February 2017 Print

A Note From Your Chapter President

Dear CAHL ACHE Members,
Happy New Year! As we kick off the new year I'd like to pause and reflect on a few highlights from our CAHL chapter's accomplishments last year. 2016 saw a net increase in our chapter membership of 275 members and the advancement of 27 of our members to Fellow status! ACHE has consistently noted over the years that CAHL remains an especially active chapter in the variety and frequency of chapter programs offered and last year our members and Fellows participated in over 70 chapter events we provided for CAHL. You may have noticed we've also expanded our partnership and collaboration with other professional organizations to broaden the networking and educational opportunities CAHL can provide both geographically as well as in content. Thank you to each of you for your engagement and participation in our CAHL education and networking events.

Many of you have served as volunteers in putting together various chapter events and facilitating our programming efforts. While I do not have the opportunity to list the many names of these incredible volunteers here, I want to thank each and every one of you who has given of your time to CAHL over the years. We would not be where we are without all of you. Because of you we accomplished much in 2016, including:

  • CAHL was honored with receipt of a Regent's Award for Chapter Accomplishments in Diversity and presented this award by our Regent at Large for District 5, Chisun S. Chun

  • Various CAHL volunteer leaders were invited by ACHE to speak at the Annual Chapter Leaders Conference on our various endeavors including successful ability to provide CEUs for selected events, our efforts around prioritizing Diversity and Inclusion including yet another annual event dedicated to this core value and collaboration with many of our affinity groups' programming events

  • Partnership with the UC Berkeley Haas Healthcare Association for further education and conference events

  • Partnership with HFMA in the Spring and Fall Conferences as well as the Hospital Council Fall Summit

  • Expansion of our Learning from Leaders events as well as our CAHL Mentor and Coach program

  • Second annual event with focused programming for our Active Duty Military and VA Administration members

  • Introduction of the ACHE Western Region College Bowl, now expanding beyond our California chapters.

  • Three Board of Governor's exam study sessions facilitated not only by various volunteer leaders but now by alumni of our study sessions who have completed their exam and advancement to Fellow

  • Hosting ACHE Chairman Ed Lamb at our Annual Meeting in August

  • Collaboration with HCE and SOHL to host a California state-wide reception for members at Congress in Chicago

The theme for this newsletter is integrity, one of the core values ACHE highlights in the college's Vision, Mission and Values, as does CAHL. In a time of rapid expansion of information available to us, accelerated growth in technology, heightened needs for continuous improvement in the provision of healthcare and an overwhelming pace at which we are asked to respond to changes in our workplaces, communities and the world at large, each of our individual abilities to hold ourselves to this highest ethical standards is paramount. It is vital that we find protected time to share ideas with peers for advice and feedback, to listen to colleagues' ideas and concerns and share in this dialogue, collaborate together to build upon these great ideas and, just as importantly, to find moments for quiet reflection and self-care. It is these moments of quiet and creative time that allow us to fully articulate our professional and personal intentions in life and refresh our energy to be able to give of ourselves as we know we need and want to be able to do. Healthcare is a profession of giving and that gift of giving necessitates that we each have the time and space we each need to cultivate this compassion and care for our work at large, our colleagues, our families and the patients and facilities we interact with and serve. Our ability to give of ourselves and serve others is an essential foundation for our individual integrity to our work and contributions we give to our organizations and communities. My wish for you here in the start of 2017 is that you each can carve out the space and time you need to fully recharge and set your intentions, both professional and personal.

I look forward to seeing many of you at various CAHL events this year. Our calendar is updated with upcoming events and we'll be adding more throughout the year. For ease of reference, here is the calendar on our chapter website: http://ache-cahl.org/meetinginfo.php For those of you planning to attend Congress in Chicago, please join us for the California  state-wide networking reception to meet with many of your CAHL colleagues as well as our colleagues from HCE and SOHL. Our reception will be held Sunday evening, March 26th at 5:30pm at the Mercat A La Planxa at The Renaissance Blackstone. I look forward to seeing you there!

In carrying forward our partnership with the Haas Healthcare Association, please stay tuned for an upcoming announcement for their 2017 conference for which CAHL is a Strategic Partner for the event. A limited number of early bird pricing tickets will be provided for CAHL members on a first come first serve basis. Announcements coming soon. http://www.haashealthcareconference.org

As we head into 2017 CAHL aspires to build upon our chapter's accomplishments to ensure we are providing the greatest value we can for our CAHL ACHE members. If you have feedback on the chapter programming or resources, please don't hesitate to reach out to me to share your ideas, comments or questions. Everyone's voice is especially valuable to ensuring the chapter is best serving you and our members' needs.

