nursing and Pharmacy among others. The medical
staff is composed almost entirely of full-time faculty of UAMS as well as over 170
residents and fellows. Most of the UAMS staff involved in the care of children are housed
on the ACH campus, including the Chairman of Pediatrics. The Chancellor of UAMS sits
on the ACH Board of Directors and the Dean, College of Medicine, serves on the board of
the ACHRI.
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The Position, Goals and Objectives
The President and Chief Executive Officer of Arkansas Children’s Hospital is responsible
for the overall operations of ACH and all subsidiary organizations and operating divisions.
The CEO ensures organizational integrity, the provision of high quality care, efficient
operations, financial strength, and the development and implementation of a strategic
plan that accomplishes the mission and vision of ACH.
It is expected that all duties and responsibilities of this position will be performed in a
manner that reflects the values of Arkansas Children’s Hospital.
Duties and Responsibilities
Reporting to the Board of Directors, the CEO works collaboratively with the Board and
hospital leadership offering direction to:
Ensure ACH’s mission and vision are directly reflected in a meaningful and practical
strategic plan that contains measurable goals, operational objectives and actionable
plans.
Ensure long-term financial and operational stability for ACH by developing and
achieving budgetary, financial and operational goals consistent with ACH’s mission,
vision, values and strategic goals and objectives.
Continue to position ACH as a regional and national leader in pediatric healthcare
service delivery.
Identify innovative ways to collaborate with physicians for clinical, financial,
operational and patient satisfaction excellence.
Ensure an environment of accountability and continuous quality improvement
including the identification of concrete performance measures across ACH’s clinical,
financial, operational, patient and family experience, employee and physician
satisfaction and community service functions. The CEO will use metrics to monitor and
report regularly to the Board progress in achieving goals and objectives that fulfill the
mission and vision of ACH.
Cultivate relationships with internal and external constituents including, but not limited
to, the physicians, UAMS, employees, community leaders, public officials and other
healthcare and business leaders that foster the collaborative partnerships needed to
address pediatric health issues within Arkansas, support the ACH Board of Directors
and its governance role to achieve goals and objectives that fulfill ACH’s mission and
vision.
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Ensure the strength of the management team, develop future leaders and emphasize
teamwork, collaboration, and open, honest, and direct communication.
Recognize the importance of the employee community and provide overall leadership
and inspiration in fostering a collaborative and rewarding work environment.
Engage in and model appropriate, ethical, professional and personal values and
behavior, serving as an exemplary role model for the organization, and mirror the ACH
mission, vision and values.
Ensure effective, collaborative decision-making processes with clearly understood lines
of responsibility, authority, and accountability.
Goals and Objectives
The Chief Executive Officer is expected to accomplish several key objectives within the first
12 to 18 months. The following goals represent some of these challenges (not listed in
order of priority):
Develop personal and professional credibility, gain respect and build trust internally and
externally. ACH’s culture mirrors that of the community it serves where relationships
are very important. It is essential for the new CEO to embrace the culture’s value on
building strong trusting relationships and credibility. This will require the new CEO to
be visible and engaging with physicians, ACH staff, the Board, academic affiliates,
community leaders and public officials. As leader of one of most notable employers in
Arkansas, the CEO will be a key leader in the community and must be comfortable with
the visibility requirements as such. This will require a keen sense of community focus
and visibility. Internally, the CEO will reach out to employees in a meaningful way to
create connectivity.
Specifically, the CEO will work with UAMS to ensure the relationship creates the most
effective delivery of care for children in the future. Additionally, the CEO must develop
strong relations with public officials. The majority of ACH’s patient volume is covered
by Medicaid. Strong relations with the state, legislators and other public officials are
critical to the long-term success of ACH.
Validate ACH’s strategic direction and provide focus to the achievement of strategic goals.
Over the past year, ACH identified 6 strategic imperatives (outlined in Appendix A). The
new CEO must validate the current strategy and further develop a strategic plan with
actionable items that defines how to achieve the imperatives. As the CEO integrates
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into the organization, he/she will study the current activities in place to support the
vision and strategy, gaining an appreciation for ACH’s history, culture and current
operating modalities.
