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Interview With Jayne E. Pope, RN, FACHE,
CEO of Hill Country Memorial Hospital
S
ince 2013, Jayne E. Pope, RN, FACHE, has served as CEO of Hill Country Memorial (HCM) Hospital in Fredericksburg, Texas. Before becoming CEO, she served
as HCM's chief nursing officer. Truven Health Analytics has named HCM to its roster
of 100 Top Hospitals for 5 consecutive years (2012-2016). In 2014, the hospital
received the prestigious Malcolm Baldrige National Quality Award.
Before coming to HCM, Ms. Pope was CEO of clinic systems at a large network in
Central Texas; during her tenure there, the organization received recognition from the
National Committee for Quality Assurance as a patient-centered medical home.
Ms. Pope received a master's degree in business administration from Ivey Business School and a bachelor's degree in nursing from Western University in London,
Ontario, Canada.
Dr. Kash: HCM received the Malcolm Baldrige National Quality Award in 2014. How
do you motivate staff to keep striving for and achieving better results?
Ms. Pope: HCM is a not-for-profit, independent, rural community hospital. In
point of fact, it is really the community's hospital because 93% of the community's
residents contributed to building it. On my desk is a mason jar full of nickels and
dimes, which symbolizes our founders' legacy and the bedrock of our values. People
walked door to door collecting money to build their dream-come-true hospital.
HCM celebrates its 45th birthday this year. When it opened its doors in 1971, the
hospital was debt free, setting the stage for our performance excellence climb. Everyone who works at HCM knows about its incredible heritage and understands the
legacy of trust instilled in us to do the right thing for those we serve.
The community is at the heart of our high-performing team. We have a shared
purpose and align our rewards and recognition with our values. I wish I were as good
as the team I have the privilege of leading.
We identified HCM's core competencies during our Baldrige experience. Two of
them-values-driven culture and building relationships-drive the performance
climb of our team. Our third competency is execution. HCM leaders realized that
integration is key to our ability to execute. The concept of an "always culture"
emerged: a culture that integrates our vision, mission, strategy, and values into our
daily work. We took to heart a board member's comment: "The more complex it gets,
the simpler we should get."
The leadership team built a framework around execution, starting with our hiring
process. HCM's values are part of our always culture, so we hold ourselves and each
other accountable for our behavior, which will always align with our shared values.
307
Table of Contents for the Digital Edition of Journal of Healthcare Management - September/October 2016
Journal of Healthcare Management - September/October 2016
Contents
Interview With Jayne E. Pope, RN, FACHE, CEO of Hill Country Memorial Hospital
How to Find the Ideal Chief Medical Officer
Four Strategies for Succeeding With Bundled Payments
Who Is a Hospital’s “Customer”? Olena Mazurenko, Dina Marie Zemke, and Noelle Lefforge
Vision Statement Quality and Organizational Performance in U.S. Hospitals Rachna Gulati, Osama Mikhail, Robert O. Morgan, and Dean F. Sittig
Maximizing Healthcare Professionals’ Use of New Computer Technologies in a Small, Urban Hospital’s Critical Care Unit Patricia C. Vadillo, Estrellita S. Rojo, Adelaida Garces, and Maria G. Checton
Factors Determining Medical Staff Configurations in Community Health Centers: CEO Perspectives Patricia Pittman, Leah Masselink, Lauren Bade, Bianca Frogner, and Leighton Ku
Journal of Healthcare Management - September/October 2016 - Contents
Journal of Healthcare Management - September/October 2016 - Cover2
Journal of Healthcare Management - September/October 2016 - i
Journal of Healthcare Management - September/October 2016 - ii
Journal of Healthcare Management - September/October 2016 - 305
Journal of Healthcare Management - September/October 2016 - 306
Journal of Healthcare Management - September/October 2016 - Interview With Jayne E. Pope, RN, FACHE, CEO of Hill Country Memorial Hospital
Journal of Healthcare Management - September/October 2016 - 308
Journal of Healthcare Management - September/October 2016 - 309
Journal of Healthcare Management - September/October 2016 - 310
Journal of Healthcare Management - September/October 2016 - How to Find the Ideal Chief Medical Officer
Journal of Healthcare Management - September/October 2016 - 312
Journal of Healthcare Management - September/October 2016 - 313
Journal of Healthcare Management - September/October 2016 - Four Strategies for Succeeding With Bundled Payments
Journal of Healthcare Management - September/October 2016 - 315
Journal of Healthcare Management - September/October 2016 - 316
Journal of Healthcare Management - September/October 2016 - 317
Journal of Healthcare Management - September/October 2016 - 318
Journal of Healthcare Management - September/October 2016 - Who Is a Hospital’s “Customer”? Olena Mazurenko, Dina Marie Zemke, and Noelle Lefforge
Journal of Healthcare Management - September/October 2016 - 320
Journal of Healthcare Management - September/October 2016 - 321
Journal of Healthcare Management - September/October 2016 - 322
Journal of Healthcare Management - September/October 2016 - 323
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Journal of Healthcare Management - September/October 2016 - Vision Statement Quality and Organizational Performance in U.S. Hospitals Rachna Gulati, Osama Mikhail, Robert O. Morgan, and Dean F. Sittig
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Journal of Healthcare Management - September/October 2016 - Maximizing Healthcare Professionals’ Use of New Computer Technologies in a Small, Urban Hospital’s Critical Care Unit Patricia C. Vadillo, Estrellita S. Rojo, Adelaida Garces, and Maria G. Checton
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Journal of Healthcare Management - September/October 2016 - 360
Journal of Healthcare Management - September/October 2016 - 361
Journal of Healthcare Management - September/October 2016 - 362
Journal of Healthcare Management - September/October 2016 - 363
Journal of Healthcare Management - September/October 2016 - Factors Determining Medical Staff Configurations in Community Health Centers: CEO Perspectives Patricia Pittman, Leah Masselink, Lauren Bade, Bianca Frogner, and Leighton Ku
Journal of Healthcare Management - September/October 2016 - 365
Journal of Healthcare Management - September/October 2016 - 366
Journal of Healthcare Management - September/October 2016 - 367
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