I am honored to serve as your 2017 CAHL Chapter President and am most grateful for the many chapter leaders who've come before to create and sustain our prosperous chapter. In particular I'd like to thank our Immediate Past-President Baljeet Sangha for his steadfast and supportive leadership. Baljeet continues to serve on our CAHL Board and we are thrilled to have his continued dedication, expertise and insight.

With care,
Laura M Hill Temmerman, MPH, MBA, FACHE

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Regent's Letter

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

An important value we all carry in our professional lives and transcend into our organizations is integrity. Integrity involves honesty, having a strong desire to lead by moral righteousness, and holding oneself up to ethical standards. Therefore, it is a prerequisite that represents all operational values of a functioning healthcare system. In order to deliver ethical healthcare, we must first exhibit personal integrity as our core value. As Regent, I have come to realize that growth and success for our multi-professional healthcare cannot be constructed without our strong desire for moral justice. Although we all represent integrity, we must not forget the importance of staying virtuous to the work we perform on a daily basis and ensuring that we always attempt to administer the highest quality of care. I encourage every leader to stop and take a moment to think about integrity before originating a major decision.

Integrity usually becomes questionable when conflict arises. Conflict may arise with another person, system, or when personal values don’t align with professional values. Before any instance emerges, keep in mind that acting with honesty, sincerity, honor and dignity will only diminish the chances of conflict. As a result, in order to achieve success in a network of people and enhance our leadership roles, we must encompass ourselves with integrity. This trait will last forever whereas profiting and enhancing our leadership roles through power will only last temporarily. In addition, we design policies on the basis of this characteristic, and our decisions are confirmed through them. As a result, integrity does not merely have to be a “special” trait, but a virtue that we can develop by allowing other leaders, clients and patients to trust us as professionals in our area of expertise – healthcare leadership. However, we must be careful when we assert or promise since these claims can have a great impact on how seriously we take our commitments. Therefore, at busy moments, we must remember to be careful on giving assurances on claims we cannot validate. To conclude, we are leaders or perhaps the paradigms of trustworthy and reliable decisions in our individual organizations with integrity standing as the most important virtue that we all share.

Thank you for the opportunity to serve as your Regent and allowing me to comment on the virtue of integrity in this message to you.   I look forward to seeing you next at the next CAHL event or later in March at the ACHE Congress on Healthcare in Chicago.

Regards,

Erick Berry, FACHE
Regent – Northern and Central California

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Military Themed Article

Integrity – A Cornerstone of Healthcare Leadership
Article by: Maj Marc Rittberg, USAF, MSC

My name is Maj Marc Rittberg and I am a healthcare executive at David Grant Medical Center in Fairfield, California. We are one of the United States Air Force’s largest medical treatment facilities providing healthcare to 500,000 eligible beneficiaries with access to 57 various clinics on our campus. I would like to thank Lt Col Daniel Bowen for supporting CAHL and providing great articles for us in 2016. Hopefully I can follow suit and provide enlightening detailed articles about healthcare administration at David Grant Medical Center.

The Air Force has three core values that are instilled in every airman, from the time they raise their hand and take either the oath of enlistment or commissioning. The three Air Force core values are Integrity, Service before Self and Excellence in All that We Do. Integrity is the glue that holds any organization together, and can make or break any organization. To quote the Air Force Doctrine Document 1-1, “Integrity is the basis of trust, and trust is the unbreakable bond that unifies leaders with their followers and commanders with their units. Trust makes leaders effective, and integrity underpins trust.” Its best always summarized that integrity is doing what is right, even when no one is looking.

I currently serve as one of the group practice managers at David Grant Medical Center. Our medical personnel at David Grant Medical Center use solid integrity day in and day out. There are times when I must ensure that all of our providers and staff have the courage to use integrity in order to ensure the best possible access to care and treatment for our patients. This can range from my own actions to the actions of others. For instance, when asked if I ensure that each provider is seeing the appropriate number of patients each week as in line with our business plan, I better respond with the appropriate answer and correct any issues that may hinder our providers from reaching that mark. It does take some time to go through each provider’s template and ensure they have the right targets for each day and week in regards to patients seen. If I had answered yes, without verifying the numbers were correct and they were too low, that would not only affect the clinics I oversee but also ancillary services and specialties. In the clinical setting, it’s important for our providers to be honest and thorough in regards to flight medicine. These providers ensure those aircrew are good to go while conducting flying operations. The need to temporarily suspend a flier or return them to fly is a huge undertaking that requires the utmost in integrity while making sound decisions.