Validate ACH’s strategic direction and provide focus to the achievement of strategic goals.
Over the past year, ACH identified 6 strategic imperatives (outlined in Appendix A). The
new CEO must validate the current strategy and further develop a strategic plan with
actionable items that defines how to achieve the imperatives. As the CEO integrates
into the organization, he/she will study the current activities in place to support the
vision and strategy, gaining an appreciation for ACH’s history, culture and current
operating modalities. However, the Board expects the CEO to lead the organization to
success by reaching its vision of demonstrating excellence in leadership in children’s
health. As the CEO gains a thorough understanding of ACH, he/she (with hospital
leadership) should develop hospital strategies to be endorsed by the Board.
Ensure appropriate infrastructure exists to execute ACH’s strategies, mission and vision.
The CEO must ensure ACH has the proper infrastructure including clinical technology,
information systems, facilities, leadership, staff and processes. Additionally, the CEO
will ensure ACH has the appropriate access points to deliver care in the most effective
and efficient manner across the service area. After integrating into ACH and assessing
its capabilities, the CEO will make sure a plan exists to close any infrastructure gaps.
Further foster an environment of patient care quality and safety. ACH does not just view
quality and safety as a differentiator; they also consider it a basic building block. The
CEO must further develop an environment that supports the highest levels of patient
care quality and safety through measurement of comparative metrics, use of best
practices and a culture of transparency. The Board expects to review specific,
comparative quality and safety metrics on a consistent basis. To be most effective,
quality must be a priority of the CEO.
Lead ACH’s preparation for the future of healthcare. The CEO will work closely with the
Board, leadership team and faculty physicians to further plan and develop strategies to
thrive in the future. In uncertain times for many healthcare institutions, ACH is
confident it has unique opportunities for success, including: a high quality medical staff;
a stable team; an engaged and informed Board; modern facilities; market dominance;
and diversity of medical services, among others. The current operations have provided
ACH a great deal of success during its history; however, healthcare is undergoing
significant redesign. The CEO will ensure the organization effectively prepares for
anticipated changes in payment systems. This executive will also build relationships
with faculty and community physicians that will afford the most effective and efficient
infrastructures for providing the highest levels of quality care in a fiscally responsible
manner as changes rapidly occur in the healthcare industry. The CEO will ensure ACH
has specific plans to deal with changes brought about by healthcare reform that provide
for continued success in an evolving industry.
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Actively participate in fundraising activities and ensure ACH reaches its fund development
goals. ACH has a successful track record of fundraising. On its 100th birthday in March
2012, ACH launched the most ambitious fundraising campaign in its history. The
“Century of Possibility” Centennial Campaign will raise $160 million to fund four
priority areas essential to creating a healthier and more promising future for children:
pediatric care, research, education and prevention. With financial pressures in the
future, fund development will take a greater role in funding strategic efforts and capital.
Fundraising efforts will only succeed if the CEO is engaged with the activities. The CEO
will ensure the ACH reaches its fund development goals.
Continue the organizational commitment to fiscal success. ACH’s growth and investment
strategies are contingent on continued financial success. The CEO will ensure the
organization’s continued financial performance, anticipating changes in revenue and
expense structures, as well as building contingency plans as needed. The CEO will
analyze all aspects of financial performance (revenue, staffing, supply spend,
contracting, etc.) to ensure the system is operating most efficiently and effectively,
meeting its financial goals set by leadership and the Board.
Assimilate into and further develop the leadership team. The new CEO will replace a long
tenured and successful executive. This change will be significant for the organization
and the leadership team. The new CEO will respectfully evaluate structures, staff and
performance to ensure success.
Learn and respect the history and tradition of ACH, its communities, employees, medical
staff and academic affiliates to build upon the organization’s strengths and further
develop a culture of success. ACH is appropriately proud of its accomplishments and a
new CEO must identify with the organization, its community and culture. The CEO will
identify the obstacles and future challenges to success, inspire continued confidence
and lead the organization to reach its potential. At the same time, the CEO will improve
visibility and engage in communication internally and externally, ensuring effective
two-way communication.
