December 2017 Print

A Note From Your Chapter President

The December holidays are upon us, and for many this is a time of purposeful reflection – reflection on the past year, memorable experiences, losses, celebrations, renewed resilience, cherished traditions, or opportunities we look forward to in the new year ahead. Reflecting on 2017, it’s been a challenging year.  For me personally, I hope to continue to find ways in my professional life as well as in my personal life to create and foster the compassion and nurturance our globe needs. I am writing this message today within the context of our healthcare industry, but the same principles are true for all industries and endeavors across our world. Every human being deserves respect and dignity, a place in the community to contribute, a family to feel at home with in the heart, and a place to faithfully feel replenished and rekindled in the soul. The essence of life comes from knowing that our lives matter, that our voices and stories are heard, and that together each of our stories weaves the culture and history we share with the next generation.

As healthcare leaders we too contribute to a better world for our peers, staff, patients, and their family members through every action we create and reaction we demonstrate. We come to our work each day with a purpose of creating a compassionate work environment. Whether we are early careerists, senior executives, individual contributors, new managers, etc., compassion is essential to our work in healthcare.  Compassion is a dynamic concept and one of “empathic concern coupled with motivation to relieve the suffering of another” as described by Paquita de Zulueta in a recent article in the Journal of Healthcare Leadership titled “Developing Compassionate Leadership in Health Care: An Integrative Review.” (August 2015)

“Developing leadership for compassionate care requires acknowledging and making provision for the difficulties and challenges of working in an anxiety-laden context. This means providing appropriate training and well-being programs; sustaining high levels of trust and mutually supportive interpersonal connections; and fostering the sharing of knowledge, skills, and workload across silos. It requires enabling people to experiment without fear of reprisal, to reflect on their work, and to view errors as opportunities for learning and improvement. Tasks and relational care need to be integrated into a coherent unity, creating space for real dialog between patients, clinicians, and managers, so that together they can co-create ways to flourish in the context of illness and dying.” (P. de Zulueta PC, August 2015)

This dialog is what creates the care process. As the Institute for Patient Family-Centered Care reminds us, care is given “with us” and never “to us.” “In a compassionate health care system,…staff feel empowered to show attentive kindness, to be attuned to their own needs and those of their patients, and are free to take appropriate actions to relieve suffering. Patients have their physical, psychological, and spiritual needs attended to. They feel safe and their dignity restored or preserved…. There is time to care and space to reflect and recharge.  Compassionate leadership in turn catalyzes, fosters, and sustains compassionate health care.” (P. de Zulueta, PC, 2015) It is this care of ourselves that catalyzes the care for our work and of others, which in turn fosters the caregiving process for our patients and their families.

Prioritization and responsibility for our own self-care and health comes from informed mindfulness. “Informed mindfulness is a concept that connects mindful self-awareness and self- regulation with educated decision-making. The mindful person is aware, non- judgmentally, of what is occurring in the present moment and understands that his or her response is a choice. With informed mindfulness, as situations arise and decision points are faced, that same person is able to place what is happening in its larger context and, having clear values and being sufficiently educated, make an informed choice in that moment. This concept — self-awareness and self-regulation coupled with knowledge, skills, values, and wisdom — forms the foundation of leadership. (A. Perlman, et al, The Pebble in the Pond: How Integrative Leadership Can Bring About Transformation, Duke Integrative Medicine, 2014)

My wish for all of us as we prepare for 2018 is one of health, courage, and mindful awareness of the needs and desires of those we work alongside and with each day. It is this appreciation of ourselves and each other that allows us to realize the potential we have to create the positive changes we strive to bring to the world.

I want to thank each of you for being a part of CAHL and ACHE. Some of you have just recently joined CAHL, and we look forward to getting to know you better. Many of you have been with our chapter for quite some time, and we are grateful for our CAHL family. Our industry is one that brings us together around intricately mission-driven work. It is this sense of mission-driven work that keeps us focused on doing what is right for our patients and communities. Thank you for making CAHL a part of your professional community. As I complete my term as chapter president, I am grateful for the work we have built together, and I look forward to continuing to work closely with our chapter. I am especially honored to hand the reins over to Toby Marsh, RN, MSA, MSN, FACHE, NEA-BC, who will begin his term as chapter president January 2018. Toby is the Chief Nursing and Patient Care Services Officer for UC Davis Medical Center. He is especially grounded, mindful, and innovative in his leadership style, and CAHL is fortunate to have an outstanding volunteer leader in Toby.