We as healthcare executives must realize that integrity may be put in question, but we must stay the course and continue to do what is right, even if it’s not the popular or most appealing decision. In our ACHE code of ethics, it states “Conduct professional activities with honesty, integrity, respect, fairness and good faith in a manner that will reflect well upon the profession.” Integrity must be our guide in today’s world where doing the right thing is sometimes overlooked. As healthcare executives, we must do what is right for the patient, our staff, and our stakeholders.

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Career Corner

The Value of Mentorship During my Transition
Article by: Lt Col Dan Bowen, USAF, MSC, FACHE

I’m not just a member of CAHL’s Career Development and Transition Committee (CDTC), I’m also a client! I have been a proud member of the Air Force for over 20 years and, during that time, my family and I have lived in 8 different locations in 3 different countries. As my kids have grown up and my wife’s career has evolved, those moves become more and more difficult. This drove us toward the decision for me to retire from the Air Force and transition to the civilian sector to provide my family with the stability they have been longing for. I was not going to take a decision of this magnitude lightly so preparations began immediately.

In February of 2016, I sketched out a rough timeline that would allow me to retire in the summer of 2017. An amazing mentor and friend, Brigadier General Jay Burks, gave me some great advice. He said to plan for one-month lead-time for every $10K you're looking for in salary. This is prudent for research, resume prep, growing relationships, surveying markets, etc., so 12-15 months became my target timeline.

In March of 2016, I was extremely fortunate to connect with a fellow CDTC member at a local chapter event in Sacramento. Laura Perez is a CEO Executive Consultant and owner of Epiphany Consulting Solutions (http://www.epiphanyconsultingsolutions.com/). Laura and I immediately hit it off! After discussing my goal to successfully transition to the civilian sector, I asked her if she would consider mentoring me through the process and she graciously accepted. I sent her my Bio and we exchanged emails over the next month to prepare for our future meetings.

I also reached out to another great resource in my network…I hope you are picking up on the theme of the importance of having a robust network! Tom Fenyoe is an Executive Recruiter at Sutter Health. I connected with Tom the previous year at another CAHL local chapter event and we have stayed in touch. He provided me with some great sample resumes and cover letters and gave me some excellent advice on “civilianizing” my military resume to include updating my duty titles to their civilian equivalent.

Over the next several months Laura and I scheduled 4 separate meetings which covered multiple topics so she could really zero in on my skills and the goals for my transition. I really appreciated her direct approach and honesty. She focused on preparing me for the differences within the culture of the civilian sector and how it would be up to me to adapt to them and not vice-versa. I talked about our family's desire to move back to Florida since we loved the area when we were previously stationed at Patrick AFB and the majority of our family is on the East coast. We talked again about the value of my network to include my military resources and the civilian connections I have made through ACHE/CAHL and LinkedIn. We also discussed my target salary range and the Director level being a great starting point.

She also started to prepare me for the interview process and the importance of preparation. She stressed taking the time to research the organization you are interviewing with so you understand their mission, vision, current challenges and recent accomplishments. Also, come prepared with a good list of questions to ask the individual or panel you are interviewing with. Laura gave me some great examples like: (1) What is the current culture in the organization? (2) What are some of their current challenges or pain points and how are they related to this position? (3) What are your expectations for this position in the first 90 days, 6 months, 1-year, etc.? (4) What do you think will be my biggest challenge, (5) Do you feel that I am a good fit for this position? I also developed a list of examples from my past experience to reference during the interviews to show how I could help with their current issues. I had examples in different areas like overcoming mission or personnel challenges, process improvements and customer service initiatives and working with multi-disciplinary teams.  

In October 2016, I saw a job posting via LinkedIn with an amazing non-profit, Integrated Delivery Network (IDN) in Florida. I saw this posting because I connected with their executive recruiter via LinkedIn just a few months earlier. It seemed almost too good to be true since the System Director position was a perfect fit for me. I reached out to the recruiter via email and attached my resume for her review. She quickly told me to apply for the position and she would contact me if I made it through the initial screening.  

