President's Message

My previous message to you discussed the challenges that change will bring to the discipline of risk management and whether or not we can keep up with those changes as a national professional organization and as individuals. 1 would like to continue that theme and maintain dialogue with you on what ASHRM will be doing to help you prepare for those challenges.

Although many are discouraged about the future of iisk management within the current climate of cost containment, job justification, position consolidation, and the increased emphasis on doing more with less, I have to admit that it is heart- warming to finally hear our profession mentioned on television. That's right-we made prime time! Are you aware that two new major programs this season, Chicago Hope and E.R., have made reference to risk management or the hospital risk manager? That should give us pause to reflect. We h u e made and do make an impact.

As you can well imagine, December, January, and February were particularly busy months for the board of directors and ASHRM staff. New committees met in person and by telephone to commence activities for the new year. Excitement abounds now that plans for the next annual conference are actively under way. Miami Beach will make a fabulous site for this year's conference. For the first time in ASHRM's history, we are considering hosting a spouse/guest program, and a better location than Miami Beach could not have been chosen. We are also addres- sing the issue of enhanang the level of education offered at the annual conference through sessions that are more intermediate and advanced. The halfday fundamental program will still be offered prior to the commencement of the conference, but it

is anticipated that over time the basic hnda- mental programs currently offered will be taught on a local, state, and regional basis. We will be working within the ASHRM committee structure, complemented by staff support, to implement the education goals set by the board of directors. The Chapter Affairs and Continuing Education committees will be instrumental in developing the most &tive ways to offer education to our members. It is also anti- cipated that they will recommend tools we will need to assist in that endeavor.

ASHRM currently collaborates with the American Academy of Hospital Attorneys (AAHA), and has already initiated con- versations with several other organizations to evaluate the potential for collaboration and synergy. Among those organizations are the Healthcare Financial Management Association (HFMA), the American Group Practice Association (AGPA), the American Medical Association (AMA), the Medical Group Management Assodation (MGMA), the Group Health Association of America

(GHPLA), and the National Association for Healthcare Quality (NAHQ). We are wing to work smarter, not hder.

Independent consultant James Orlikoff, of Orlikoff & Associates, Chicago, has been engaged to assist ASHRM’s board of direc- tors in evaluating and setting goals and objectives for 1995, to obtain concurrence among the elected leadership regarding the board’s role and function, and to facilitate the strategic planning process. Many of you may know and remember Jamie, as he was with the AHA for many years. He has been a leader in the area of board development and strategic planning and knows our orga- nization well.

At the bqnning of our strategic planning session in December, Jamie raised a basic conceptual issue concerning the role and function of the board, which we discussed at length. He suggested that although boards can function in many different ways, two approaches dominate. One way is to represent the membership by which we w m elected; the other is to lead the membership we were elected to represent. Although both appoaches may be appro- priate at different times and have been employed by ASHRM over the years, the board members now concur as to our role on your behalf: It is to LEAD the American Society for Healthcare Risk Management forward.

At this time we are ready to continue the strategic planning process. Leadership issues are so critical and complex in this changing environment that the board is taking the necessary time to brainstorm and determine what the strategic issues are, put them all on the table, sort them, and set priorities for addressing them.

Needless to say, ASHRM’s resources are limited, so being fiscally prudent and effective are of paramount importance. The strategic planning process will be finalized at the March 1995 board meeting. The final product will be a revised strategic plan that will address the current and future needs of ASHRM, as well as a document that will give us direction-a r d map, 50 to speak-for the future.

I am excited about this year for ASHRM, as it represents a time of challenge and growth for all of us. As usual, your input is valu- able and always appreciated!-Robm Carroll, ARM, CPCU, DASHRM 3