Finally, I'd like to thank our CAHL sponsors for their continued commitment to our chapter. Without such sponsorship, support for the programming that CAHL produces would not be possible. Our 2017 Platinum Sponsors include: Community Medical Centers of Fresno, CaliforniaHealthTrust, and University of the Pacific (UOP). Additionally, CAHL is grateful for the Silver Sponsorships from Expense Reduction Analysts and Walden University and our Bronze Sponsorships from Language World Services and One-Stop MedEx.

With care,
Laura Hill Temmerman, FACHE

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Regent's Letter

“If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.” -Simon Sinek

I am honored to offer this message written to complement this issue of the newsletter of our local ACHE chapter, the California Association of Healthcare Leaders (CAHL). But first, welcome to all our new members, and congratulations to those who have recently advanced to Fellow.

Leadership is a core competency in healthcare management; its importance cannot be overstated. The Global Consortium for Healthcare Management Professionalization defines leadership as “the ability to inspire individual and organizational excellence, create a shared vision, and successfully manage change to attain an organization's strategic ends and successful performance.”  As leaders, we must clearly communicate our organization’s mission, objectives, and priorities to internal and external stakeholders. A strong leader should help create a culture built on mutual trust, respect, transparency, and a focus on service improvement that encourages teamwork, inclusion, and diversity.

In the ever-changing field in which we operate, stability in leadership is crucial. The manner in which a leader reacts to new demands and challenges has the potential to impact his or her entire organization. Positivity and self-awareness are important to influencing an organization’s emotional climate. A high emotional quotient (EQ) is vital to being a great leader, and leaders should continually work to build their EQ.

CAHL and ACHE offer many opportunities to enhance one’s leadership skills and learn new methods and theories through mentoring, networking, and educational offerings. The Leader-to-Leader program allows you to make a difference by supporting your colleagues, strengthening relationships, and promoting excellence in healthcare delivery. The Learning from Leaders Program provides career development conversations regarding leadership perspectives and career development.  There are also many online leadership assessments and tools available through ACHE.

Learn more about ACHE, the Global Consortium for Healthcare Management Professionalization, and healthcare leadership competencies at:

https://www.ache.org/newclub/resource/competencies.cfm

Thank you for the opportunity to serve as your Regent and allowing me to comment on the importance of lifelong learning in this message to you.  I look forward to seeing you at the next CAHL event.  Please refer to the CAHL website for upcoming events! 

http://ache-cahl.org/index.php

Regards,
Erick Berry, FACHE
Regent for California - Northern & Central

 

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Military Themed Article

Leadership – A Military Medicine Necessity
By Maj Marc Rittberg, USAF, MSC

Leadership is defined by Dictionary.com as “the position or function of a leader, a person who guides or directs a group.” There is a lot to be said about that statement. How does one measure leadership or account for leadership being performed? What does one need to do in order to lead, and more importantly, lead successfully? Within the Air Force Medical Service (AFMS), we encourage all ranks to lead, whether that be the two striper who is working in the radiology department or the full bird colonel who is performing open heart surgery. We encourage leadership early on in our programs. Enlisted members go to basic training for several weeks where they learn how to follow, and then lead. We send our commissioned officers to Reserve Officer Training Courses, the Air Force Academy, or Officer Training School to learn the basics. As our military personnel climb the ranks, the AFMS sends them to intermediate- and senior-level leadership schools to further hone their skills and gain practical experience from what they have learned. Personnel also learn what will and will not work and take that knowledge back out into the medical treatment facilities.

The AFMS has a whole Concept of Operations (CONOPS) titled Trusted Care CONOPS, which focuses on ideals of leadership through Highly Reliable Organization (HRO) practices, leadership engagement, and continuous process improvements. The AFMS Trusted Care CONOPS takes a deep-dive approach to identifying where breakdown in leadership can cause error, poor morale, and misinterpretation and go against the idea of zero harm. The CONOPS focuses on continuous process improvement at every level, from worker to leadership. No idea is a bad idea. To quote the AMFS CONOPS, “Leaders are foundational to an organization and central to any organizational transformation. Leadership is the keystone to Trusted Care.” (AFMS CONOPS, p. 24). Our medical treatment facilities teach mandatory classes to every rank and every occupational specialty on how to speak up as leaders and improve the organization. Our leadership from top down encourages leadership decisions at all levels. Examples in the MTF may include a young sergeant teaching a class on basic life support and fulfilling the roles of a clinic superintendent or perhaps a young airman working side by side with a specialty surgeon in the operating room and providing feedback on possible places where the surgeon could have reduced operating room time or closed a suture quicker.