The recruiter reached out to me a few weeks later and scheduled a phone interview with me in mid-November. I immediately reached out to Laura to share my excitement and make sure I was prepared. We went over everything that we discussed over the last several months and I felt ready. The initial interview went extremely well and the recruiter said she wanted to move me forward to the next step in the process. She also let me know what to expect going forward which I thought was extremely helpful. There would be 3 additional steps before an offer could be made: (1) Phone interview with the hiring official (VP-level), (2) a third party evaluation which included several online assessments followed by a phone interview with a clinical psychologist, and finally (3) on site face-to-face interviews.

The interview with the Vice President was scheduled just 3 days later. We had a great conversation, which lasted a little over an hour. He was very honest about the current challenges the organization was facing and their need for leadership and an individual that is equipped to guide the team through change. I was able to provide some great examples of my experience with similar challenges and how I led my previous teams through difficult changes at the organization and corporate levels. He felt confident in moving me forward to the next step in the process.

The third party company reached out to me in late November to complete six separate online questionnaires and the phone interview with the clinical psychologist. This made me want to work for this company even more! The fact that they would go through this extent to ensure that I would be a good fit says a lot about the culture they have or that they are trying to create.

Shortly after, the recruiting office called to schedule the face-to-face interviews. We agreed on a date and they sent me the agenda, which was a little intimidating to be completely honest. Another Laura Perez pep talk and a little more preparation, which included research on the organization and the individuals I would be interviewing with, I was ready for the most important day of my transition process. I interviewed with my future boss, a panel of my direct reports, the VP of outpatient clinical operations, a panel of surgical and budget leadership (VP-level) and finally I met with the CFO. The day was a whirlwind but I truly felt prepared for their questions and being able to provide relevant examples really helped solidify that I was the right fit for this position. Now it was time for the most excruciating part of the process…THE WAIT!!!

The next week and half went by extremely slow as my wife and I waited for the news. Finally, I received an email from the recruiter asking if I had a “few minutes to connect” which did not sound encouraging at first. After a few minutes of small talk, she stated that they were excited to offer me the position and went over the starting salary, benefits and bonus structure. Remembering my conversation with Laura regarding salary negotiations, I countered the original offer using my experience and education against the job qualifications as the justification to start a little higher within the established salary range. I’m so glad that I didn’t let my excitement get the best of me and quickly accept the original offer. They came back the next day and increased the offer to a number that was within my targeted salary range and I accepted!

The goal of telling my story is to not only recognize the mentors and the many friends/colleagues that helped me throughout the process but to hopefully help others that are planning a transition in the future. I am a firm believer in the ‘Pay it Forward’ concept and I will continue to assist members of my network with their career aspirations. Also, the pages above solidify the benefits of ACHE and the network you can build through their local chapters. I have met so many amazing people that continue to inspire me and I can only hope that I can do my part to pay back my debt of gratitude. Finally, your network will be a big help but they can’t do all the work for you. Nobody cares more about your career than you do so find your motivation and do the work. Be disciplined in your approach and be ready for that next amazing opportunity because you never know when it will present itself.

Some Career Corner resources may be found on ACHE website:
Job Center: http://www.ache.org/career.cfm
Career Resources Center:  http://www.ache.org/newclub/career/career_development_new.cfm

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CAHL Congress Reception

California Networking Event at ACHE Congress
March 26, 2017 5:30 PM to 7:30 PM  Add to Calendar
Mercat a la Planxa at The Renaissance Blackstone Chicago 638 S Michigan Avenue Chicago, IL 60605 http://mercatchicago.com  Directions

Tickets
$0.00 Member Registration
$0.00 Non-Member Registration
$0.00 Student Registration
Register Now

For more information: : http://ache-cahl.org/meetinginfo.php?id=152&ts=1486078360

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

Fellows

November

 

Joseph Daly, FACHE, Los Altos

 

Maj Amanda Davis, FACHE, Gulf Breeze

 

Luis Fonseca, FACHE, Oakland

December

 

Kelly Brian Flannery, FACHE, Vallejo

 

James C. Reedy, RN, FACHE, Oakland

January

 

Maj Xiao Ren, FACHE, Palmdale

 

Karen L. Stander, FACHE, San Francisco

 

Eric Williams, FACHE, San Mateo

February

 

Andrew N. Pete, FACHE, Rocklin

 New Members

November

 

Jose E. Alvarez, Sacramento

 

Matthew A. Bogerman, San Rafael

 

Brandon Burkinshaw, Rocklin

 

Richard S. Chou, MD, Vacaville

 

Janeille Ervin, Palo Cedro

 

CPT Brandon J. Hale, Oakland

 

