June 2017 Print

A Note From Your Chapter President

As spring turns to summer here in California, I hope 2017 continues to go well for each of you. The year has already been a fruitful one for our CAHL programming and we look forward to more Education, Networking, Board of Governors exam prep sessions and workshops yet to come. Thank you kindly to everyone for your time and responses to the ACHE Chapter Member Needs survey. We look forward to receiving our aggregated responses from ACHE in order to best calibrate and focus our efforts for the chapter's activities to meet the professional needs and preferences of our members. If there are aspects of our chapter you would like to provide further feedback or comments, please do not hesitate to contact me directly or any of our board members and volunteer leaders. 

This year's CAHL Annual Meeting and Regent's Awards will be held Wednesday evening, August 16th at the Boundary Oak Golf Course Clubhouse in Walnut Creek. Please mark your calendars now and plan to join your ACHE/CAHL colleagues at this annual gathering. I look forward to connecting with many of you in person at the meeting.

As you read through this quarter's chapter newsletter, you'll note our focus for this particular issue is on fostering diversity and inclusion, one of our key values for CAHL and ACHE. Each quarterly newsletter focuses on one of our chapter's values. The diversity and inclusion endeavors of each individual chapter are a reflection of our opportunities for innovation and thought leadership. CAHL was honored in the fall of 2016 to receive an ACHE Regent's Award for Chapter Accomplishments in Diversity, presented by our Regent at Large for District 5, Chisun S. Chun. We are proud of our continued CAHL diversity and inclusion endeavors. Today I'd like to reflect on the importance of this particular value to our professional work and leadership development.

In a recent excerpt on Diversity of Thought and Innovation Richard Boyatzis, Professor of Organizational Behavior Psychology and Cognitive Science with the Weatherhead School of Management at Case Western Reserve University, discussed the effects of chronic or acute stress and how "our body goes into a defensive posture. That defensive posture closes down our ability to learn." In a world of accelerating change and global stressors, for many people it is easier to "stick with what they know, what's comfortable or what feels safe. Strong leaders create an environment where people don't need to get into that defensive posture, or when they do, they pull them back out of it. That's how you encourage diversity of thought..." (Boyatzis)

Why is it important for leaders to foster diversity of thought and innovation? Research has proven repeatedly that diverse teams outperform homogeneous teams. The diversity of teams drives our capacity to innovate. 

"Some of the most profound diversity we experience in life has to do with diversity of thought. Diversity initiatives can have important and interesting social justice benefits, but the real reason you want to pursue diversity programs is for innovation. You want diversity of thought. Here’s the key: If you want diversity of thought, you have to bring in people around you who have diverse experiences." (Boyatzis) 

Differences in race, culture, ethnicity, gender, sexual orientation, religion, generation or socioeconomic status are important, and so too are differences in learning style or the various perspectives of the many roles, positions and types of work across the healthcare field. By bringing together staff from different perspectives, the treatments and programs we bring to our patients, the way we interact with patients and family members, and the relationships we build with them are going to be enhanced.

As leaders, it is paramount that we understand and embrace both the diversity of the patients, communities, and clients we serve as well as the diversity of our colleagues and peers. In healthcare in particular, these are not always two separate groups and the importance of recognizing the alignment of the diversity of our staff teams with that of our patients or clients is vital. What are some skills and expertise we need as healthcare leaders to bring the table together with people from different perspectives and foster an environment in which diversity and inclusion enriches the way we interact with each other and strengthens the relationships we build with each other? Niloufar Molavi, Tax Partner and US Chief Diversity Officer with Pricewaterhouse Coopers recently shared some insights on diversity and inclusion priorities for PwC. 

"One of our goals has always been, when we think about diversity, to make sure we’re building the cultural dexterity of all our people. By cultural dexterity, we mean the ability to connect across a myriad of areas, backgrounds, and focuses that are different. It’s difficult to be a true leader in today’s world without a minimum level of cultural dexterity. Ultimately, we need to make sure we’re creating a culture where every individual is valued for their unique contributions and that they are able to achieve their highest potential." 

Leaders must develop cultural dexterity within their work while also cultivating this ability in peers and staff. Molavi also expanded on the globally mobile nature of much of our work today. 

"It’s challenging, because diversity doesn’t mean the same thing across the globe. Certain dimensions of diversity, for example, gender, resonate....you really have to look at what elements of diversity become important in a given jurisdiction. In Nigeria, dealing with race is not the same issue, but dealing with tribal differences is very important. You want to make sure it’s relevant. That’s why we continue to talk about cultural dexterity, because that resonates no matter where you are and what the specific facts may be in those local markets."

As a concluding excerpt, I'd like to share a recent insight from David Thomas, Professor of Business Administration with Harvard Business School.

"Identity will increasingly be part of the conversation. What it means to be a diverse and inclusive place is not simply that you have people who look different, but that you have created an environment where people feel like, at the end of the day, they are who they are, uniquely, and in a way that integrates them, and that they’re not trapped in a box. We’re going to have to find a way to talk about diversity that isn’t just about categories, but it’s about the kind of organizations we want to create for people to be able to bring their identities to work and to be, if you will, whole people." 

As leaders in healthcare, we must strive to foster a work environment that allows people to feel they come to work as "whole people." I believe our ability to eliminate healthcare disparities in our communities, to create and sustain patient-centered healing environments and to continually improve healthcare outcomes and possibilities rests upon this.

With care,
Laura Hill Temmerman, FACHE
CAHL Chapter President

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Regent's Letter

Diversity – "We advocate inclusion and embrace the differences of those with whom we work and the communities we serve."

I am honored to offer this message written to compliment this issue of the 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.