Finally, the theory of servant-leadership is taught through various schools of thought within the AFMS. Servant-leadership is where the leader strives to serve other individuals or the organization first. In this leadership theory, a leader puts the organization as a whole before him or herself.  A servant leader strives to strengthen the organization so as to achieve the ultimate goals or end results. An example of this may possibly be a flight commander who is truly taking an interest in his people during the holidays, leading with compassion. They will give time off but still accomplish the mission because they know that serving the individual will ultimately benefit the organization as a whole. Another example may be a charge nurse who works through lunch because he or she knows the subordinate nurses must take a break and will be hit hard by the influx of admissions in the afternoon.

Leadership in the AFMS is encouraged at all levels and in all specialties. Solid leadership by every member enhances the organization, echoes the priorities of management, and builds cohesive organizations where members can rely on one another.

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Higher Education Network Article

Leadership from Where I Sit
by Jenna Ricks

When reflecting on what leadership means as a student, several thoughts come to mind. Student leaders could be those in student government, officers of campus clubs, or even someone who leads the dreaded group project. When considering the classroom, many students may think the professor is the leader. But all of these notions are wrong.

A few months ago, I attended a Pre-Health Conference at UC Davis. One of the breakout sessions for the physician assistant (PA) track was a mock interview panel. In groups of three, we had the opportunity to practice answering PA interview questions in front of admissions coordinators. As the time slipped away, the bell rang to go to the next station, but the panel wanted to ask one last question. Since we were out of time, answering was a free-for-all. The panel’s question was: “Who is the leader on a healthcare team?” The other two women in my group blurted out their answers. The first said “The doctor!”, the other “The nurse!”, at which point the first women said, “The nurse, I should have said that.” I looked at the panel with an almost matter-of fact-face and said, “The patient.” The panel beamed back at me, offering a hand to shake as we moved on.

In the hall walking to the next session, the women looked at me and said, “Why would the patient be the leader of the healthcare team? They aren’t even on the healthcare side!” The answer is simple: Healthcare providers are only members of the team. We have the knowledge of how and what can be done for our patients, but the patient needs to lead us. All patients oversee their own health and are allowed to make choices that are right for them. This is very similar to our experiences as students. Professors present knowledge and stand at the front of the class. However, as students, we decide what and how much we learn. Everything is dependent on what we want from our education – how much we participate, the choices we make, and how we plan for our future. We alone are the real leaders of our education. 

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Themed Article

The Role of Trust in Leadership
By Darrielle Ehrheart, FACHE

Long gone are the days when we would follow our corporate leadership blindly as if they had special knowledge of our future and had our best interests in mind. In today's corporate world, the millennials want and need more psychologically than their predecessors. That "more" is in the form of values, beliefs, and relationships. As leaders and managers, we all run on that hamster wheel trying to tackle the enormous challenges we face daily, which thereby leads us to forget to take the time to be human and connect with others at a personal level -- to communicate values, distinguish beliefs, build confidence, and develop relationships. These attributes are the foundation for trust in leadership. Our success in the long run depends on our ability to develop trust with our direct reports and peers who support our efforts.

So what do I mean by trust? Trust is based on a belief in someone or conviction in something. It allows us to rely on others and have faith in them as a part of our social network. It is what gives us purpose in what we do and feeds our passion. As people, we all have an inherent need to believe in something greater than ourselves. That's why we attend church, join community groups, connect with individuals who share our experiences, or seek an occupation that allows us to share our values and believe we are a part of something greater than ourselves. These bonds must come from an authentic position of emotional attachment and purpose -- otherwise there is no commitment or trust in the person or institution.

In business, trust is what provides the safety net for risk, and risk is what allows creativity, innovation, learning, and exploration to grow. Trust is the psychological support system that encourages us to think and act beyond our comfortable safety zones. When we trust, we feel protected; when we feel protected, we are willing to take risks. In today's business landscape, leaders need to examine the power of trust and the treasures that come with it. To help with this examination, David O'Brien has provided a framework (O'Brien DA, 2015. Leadership trust: The three dimensions. Leadership Excellence, 32(4), 20.)

  • First dimension covers trust in your skill and capacity to achieve success.
    It is in this dimension where individuals believe in your abilities. They believe you know where to go (personally and organizationally) and are leading them down the right path and in the right direction. They trust that you have (and demonstrate) the ability, skills, and knowledge to help get them there.
  • Second dimension covers character (most important).
    In this dimension, individuals believe you are performing with integrity and consistency. You honor your commitments and walk your talk. You focus on leadership competencies such as demonstrating conviction, being a visionary, listening and communicating with purpose, developing others, building consensus, stimulating creativity, and driving results.
  • Third dimension covers leadership intention (both for the organization and individual).
    In this dimension, individuals believe you are acting in their best interests and those of the organization. It comes through in your actions and unspoken support of your direct reports and colleagues. It includes emotional intelligence, fairness, and transparency, which are staple leadership traits.