Angelina D. Haratyk, Sunnyvale

 

Gatimu Kariithi, Hercules

 

Eric Leal, San Francisco

 

Maj Stephen Mathis, Woodland

 

Mike Mitchell, Los Gatos

 

BJ Moore, PhD, Bakersfield

 

Brandon Parker, CPA, Angwin

 

Amanda Randles, Lemoore

 

Philip S. Reed, Sacramento

 

Leticia Ries, RN, Roseville

 

Holly H. Tran, San Jose

 

Erika Vijh, Oakland

December

 

Leslie Baggesen, Sausalito

 

Nicole Brocato, RN, Alamo

 

Shaun Keefer, Sunnyvale

 

Tiffany M. Robertson, Yuba City

 

Michael Sloan, Bakersfield

 

Tuan Thai, Sacramento

 January

 

Kimberly Cromer, San Francisco

 

Ivan De La Torre, West Sacramento

 

Jacob Eapen, MD, Fremont

 

Katherine Hogan, Sunnyvale

 

Sunnie Lee, San Jose

 

Murat Mardirossian, MD, Davis

 

Martin McKittrick, Cary

 

Saranya P. Nandagopal, Fremont

 

Melanie Stroud, RN, Napa

 

Daniel Tam, San Francisco

Recertified Fellows

November

 

Erick Berry, FACHE, Roseville

 

Evelyn S. Colwell-Macklin, FACHE, San Leandro

 

Linsey Dicks, FACHE, Walnut Creek

 

Delvecchio S. Finley, FACHE, San Leandro

 

Ronald L. Groepper, FACHE, San Francisco

 

Theresa Hamilton, FACHE, Loomis

 

Eric K. McMurtrey, FACHE, Bakersfield

 

Martha Samora, RN, FACHE, Bakersfield

 

Gary J. Sloan, FACHE, Danville

 

Charles Thevnin, FACHE, Walnut Creek

 

Pam C. Yoo, FACHE, Oakland

December

 

Robert K. Cook, FACHE, Los Altos

 

Pamela M. Harlem, FACHE, San Rafael

 

Robert M. Hutchinson, FACHE, *No Mail

 

Jeanie D. Parsley, FACHE, San Mateo

 

Angela M. Simmons, FACHE, Sacramento

 

David M. Southerland Sr., FACHE, Eureka

 January

 

Kimberly C. Horton, DHA, FACHE, Livermore

 

Lt Col Paul J. Jones, FACHE, Beale AFB

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ACHE National News

National News Q1 

New Websites for the Journal of Healthcare Management and Frontiers
ACHE’s publishing division, Health Administration Press, has recently partnered with Wolters Kluwer, a global leader in professional information services and the publisher of more than 300 health-related journals. The partnership will expand digital distribution of ACHE’s journals to academic libraries and healthcare institutions, as well as implement best-in-class journal practices that will enhance search capabilities and online discoverability through Wolters Kluwer’s Ovid database platform.

New websites for the Journal of Healthcare Management and Frontiers of Health Services Management were launched in January and include a more robust catalog of archived content. The full run of back issues for Frontiers is currently available, and the complete archive for JHM will be developed throughout 2017. Previously, the digital editions for both journals were only available from 2006 to present day.

Digital conversion of the full run of both journals will not only extend the content available to ACHE members, it will also preserve important historical resources and perspectives for the field of healthcare administration as a whole.

As an added benefit of the partnership, ACHE members now will have digital access to both JHM and Frontiers. Previously, digital access had been limited to one journal of the member’s choice. Members who currently receive a print copy of a journal will continue to do so under the new partnership.

Members may visit the new journal websites at http://www.ache.org/pubs/journals.cfm. You will be prompted to log in with your ACHE credentials. Choose the journal you want to view, and you will be redirected to the new sites. The new sites feature a responsive design and are easily viewed on mobile devices.

Healthcare Executive magazine will continue to be available in the current digital format at http://www.ache.org/publications/ and in the digital publications app. For more information about the partnership with Wolters Kluwer, your online access, or your print subscription, please contact HAP at hapbooks@ache.org.

Forum on Advances in Healthcare Management Research at 2018 Congress on Healthcare Leadership
ACHE would like to invite authors to submit proposals to present their research at the 10th annual Forum on Advances in Healthcare Management Research. This session will take place during ACHE’s 2018 Congress on Healthcare Leadership, which will be held March 26–29, 2018. The senior author of each selected proposal will receive a complimentary registration to Congress.

