The National Center for Healthcare Leadership (NCHL) was established in 2001 as a direct result of a National Summit on Future of Education and Practice in Health Management and Policy that found leadership challenges in the following areas:
Over the years, NCHL has served as major catalyst in bringing the leadership agenda to the forefront in healthcare, in defining competencies that distinguish outstanding performance, advocating competency-based learning, promoting evidence-based leadership development best practices through research and the National Health Leadership Survey, and recognizing leading organizations with the Best Organizations for Leadership Development and outstanding leaders with the Gail L. Warden Leadership Excellence Award. NCHL is recognized as a source of innovation with its research and demonstration projects, white papers, case studies, and forums for the exchange of ideas and industry and health professions collaboration. In this role, NCHL has demonstrated expertise in leading major national change initiatives that require collaboration across industry sectors and health professions, in effectively managing complex demonstration projects and virtual networks of teams, and in building strong working relationships with national stakeholders.
NCHL has established a unique brand with many of its key stakeholders that reinforces its original vision and positioning: transformational leadership, team-based interprofessional learning, evidence-based leadership, a track record in research and demonstration, and cross-industry collaboration.
NCHL is committed to addressing the issues of racial and ethnic disparities in U.S. healthcare and to parity and equity in access to quality health services for economically disadvantaged individuals and families. NCHL goals and research agenda have focused on diversity leadership and its contribution to better outcomes for underrepresented populations.
NCHL's perspective is that much of what needs to be done is already known to the field and to health policy makers. A greater challenge is putting this knowledge into action and broadly assimilating best practices that may have been developed in other industries or among thought-leader healthcare providers.
This is especially true at a time of dramatic change. As the U.S. makes significant investments in healthcare systems, processes, and technologies, the capability to assimilate these massive changes must also be built.