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Candidate Qualifications
The Arkansas Children’s Hospital CEO Search Committee has developed the following as
qualities, attributes, skills and education of the ideal candidate.
Experience
Candidates will have significant senior leadership experience in a high performing
healthcare organization, preferably focused on serving the health needs of children.
Candidates should have demonstrated leadership accomplishments in the overall
improvement of strategic, financial, quality and operational performance of a healthcare
organization.
Candidates should possess:
A high level of personal integrity, character and courage, with a clear focus on what is
best for the organization, patients and communities served by ACH.
Values and philosophies consistent with those of ACH outlined on page 3. Candidates
must be able to demonstrate the ability to balance quality, service, strategic leadership,
fiscal performance and mission.
A strong sense of humility. While ACH has much success to acknowledge, its leadership
has a strong sense of modesty which further galvanizes respect in the Arkansas
community. Candidates should possess a sense of personal humility garnering respect
“internally” as well as within the community.
Exceptional relationship skills and an open and proactive communication style that is
clear, direct and inspirational. The culture of ACH is very genuine. The successful
candidate must build relationships based on practicality, trust and openness.
The ability to lead and inspire ACH to actualize its mission. The staff and physicians
expect a visible leader who is capable of connecting personally, while inspiring
confidence.
A reputation as a visionary and thought leader in the healthcare industry. Candidates
must demonstrate a thorough understanding of health reform initiatives and the
potential long-term implications on ACH.
Commitment to enhancing quality outcomes and patient safety. As the CEO of the
tertiary referral center for the children of Arkansas, the new executive will have a
genuine interest in improving the health status of the children across the state. This
executive will be a proven champion of quality and patient safety initiatives. Candidates
should have led organizations that have demonstrable improvements in organizational
quality measures.
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Strong fiscal acumen. While not ACH’s financial officer, the CEO must have the financial
skills to provide direction to the organization. To deliver on ACH’s commitments to the
community, it must perform well financially.
A track record of developing positive relationships and partnerships with physicians
and academic affiliates that have resulted in strategic alignment and a cooperative
physician/hospital culture.
A track record of developing strong management teams at all levels and a demonstrated
ability to attract, recruit and retain talent. Experience building a culture of succession
and talent management is expected.
An appreciation for role of IT in healthcare delivery, including its role in advancing the
quality and safety of an organization and the importance of IT integration across
numerous entities. ACH is currently in the process of implementing CPOE, using the
MEDITECH platform.
Excellent communication abilities to articulate the operational vision and translate
complex issues into comprehensible and executable ideas and expectations. The CEO
will continually represent the organization with key constituent groups and must be
comfortable and effective at communicating with all audiences.
Proven ability to foster a culture of customer service in all its dimensions – patient,
family, employee and physician.
Strategic creativity and the ability to facilitate innovative ideas to enhance service,
improve operations and grow market share and in an increasingly competitive pediatric
healthcare market.
Experience with fund development and a track record of partnering to cultivate positive
relationships with existing and potential donors.
Commitment to and experience with engaging community, business and political
leaders and serving as an active and credible community leader. Given the prominence
of this role in the Little Rock community, Arkansas and the region, candidates should be
innately comfortable and effectively engaging in the community and maintaining a
highly visible presence. Being an effective civic leader and spokesperson and
“ambassador” for ACH and children’s health issues is essential.
Education
Candidates shall have an advanced degree in business, healthcare administration, medicine,
nursing, public health or other related fields.
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The Community
Little Rock is the capital and the largest city of the state of Arkansas. The city has a
population of 193,524 people, while the Metropolitan Statistical Area (MSA) had a
population of 709,901 people in the 2011 census, making it the 72nd largest MSA in the
country. The MSA includes Little Rock, North Little Rock and Pine Bluff, Arkansas. Little
Rock is the county seat of Pulaski County.