Please visit ache.org/Congress/ForumRFP.cfm for the selection criteria and submission instructions. Submit your up-to-400-word abstract by July 10.

ACHE, IFD Alliance to Expand Healthcare Internships for Diverse Individuals
ACHE and the American Hospital Association’s Institute for Diversity in Health Management have entered into a strategic collaboration to co-promote the Summer Enrichment Program, which is designed to grow and strengthen the pipeline of healthcare leaders from underrepresented groups. The program places diverse graduate students pursuing advanced degrees in healthcare administration or a related field in 10-week, paid internships at healthcare organizations. As of Oct. 31, 2016, hospitals, health systems and other healthcare organizations interested in hosting an intern from the program in 2017 can register at diversityconnection.org/SEP. IFD staff will work with organizations to match program students with host sites beginning in February. Internships generally will take place from June through August. The program will be administered by IFD and co-promoted by ACHE, primarily through ACHE chapters across the country.

For more information about the program or on becoming a host site, visit diversityconnection.org/SEP or contact Jasmin Clark, membership and educational specialist, IFD, at ifd-sep@aha.org or (312) 422-2658; Terra L. Levin FACHE, CAE, regional director, Division of Regional Services, ACHE, at tlevin@ache.org or (312) 424-9329; or Cie Armstead, director, Diversity and Inclusion, ACHE, at carmstead@ache.org or (312) 424-9306.

ACHE Senior Executive Program
The ACHE Senior Executive Program prepares senior healthcare leaders for complex environments and new challenges. Past participants have included senior or executive directors, vice presidents, COOs, CNOs and CFOs—many of whom aspire to become a CEO.

The program’s locations and dates are as follows: 
Chicago (June 5–7)
San Diego (Aug. 14–16)
Orlando, Fla. (Oct. 30–Nov. 1)

Participants must attend all three sessions in each city. Participants grow professionally in a supportive learning environment over the course of three multiday sessions. The Senior Executive Program is tailored for senior leaders, providing them with an opportunity to gain skills in decision making, problem solving and team building. The program features three primary focus areas: “Charting Your Leadership Course,” “Leading the Value-Ready Healthcare Enterprise” and “Guiding Enterprisewide Change.”  

Enrollment is limited to 30 healthcare executives. A limited number of scholarships are available for individuals whose organizations lack the resources to fully fund their tuition. For more information, contact Catie L. Russo, program specialist, Division of Professional Development, ACHE, at (312) 424-9362, or visit ache.org/SeniorExecutive.

ACHE Executive Program
The Executive Program is designed to help mid-level managers in healthcare refine their knowledge, competencies and leadership skills. Participants will have the opportunity to learn, share and grow professionally together over three multiday sessions.

The Executive Program will be held at the following locations and dates:
Chicago (June 5–6)
San Diego (Aug. 14–16)
Orlando, Fla. (Oct. 30–Nov. 1)
Participants must attend all three sessions in each city. The Executive Program is tailored for mid-level managers, providing them with an opportunity to assess their skillsets in order to develop stronger leadership capabilities and prepare them for change within their organizations. The program features three primary focus areas: “Charting Your Leadership Course,” “Preparing for Accountable Care” and “Managing for an Uncertain Future.”

Enrollment is limited to 30 healthcare executives. A limited number of scholarships are available for individuals whose organizations lack the resources to fully fund their tuition. For more information, contact Catie L. Russo, program specialist, Division of Professional Development, ACHE, at (312) 424-9362, or visit ache.org/Executive.

Board of Governors Exam Fee Waiver Campaign: March 1–June 30
The Board of Governors Exam fee waiver promotion allows eligible ACHE Members to save $200 when they submit their Fellow application between March 1 and June 30, 2017.

*Eligible Members must submit their completed Fellow application, $250 application fee and meet all requirements—including the three years of ACHE membership tenure and five years of healthcare management experience—by June 30 to receive approval to take the Board of Governors Exam. Pending application approval, ACHE will waive the $200 Board of Governors Exam fee. 

For more information on recent changes to the application process requirements, go to ache.org/FACHE.