As leaders, it is our responsibility to develop a strong sense of culture (belonging) where people are not afraid to take risks, be creative, or act with intention. In essence, it is our responsibility to build a safety net and look out for those who work for us and within our organization. Doing so builds credibility, loyalty, and yes... trust. It's been my experience that when I get off the hamster wheel and take the time to cultivate a culture focused on values, credibility (walk my talk), confidence in leadership, and caring for others, I then began to see the trust, loyalty, engagement, and effort that facilitates the success of the team and organization.

Focus on becoming the leader others want to follow. Build relationships that matter and have meaning. Take responsibility for both successes and failures. Be conscience of how you come across to others (EQ), and earn the trust of those who surround you. Remember, in the words of Peter Drucker, “…effective leadership is earning community trust and exercising it in a judicious, mutually responsible way."  As leaders we have an obligation to foster shared values, build trust through empowerment, and develop authentic relationships. Imagine ... if you have trust between management and employees, the things you can accomplish: inspired creativity, increased innovation, better problem-solving, productive employees, and ultimately success for your teams and the organization!

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CAHL Reflections

Cultivating the Future Healthcare Workforce
By Lillian Chan, FACHE

In a 2015 Forbes article on US Census trends, Generation Z, which includes those born between the mid-nineties and the early-2000s, was recognized as representing 25% of the US population. This cohort, which is larger than the Millennial generation who came of age in 2000, includes today’s college students. Soon, Gen Z will start graduate studies or enter the workforce, including the healthcare industry. Ironically, during a career fair held last spring for MBA students, members of CAHL’s Higher Education Network (HEN) observed that a large majority of business school students in attendance had never heard of health administration as a potential career.

Healthcare jobs represented 35% of the nation’s job growth in the 10-year period following the 2007 recession – the single largest industry sector for job creation. Although the debate continues as to whether this growth has contributed positively to the proportion of GNP spent on health or has improved health outcomes, this growth in healthcare jobs remains a significant trend on several fronts. Jobs in the healthcare sector have grown in response to the aging of the US population, in reaction to the Affordable Care Act and payment reform, and with changes in workforce demographic as the last of the Baby Boomers exits the workforce.

Efforts to address future health workforce needs have led to the establishment of the California Future Health Workforce Commission, co-chaired by University of California president Janet Napolitano and Dignity Health president Lloyd Dean. This commission will focus on the state’s current and future healthcare staffing needs in three areas: primary care, mental health, and aging. Commission Co-Director Jeff Oxendine, also co-faculty director for the University of California-Berkeley’s School of Public Health's Undergraduate Public Health Program, stated, “Informing young people from underserved areas about health careers and providing opportunities to pursue them could help with recruitment and retention of a more diverse workforce.”

Understanding the mindset and characteristics of Gen Z will be critical to hiring managers looking to replace retiring healthcare workers. Gen Z grew up with the Internet, learned smart phone technology at an early age, lived in the specter of 9/11, and witnessed the impact of the recession on their families’ economic stability. They read books, such as The Hunger Games and The Divergent Series, which focused on individual resilience and teamwork in uncertain times and underscored this generation’s reputation as being savvy, self-reliant, entrepreneurial, and serious.

How can we grow as healthcare leaders from the Gen Z population?  Mentorship has long been key, and Eric Williams, FACHE, chief operating officer at Kaiser Santa Clara Medical Center, recently described the role of mentorship during high school in his own career path. In addition to mentorship, broad exposure to the various disciplines in health administration is important as the newest members of the workforce may not have considered data analytics, policy, program development, health informatics, finance, and the growing field of population health as potential areas of subject matter expertise. Our industry requires these disciplines to drive change, achieve the goals of our organizations, and improve the health status of the communities we serve.

As members of ACHE, we embody the core value of leading by example and mentoring. ACHE further points to healthcare executives’ professional obligation to mentor those entering the field, including students, early careerists, and those beginning healthcare leadership roles. As I have met with new students at the University of California, Berkeley, with their high expectations and a pressure to succeed, I have seen reflected the core principle of commitment to public service. Didn’t that same desire speak to us as we began our healthcare careers? To serve and make a difference?

I want to encourage fellow CAHL members to embrace our calling and be part of shaping the future generation of healthcare leaders and workforce. In addition to mentoring and hosting internships within your organizations, there are opportunities to meet young people outside of work, including through community-based organizations, college alumni associations, and interactions with high-school and college students within your personal network. Hang out with a student, and feel the positive energy of their optimism and eagerness. Encourage them to persevere, and reassure them career decisions need not be locked in stone at age 20. Help them to know themselves better, and show them how a career is just a small part of our identity. And for those who are or become interested in healthcare, share your commitment to healthcare administration, leadership, and making a difference wherever life finds you.