Located near the geographic center of Arkansas, Little
Rock derives its name from a small rock formation on
the south bank of the Arkansas River called la Petite
Roche (French: "the little rock"). The "little rock" was
used by early river traffic as a landmark and became a
well-known river crossing. The "little rock" is across
the river from "big rock", a large bluff at the edge of
the river, which was once used as a rock quarry.
Little Rock is within easy driving distance of major
markets in contiguous states, including: Memphis –
139 miles; Jackson – 261 miles; Tulsa – 275 miles; Dallas – 317 miles; Oklahoma City – 340
miles, Nashville – 350 miles; St. Louis – 357 miles; Kansas City – 383 miles; New Orleans –
427 miles; and Houston – 434 miles.
Little Rock’s is the only downtown home to both a state capitol and a Presidential library,
and is linked on both sides of the Arkansas River by 24 miles of one of the best trail systems
of parks and pedestrian bridges in the country.
Here are just a few of the attributes which make the Little Rock region unique:
The University Of Arkansas Clinton School Of Public Service offers the world's only
Master’s Degree in Public Service and one of the finest speakers’ series in the world.
The Little Rock Air Force Base is the
world’s premier C-130 Hercules training
facility, training all Department of Defense
and 38 allied nations’ aircrews and
maintainers.
The Arkansas Arts Center continues to
grow one of the most unique collections of
works on paper in the world, featuring
original sheets by Cézanne, van Gogh,
Pollock, O’Keeffe, Saar, Rembrandt, Rubens,
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Signac and Dove. The Big Dam Bridge, traversing the Arkansas River, is the longest
constructed pedestrian and bicycle bridge in the world.
Little Rock Central High National Historic Site and Museum Visitors Center is not only a
national park, but an active public high school.
At 1,700 acres, Burns Park is one of the largest municipal parks in the nation, more than
doubling Manhattan’s Central Park.
The six regions of Arkansas offer something for everyone. In addition to the
recreational opportunities Arkansas annually attracts visitors from across the nation
and abroad. Many are drawn to its abundant opportunities for outdoor adventures and
to its natural beauty, as seen in the state's waterfalls, tour caverns and wild caving
experiences, forested mountain trails and scenic drives. The Ouachita Region is
perhaps the most famous of all the 6 regions of Arkansas. These attractions are among
the many reasons vacationers return to the Hot Springs area Ouachita (Washitaw)
Mountain region year after year. Visitors come to hike the nature trails of Hot Springs
National Park and enjoy the vistas from the mountaintops in the rugged backcountry of
the Ouachita National Forest. They also come for the excellent golf and spa vacations-to be pampered at the luxury hotels and famous thermal baths of the resort city of Hot
Springs, Arkansas.
For more information regarding Arkansas Children’s Hospital, Arkansas and the city of
Little Rock, please visit:
www.LittleRock.com
www.arkansas.com
www.ArkansasStateParks.com
www.ARDestinations.com
www.ArkArts.com
www.museumofdiscovery.org
www.HistoricArkansas.org
www.RiverTrail.org
www.LittleRockZoo.com
www.BigDamBridge.com
www.clintonpresidentialcenter.org
www.northlittlerock.org
www.cityofconway.org
www.littlerockchamber.com
www.NPS.gov/CHSC
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Appendix A
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Procedure for Candidacy
Interview Process
Please direct all nominations and resumes to Andrew Chastain preferably via e-mail to
Andrew Chastain or
Dave Conner
Witt/Kieffer
3414 Peachtree Road
Suite 352
Atlanta, Georgia 30326
Phone: (404) 233-1370
Fax: (404) 261-1371
[email protected]
[email protected]
Arkansas Children’s Hospital is an equal opportunity employer.
Discover Thought Leadership at www.wittkieffer.com
The material presented in this position specification should be relied on for informational
purposes only. This material has been copied, compiled, or quoted in part from Arkansas
Children’s Hospital documents and personal interviews and is believed to be reliable.
While every effort has been made to ensure the accuracy of this information, the original
source documents and factual situations govern.
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