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 them 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. 8. Register online at ache.org/FACHE 

ACHE’s Leader-to-Leader Program
When you share the value of ACHE membership with your colleagues by encouraging them to join or advance to Fellow status, you can earn points to obtain rewards such as gift certificates toward ACHE education programs, clothing, a travel mug and a fitness tracker. If you sponsor three or more Members who successfully achieve Fellow status, you can even be entered into a raffle for a free registration to ACHE’s Congress on Healthcare Leadership. Each time a person joins ACHE or advances to Fellow status and lists your name as a sponsor on the application, you earn a point. The more points you earn, the more rewards you can receive. Points expire on Dec. 31 of the year after they were earned (e.g., a point earned on Jan. 1, 2017, will expire on Dec. 31, 2018). You can check your point balance in the My ACHE area of ache.org. To ensure colleagues mention your name, referral cards are available for you to pass out so you receive the credit you deserve.

When you help grow ACHE, you make a strong statement about your professionalism and leadership in the healthcare field and also strengthen the organization.

For more information on the program, go to ache.org/l2l.

ACHE Member Communities Enhance Membership Experience
ACHE’s Asian Healthcare Leaders Forum, Healthcare Consultants Forum, LGBT Forum and Physician Executives Forum, enhance value for ACHE members through a package of benefits tailored to their unique professional development needs.

AHLF helps increase the representation—through leadership and professional development—of Asian-Americans in healthcare executive management, policy and administration. Visit ache.org/AHLForum to learn more.

The Healthcare Consultants Forum can help healthcare consultants stay ahead of the curve and more effectively meet client needs through targeted resources. More information is available on ache.org/HCForum, where interested consultant members can join.

The LGBT Forum enhances representation of lesbian, gay, bisexual and transgender healthcare executives and promotes high-quality care for LGBT individuals and their families. The Forum provides opportunities for personal and professional growth to members in various healthcare settings and at all career stages. To learn more or to join, visit ache.org/LGBTForum.

The Physician Executives Forum offers education, networking and relevant information that address the top issues physician executives face, such as leading quality initiatives and enhancing interdisciplinary communication skills. Visit ache.org/PEForum to find out more about the Forum’s benefits and to join.

Benefits of membership in any of the forums include a special designation on ACHE’s online Member Directory, an e-newsletter and the opportunity to participate in an exclusive ACHE LinkedIn Group dedicated to the respective member community.

The cost of membership for each forum is $100 per year, in addition to ACHE annual dues.

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 complementary 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 Liz Catalano, membership coordinator at (312) 424-9374 or email ecatalano@ache.org, Monday through Friday, 8 a.m. to 5 p.m. Central time.

ACHE Call for Nominations for Regent-at-Large
The ACHE Board of Governors is calling for applications to serve as Regent-at-Large in Districts 2, 3, 4 and 5 beginning March 2018. ACHE Fellows are eligible for Regent-at-Large vacancies within their district. 

  • District 2 consists of the District of Columbia, Florida, Georgia, Maryland, North Carolina, Puerto Rico, South Carolina, Virginia and West Virginia.

  • District 3 consists of Illinois, Indiana, Iowa, Kentucky, Michigan, Nebraska, Minnesota, North Dakota, Ohio, South Dakota and Wisconsin. 

  • District 4 consists of Alabama, Arkansas, Kansas, Louisiana, Mississippi, Missouri, New Mexico, Oklahoma, Tennessee and Texas. 

  • District 5 consists of Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada, Oregon, Utah, Washington and Wyoming. 

    The primary purpose of the Regents-at-Large positions is to promote in ACHE governance a more diverse representation relative to race, ethnicity, gender and sexual orientation. The responsibilities of the Regent-at-Large, including suggested knowledge, skills and experience, are included in the position description posted at ache.org/RegentAtLarge. Appointments will be made by the Board of Governors in November 2017. Candidates should not directly contact members of the Board of Governors to request letters of support.

    Fellows from Districts 2, 3, 4 and 5 may apply to serve by sending a letter (see specifications below) via U.S. mail postmarked between Jan. 1 and July 15 to Caitlin E. Stine, American College of Healthcare Executives, 1 N. Franklin St., Suite 1700, Chicago, IL 60606-3529.

     Materials can also be sent via email to cstine@ache.org or faxed to (312) 424-2836. All candidates will be listed in the Member Center of ache.org under the heading “Regent-at-Large Declared Candidates.” Any candidate not listed by July 31 should contact Caitlin E. Stine immediately. If prospective candidates have any questions about the application process, they should also contact Caitlin E. Stine.

     Application specifications: To be considered, applications must include: 

  • A statement, in the form of a letter, by the candidate that addresses his or her qualifications for the position, including the demographic characteristics, knowledge, skills and experience.

  • A professional resume of education and work experience.

    Candidates may include up to two letters of support for their candidacy. Letters of support may not be solicited from current members of the ACHE Board of Governors. 