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Sponsorship Showcase

By Kim Brown Sims

CAHL-ACHE is honored to renew our partnership with the UCSF online master’s program: Healthcare Administration and Interprofessional Leadership (MS-HAIL). We are excited that the MS-HAIL program is offering a $5,000 tuition offset to ACHE members who are accepted into the program.

 

A Word from our Education Sponsor

The Master of Science in Healthcare Administration and Interprofessional Leadership Program (MS-HAIL) at the University of California San Francisco (UCSF) is excited to renew our educational sponsorship with CAHL-ACHE. This is a natural partnership to help professionals achieve their educational and career goals.  As a benefit of this partnership, current ACHE members are eligible to receive a $5,000 tuition remission provided by the UCSF MS-HAIL program. 

Most leaders appreciate that lifelong learning is the gift that keeps on giving!  But in today’s fast-paced and highly demanding healthcare environment how can leaders achieve both their academic and career goals while still contributing to their organization’s mission? The UCSF MS-HAIL program was specifically designed with these working health professionals in mind.
 
MS-HAIL is a unique, online graduate program designed so students can earn their master’s degree in as little as one year.  The program welcomes students from a range of clinical and non-clinical disciplines across the healthcare continuum. The hybrid online/on-campus model includes six online classes, three face-to-face on-campus sessions, and two administrative practicum courses in the student’s workplace. The online curriculum focuses on four content areas: Leadership & Change, Health System Management, Health Systems Research, and Interprofessional Practice. Within each area, students examine issues facing healthcare professionals every day: organizational complexity, leadership, innovation, healthcare policy and economics, effective business practices, and management of social and human capital.
 
We encourage CAHL-ACHE members who are interested in continuing their educational journey to contact us. We are currently accepting applications for Spring Quarter 2018. To learn more about the program, please visit our website, http://healthleadership.ucsf.edu/, or feel free to contact me or the MS-HAIL Admissions Team at admissions.mshail@ucsf.edu.

Mary Louise Fleming, RN, PhD
Clinical Professor and Director
Healthcare Administration & Interprofessional Leadership Program

 

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Announcements

Don’t let The Board of Governors Exam (BOG) stand in your way

Do you want to take your career to the next level by becoming a Fellow in the American College of Healthcare Executives?  Did you know that CAHL offers resources and preparation workshops to help you pass the exam?  Did you know that nearly ninety students have completed these workshops and many have passed the exam and become Fellows?

The Advancement Committee has successfully held three all-day BOG prep workshops on select Saturdays for the past several years but only two in 2017.  Now we are focusing our efforts on taking these workshops to the next level.  The Advancement Committee is overhauling the BOG workshop presentation as well as other advancement materials.  We are collaborating with leaders in higher education to help design our program to be more engaging and better retained.  We are also working with domain experts to update and streamline our materials.  And finally, we have developed standards for our workshops that provide meaningful volunteer opportunities for our committee members and volunteers

Don’t fret!  New and improved BOG Workshops will be back starting in April 2018.  Stay tuned for more details.  And if you are interested in helping us with this effort, there are opportunities to contribute your domain expertise on exam sections or volunteer to work with faculty, produce advancement materials, edit the workshop presentations, or assist with the always-important workshop logistics.  Please get in touch with Advancement Committee Chair Mike Brokloff at broklom@sutterhealth.org if you can help.

We’ll see you at a BOG session in 2018!

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ACHE National News

Save the Date for the 2018 Congress on Healthcare Leadership

The American College of Healthcare Executives’ Congress on Healthcare Leadership brings you the best in professional development, opportunities to network with and learn from peers, and the latest information to enhance your career and address your organization's challenges in innovative ways. The 2018 Congress on Healthcare Leadership, “Be Part of Something Bigger,” will be held March 26–29 at the Hyatt Regency Chicago.

Join us in 2018 and be part of this dynamic, energizing event that draws the top healthcare leaders from across the nation and around the world. The opening date for Congress 2018 registration and to reserve hotel accommodations was Nov. 14. Save your spot today!

Call for Innovations—Management Innovations Poster Session at the 2018 Congress on Healthcare Leadership

ACHE is inviting authors to submit narratives of their posters for consideration for the 34th Annual Management Innovations Poster Session to be held at ACHE’s 2018 Congress on Healthcare Leadership. We are interested in innovations addressing issues affecting your organization that might be helpful to others, including improving quality or efficiency, enhancing patient or physician satisfaction, implementing EHRs, using new technology and similar topics. All accepted applicants will be expected to be available to discuss their posters on March 26, between 7 a.m. and 8 a.m., and posters will remain on display from March 26–28 at Congress.  

Please go to ache.org/CongressPosterSession for the full selection criteria and submission instructions. Submissions will be accepted through Jan. 16.

Forum on Advances in Healthcare Management Research at the 2019 Congress on Healthcare Leadership

ACHE is inviting authors to submit proposals to present their research at the 11th Annual Forum on Advances in Healthcare Management Research. This session will take place during ACHE’s 2019 Congress on Healthcare Leadership, which will be held from March 4–7, 2019. The lead presenter of each selected proposal will receive a complimentary registration to the Congress.

Please visit ache.org/Congress/ForumRFP.cfm for the selection criteria and submission instructions. Submit your up-to-400-word abstract by July 2.

Encourage Your Members to Apply for Fellow Status

The importance of earning the distinction of board certification as a Fellow of the American College of Healthcare Executives cannot be overstated. Encourage your chapter members to take the next step in advancing their career by achieving Fellow status. Earning this credential benefits chapter members’ professional goals and the healthcare management profession, as it demonstrates a healthcare leader’s competence, leadership skills and commitment to excellence in the field.

Fellow applicants who successfully meet all requirements by Dec. 31, including passing the Board of Governors Examination, will be eligible to participate in the Convocation Ceremony at the 2018 Congress on Healthcare Leadership.

Access Complimentary Resources for the Board of Governors Exam

For Members starting on the journey to attain board certification and the FACHE® credential, ACHE offers complimentary resources to help members succeed so they can be formally recognized for their competency, professionalism, ethical decision making and commitment to lifelong learning. These resources, which include the Board of Governors Examination in Healthcare Management Reference Manual and quarterly Advancement Information webinars, are designed to be supplements to other available Board of Governors Exam study resources, such as the Board of Governors Review Course and Online Tutorial.

  • The Reference Manual, found at ache.org/FACHE, includes a practice 230-question exam and answer key, a list of recommended readings, test-taker comments and study tips.
  • Fellow Advancement Information webinars provide a general overview of the Fellow advancement process, including information about the Board of Governors Exam, and allow participants to ask questions about the advancement process. An upcoming session is scheduled for Dec. 14. Register online at ache.org/FACHE

List Your Postgraduate Fellowship With ACHE

ACHE would like to know if your organization is offering a postgraduate fellowship for the upcoming year. If so, we encourage you to add it to our complimentary Directory of Postgraduate Administrative Fellowships at ache.org/Postgrad.

As a healthcare leader, you know how crucial it is to attract and develop highly qualified professionals in your organization. Gain exposure and start attracting top-notch applicants by posting your organization’s program on ACHE’s Directory. You may add a new listing or update a previous one at any time by completing the Online Listing Form.

Questions? Please contact Audrey Meyer, membership coordinator, at (312) 424-9308 or email ameyer@ache.org, Monday through Friday, 8 a.m. to 5 p.m. Central time.

ACHE Announces Nominating Committee 2018 Slate

The ACHE Nominating Committee has agreed on a slate to be presented to the Council of Regents on March 24, at the Council of Regents meeting in Chicago. All nominees have been notified and have agreed to serve if elected. All terms begin at the close of the Council meeting on March 24. The 2018 slate is as follows:

Nominating Committee Member, District 1 (two-year term ending in 2020)
Carle-Marie P. Memnon, FACHE 
Senior Director 
Hospital for Special Surgery 
New York

Nominating Committee Member, District 4 (two-year term ending in 2020)
Michael O. Ugwueke, DHA, FACHE 
President/CEO 
Methodist Le Bonheur Healthcare 
Memphis, Tenn.

Nominating Committee Member, District 5 (two-year term ending in 2020)
Chisun S. Chun, FACHE 
Director, Clinical Operations 
Rady Children's Hospital San Diego 
San Diego

Governor (three-year term ending in 2021)
Delvecchio S. Finley, FACHE 
CEO 
Alameda Health System 
San Leandro, Calif.

Governor (three-year term ending in 2021)
Teri G. Fontenot, FACHE 
President/CEO 
Woman's Hospital 
Baton Rouge, La.

Governor (three-year term ending in 2021)
Laura Robertson, FACHE 

CEO 
Banner Desert Medical Center 
Mesa, Ariz.

Governor (three-year term ending in 2021)
Col Gigi A. Simko, FACHE 

U.S. Air Force

Chairman-Elect
Heather J. Rohan, FACHE 

President 
HCA–TriStar Health Division 
Brentwood, Tenn.