    ACHE Call for Nominations for the 2018 Slate
    ACHE’s 2017–2018 Nominating Committee is calling for applications for service beginning in 2018. 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 1 (two-year term ending in 2020)

  • Nominating Committee Member, District 4 (two-year term ending in 2020)

  • Nominating Committee Member, District 5 (two-year term ending in 2020)

  • Four Governors (three-year terms ending in 2021)

  • Chairman-Elect

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

  • District 1: Canada, Connecticut, Delaware, Maine, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont

  • District 4: Alabama, Arkansas, Kansas, Louisiana, Mississippi, Missouri, New Mexico, Oklahoma, Tennessee, Texas

District 5: Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada, Oregon, Utah, Washington, Wyoming

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 submit only 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 Richard D. Cordova, 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 2017–2018 Nominating Committee will be held March 28, during the 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. 26.

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.

2017 Premier Corporate Partners
The American College of Healthcare Executives is proud to recognize and thank our 2017 Premier Corporate Partners. ACHE’s Premier Corporate Partners play an important role in providing funding that helps ACHE develop new programming initiatives, career resources, enhanced networking opportunities, and additional educational lectures at our Clusters, to name just a few. By partnering with ACHE, these companies are clearly demonstrating their commitment to your career development and the importance of continuing education in an era of transformative change. 

Fund for Healthcare Leadership Thanks Supporters
On behalf of the Fund for Healthcare Leadership, we thank all our generous supporters for their commitment to ACHE’s mission to advance our members and healthcare management excellence. Over 680 outstanding individuals helped the Fund for Healthcare Leadership provide another year of scholarships for ACHE’s Senior Executive and Executive programs, as well as another cohort of the Thomas C. Dolan Executive Diversity Program. ACHE looks forward to more opportunities for outreach for the Fund in 2017, and hopes that our distinguished donors will again consider us in their charitable giving plans this year. 

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Articles of Interest

Articles of Interest Q1

6 Ways to Boost Alignment and Improve Strategy Execution
Developing an efficient and innovative new strategy can be challenging, but not nearly as challenging as aligning people in an organization to successfully execute that strategy, according to a recent Harvard Business Review article. Summarized below are six steps to help your leadership team boost alignment and create focus around the “highest-impact actions that will drive the organization’s most important outcomes.”

1. Define the one most important outcome. Identifying the most important thing your team hopes to accomplish in the next 12 months will help clarify your next steps.

2. Distinguish the most essential people. Your strategy may require a team effort, but it’s also crucial to recognize whose job is most essential to achieving the organization’s goal. Doing so will help focus leaders’ efforts and resources.

3. Have key players pinpoint their primary contribution. Similar to how your team should identify one outcome, your key people should identify their one pivotal strength related to the strategy and their one key contribution. Simplicity is a must when it comes to maintaining momentum.

4. Conduct coaching sessions. Leaders should have “laser-focused, 30-minute one-on-one coaching sessions” to ensure headway is being made and progress is on track.

5. Gather and report data. Coaching sessions give leaders the chance to collect data on trends and organizational obstacles team members are facing. Sharing data with the previously identified key people can help drive priorities forward.

6. Enhance performance. Have the key contributors fill out surveys on how the organization’s key strategy is progressing and whether they feel the 30-minute coaching sessions are valuable or effective. This information can help leaders improve their strategy execution.

Adapted from “Execution Is a People Problem, Not a Strategy Problem,” by Peter Bregman, Harvard Business Review, Jan. 4, 2017.

The Social Side of Emotional Intelligence: Bad Habits to Avoid
Recent studies show likability can be traced back to a few social skills such as sincerity, transparency and understanding. According to Travis Bradberry, author of the best-selling book Emotional Intelligence 2.0, people with high emotional intelligence often possess such skills. They also tend to avoid the following bad behaviors, which can make you unlikeable:

  • Humble-bragging and self-deprecation

  • Being too serious or unsociable

  • Not asking enough questions during a conversation

  • Emotional instability, e.g., throwing things, screaming, etc.

  • Using your phone while interacting with people

  • Name-dropping to seem important or interesting

  • Gossiping

  • Being close-minded

  • Over-sharing personal information or problems

“When you build your awareness of how your actions are received by other people, you pave the way to becoming more likable,” wrote Bradberry.

Adapted from “7 Things Wildly Successful People Do Before 7:30 A.M.,” by Travis Bradberry, Forbes.com, Jan. 24, 2017.

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