Additional nominations for members of the Nominating Committee may be made from the floor at the annual Council of Regents meeting. Additional nominations for the offices of Chairman-Elect and Governor may be made in the following manner: Any Fellow may be nominated by written petition of at least 15 members of the Council of Regents. Petitions must be received in the ACHE headquarters office (American College of Healthcare Executives, 1 N. Franklin St., Ste. 1700, Chicago, IL 60606-3529) at least 60 days prior to the annual meeting of the Council of Regents. Regents shall be notified in writing of nominations at least 30 days prior to the annual meeting of the Council of Regents.

Thanks to the members of the Nominating Committee for their contributions in this important assignment:

Richard D. Cordova, FACHE
Edward H. Lamb, FACHE
Dolores G. Clement, DrPH, FACHE
Ed Hamilton, FACHE
Kim A. King, FACHE
Stephen M. Merz, FACHE
Stephen J. Pribyl, FACHE
Adam C. Walmus, FACHE

ACHE Call for Nominations for the 2019 Slate

ACHE’s 2018–2019 Nominating Committee is calling for applications for service beginning in 2019. All members are encouraged to participate in the nominating process. ACHE Fellows are eligible for any of the Governor and Chairman-Elect vacancies and are eligible for the Nominating Committee vacancies within their district. Open positions on the slate include:

  • Nominating Committee Member, District 2 (two-year term ending in 2021)
  • Nominating Committee Member, District 3 (two-year term ending in 2021)
  • Nominating Committee Member, District 6 (two-year term ending in 2021)
  • Four Governors (three-year terms ending in 2022)
  • Chairman-Elect

Please refer to the following district designations for the open positions:

  • District 2: District of Columbia, Florida, Georgia, Maryland, North Carolina, Puerto Rico, South Carolina, Virginia, West Virginia
  • District 3: Illinois, Indiana, Iowa, Kentucky, Michigan, Minnesota, Nebraska, North Dakota, Ohio, South Dakota, Wisconsin
  • District 6: Air Force, Army, Navy, Veterans Affairs

Candidates for Chairman-Elect and Governor should submit an application to serve that includes a copy of their resume and up to 10 letters of support. For details, please review the Candidate Guidelines, including guidance from the Board of Governors to the Nominating Committee regarding the personal competencies of Chairman-Elect and Governor candidates and the composition of the Board of Governors.

Candidates for the Nominating Committee should only submit a letter of self-nomination and a copy of their resume.

Applications to serve and self-nominations must be submitted electronically to jnolan@ache.org and must be received by July 15. All correspondence should be addressed to Edward H. Lamb, FACHE, chairman, Nominating Committee, c/o Julie Nolan, American College of Healthcare Executives, 1 N. Franklin St., Ste. 1700, Chicago, IL 60606-3529.

The first meeting of ACHE’s 2018–2019 Nominating Committee will be held on March 27, during the 2018 Congress on Healthcare Leadership in Chicago. The committee will be in open session at 2:45 p.m. During the meeting, an orientation session will be conducted for potential candidates, giving them the opportunity to ask questions regarding the nominating process. Immediately following the orientation, an open forum will be provided for ACHE members to present and discuss their views of ACHE leadership needs.

Following the July 15 submission deadline, the committee will meet to determine which candidates for Chairman-Elect and Governor will be interviewed. All candidates will be notified in writing of the committee’s decision by Sept. 30, and candidates for Chairman-Elect and Governor will be interviewed in person on Oct. 25.

To review the Candidate Guidelines, visit ache.org/CandidateGuidelines. If you have any questions, please contact Julie Nolan at (312) 424-9367 or jnolan@ache.org.

 

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Articles of Interest

Bring Out the Most in Your Employees: 10 Tips for Managers

One of the biggest responsibilities managers have is to inspire others to be the best versions of themselves. “If done well, everyone on your team will not only be more productive and efficient, but also happier with their jobs,” according to entrepreneur and speaker John Rampton. Here are 10 ways managers can effectively lead others to produce high-quality work:

1. Be authentic. Behaving in a way that aligns with your beliefs and values helps build trust with your employees and encourages them to be genuine as well.

2. Encourage transparency and feedback. Admitting when you are wrong is crucial to creating an honest and transparent culture where everyone can feel free enough to be their best at work.

3. Create connections with individuals. Get to know each person on your team. This will allow you to understand what motivates your employees, what they enjoy doing and what they are working toward.

4. Give recognition. Be the one to applaud and appreciate good work and can keep motivation levels high.

5. Leverage technology. Spend time finding solutions that can automate or speed up monotonous tasks to help make your team more productive and happier.

6. Support risk taking. Encouraging risk taking not only builds employees’ confidence and autonomy, but it yields more output within a culture of innovation.

7. Keep mission at the forefront. When people are excited about the work they are doing, their output is going to be exponentially higher.

8. Promote autonomy. Don’t make people feel like they have to be doing their work in a particular way, let them take a goal or idea and run with it. Giving people freedom can create momentum in the office.

9. Challenge your employees. Inspire your team to ask questions like "why am I working on this particular thing? Is what I'm doing the best use of my time right now, and is there a way to do this more efficiently?"

10. Hire the best. Great managers bring superstar qualities out of normal people. That said, it’s crucial to know when a person isn't a good fit and when to cut ties with someone who doesn’t fit.

—Adapted from “10 Ways to Make Your Employees 10x More Productive,” by John Rampton, Entrepreneur, Nov. 10, 2017.

Ransomware Tops List of Health Technology Safety Hazards

ECRI Institute named ransomware and other cybersecurity threats as the No. 1 hazard that warrants the greatest attention for the coming year. In the healthcare environment, ransomware and other types of malware attacks are more than just an IT nightmare. They are a potential patient-safety crises that can disrupt healthcare delivery operations, placing patients at risk.

Endoscope reprocessing landed in the No. 2 spot for 2018, as many healthcare facilities still struggle with consistently and effectively cleaning, disinfecting and sterilizing these instruments between uses. Reprocessing failures can lead—and have led—to the spread of deadly infections. Other topics on the list include bed and stretcher support surfaces that remain contaminated between patients, missed alarms, equipment malfunctions resulting from the use of incompatible cleaning agents, patient burns from electrosurgical electrodes that are not safely holstered between uses, and unnecessary radiation exposures during digital imaging procedures.

The ECRI Institute Top 10 Health Technology Hazards for 2018 list identifies potential sources of danger involving medical devices and other health technologies, as well as practical strategies for reducing risks, establishing priorities and enacting safety solutions.

—Adapted from “Ransomware and Other Cybersecurity Threats Top ECRI Institute’s Annual Health Technology Hazards List,” by Laurie Menyo, ECRI Institute, Nov. 6, 2017.

 

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Congratulations to our New ACHE Fellows and Welcome to our New Members!

New Members

September

Name

City

Rancelle M. Ablan

Joseph M. Allen

Edmund D. Chan

Nneka Chukwu

Darlene V. Cooper

Christy L. Cummings

Jamie Divine-Cadavid

Foster City

Leilani Esteban

Farhan Fadoo, MD

French Camp

Ronald Grummer

Sacramento

Davis A. Gunderson

Erin Hagemann

Sacramento

Lawrence C. Headley

Brian L. Jensen

Sacramento

Ashley R. Kelly

San Jose

Parag Nene

Oakland

McKenna K. Peterson

Orangevale

Edda Quinones-Romero, MD

William K. Rojek

Kevin A. Silveira, RN

LTC Guy G. St. Louis, RN

Krystal Tsui

Cindy Tumbarello, DHA

Veronica I. Ubah, DNP, RN

October

Dominic Adorno

Portland

Aldijana Avdic

Caroline Bell

Palo Alto

Susan Brajkovic, RN

Oakland

Laura Dougan

Redding

Shawn Franklin, MD

LeAnna Fries

Palo Alto

Peter V. Hull, MD

Issa Khoury

Mithu S. Molla, MD

Sacramento

Matthew R. Mouille

Cotati

David Pepsny

Saboor Shahzad

Madera

William L. Sheats

San Ramon

Sveinn Sigurdsson

Palo Alto

Teresa R. Tillman

Fresno

November

Jaennika P. Aniag

Karla A. Avila

Oakland

Steven E. Ball, EdD

Vallejo

Kathleen K. Baust

San Francisco

Karen W. Black

Eureka C. Daye, PhD

Russhell Evans

NAS Lemoore

Tarannum Guller, MD

Niharika Jain

CPT JaQuane M. Jones, DBA

Richard C. MacIntyre

Paul Maggio

Stanford

Joeal Venkatesan

Fresno

Barbara A. Vogelsang

Santa Rosa

Rachel L. Wyatt, RN

Folsom

 

New Fellows

September

Name

City

Kevin C. Maxson, FACHE

Mather

Connie S. Rowe, RN, FACHE

Chico

October

Lt Col Cory L. Baker, FACHE

Cynthia Chiarappa, FACHE

San Francisco

Meghan Hardin, FACHE

Greenbrae

Joleen Lonigan, RN, FACHE

Sacramento

November

Kristin J. Mensonides, FACHE

Vallejo

 

Recertified Fellows

September

Name

City

Toby Marsh, FACHE

Sacramento

Dan Peterson, FACHE

Lakeport

Rodney M. Root, DO, FACHE

Bakersfield

Michael C. Wiltermood, FACHE

Chico

October

Lillian Chan, FACHE

Albany

Heather H. Qian, FACHE

Oakland

November

Eric D. Raffin, FACHE

San Mateo

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