I've found that diversity plays a critical role in both healthcare leadership and healthcare workforce. Diversity is not merely a state of having varying individuals from different ethnic groups working together toward a common goal. It requires much greater detail such as leadership managing a culturally competent, patient centered care to reduce healthcare disparities. In order to reduce healthcare disparities in any organization, diverse leaders must collaborate together to bring about new ideas. Today, healthcare organizations are in difficult management positions as they try to work together to coordinate solution-based interventions, and also continue their profitable position in this ever-increasing competitive healthcare environment. To develop solutions for our healthcare, we must start at the managerial level since leaders are recognized as operators of healthcare systems. Both leaders and diversity are connected; the type of quality of care our organizations deliver is related to the type of management practices we coordinate to understand our organization's healthcare. We need leaders with diverse backgrounds, ideas and experiences to expand our understanding and viewpoints of the functionalities of our systems. When leadership teams contain diverse individuals who work together, it allows every participant to think creatively from a different perspective. As a team, everyone can come together and bring about new management interventions.

Although diversity drives most of our functionalities in healthcare systems, inclusion is a significant factor that contributes to a successful working environment. Diversity practices are linked to a trusting employee workplace and relates to an improved employee-engagement. However, establishing employee-engagement and inclusiveness in healthcare organizations may not be as easy as it sounds. It requires listening strategies, willingness to change, and supportive energy contribution. In order for us to embrace the difference of those whom we work with, we must always sustain positive behaviors. For instance, we must be willing to challenge ourselves and others by speaking up on behalf of various matters. We must work together as partners by listening to each other and staying engaged. Lastly, we must accept ideas and thoughts of others knowing that their opinions are additives. Inclusion brings belongingness, self-value and respect to a collective body of individuals of diverse healthcare leaders, and continues establishing our well-known healthcare institutions.

Our workforce echoes inclusion and diversity to our surrounding communities. As many will agree, we want our communities to feel they are a part of our healthcare system. When communities feel connected, it brings about a sense of involvement and acknowledgement. It's our duty to provide outreach and sustain healthy communities in a manner which is inclusive and values diversity.

Thank you for the opportunity to serve as your Regent and allowing me to comment on the virtue of diversity in this message to you. I look forward to seeing you at the next CAHL event. Please refer to the CAHL website for our upcoming events! http://ache-cahl.org/index.php


Erick Berry, FACHE
Regent for California - Northern & Central
Support Services Administrator Kaiser Permanente

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Military Themed Article

Diversity – A Military Perspective
by: Maj Marc Rittberg, USAF, MSC

The military healthcare system is a cross cut of society. That includes both the professionals who provide the healthcare as well as the patients we serve. Diversity is huge within the military, and there are broad ranges where you can find it. One area of diversity can be seen purely by our demographic make-up. The military has all of the ethnic, religious and cultural diversity as the civilian population. Then we take that a layer deeper by adding a joint component which are the different branches of the services. This is known as a Tri-Service composition, to include the Department of the Air Force, Army and Navy. These healthcare professionals are stationed in many locations and are required to work together - knowing various ranks, acronyms, formal guidance and inner workings. The Tri-Service concept is huge on deployments, where doctors, nurses, administrators and medical technicians can find themselves working together to create a budget or save a life in the OR. To take diversity one level deeper, the military consists of officers, enlisted civilians and contractor personnel. It’s integral to know where each person fits and to know what each person does. In reviewing the American College of Healthcare Executive Code of Ethics, we see that Section I, paragraph B states “Conduct professional activities with honesty, integrity, respect, fairness and good faith in a manner that will reflect well upon the profession.” This is the exact stance that the military takes toward diversity. The military embraces diversity. We respect each other in good faith, with fairness, while using integrity and being honest with one another. This creates a cohesive well running unit that can be successful both on and off of the battle field.

The second way we see diversity within military healthcare is through the patients that we treat. On any given day, 2,000 patients are helped in some form or fashion at David Grant Medical Center. The patient may range from being active duty, national guard, reserve, active duty family member, retired, Veteran’s Affair beneficiary, or even a foreign national student who is training at Travis Air Force base. We have a huge diverse patient demographic which can range from a new born in labor and delivery, to an older patient who needs to be seen in our internal medicine clinic. The United States Air Force (USAF) is deeply committed to embracing diversity and using it to our advantage; strengthening the military as a whole, increasing quality patient care, and increasing both unit and mission effectiveness. The USAF has its own website dedicated to Air Force Diversity and Inclusion. The website hosts an array of resources such as a certain videos showcasing innovation in diversity, perspectives, commentaries, and more. The website looks at how we as an Air Force community can work together, strengthening relationships and making us stronger Airmen as a whole. In many medical groups and almost all military installations there are a wide range of ethnic and cultural diversity fairs and events throughout the year, giving service members the chance to view another heritage that they may have not known about. As we embrace our diversity in the military, which you can see is not only cultural but can also be Tri-Service, we create better outcomes for the patients. It provides a positive working environment that fosters camaraderie, knowledge sharing and growing.

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Career Corner

Diversity: About the Common Good
Joseph M. DeLuca, MA, FACHE, Managing Practice Director, IT Optimizers

Summer is here! Early it seems. School will soon be out (and already is for many colleges), summer schedules are in front of us, and of course baseball is in full swing. More on baseball and the relevance to the topic of diversity later.

I have not authored a Career Corner article for roughly nine months mainly to give other Career Development and Transition Committee (CDTC) members the opportunity to share their experiences and perspectives. Hopefully you have benefited and enjoyed those writings; I have.

So the theme of this quarterly newsletter is diversity, a core principle for ACHE. I encourage all members to read our policy statements about diversity (www.ache.org/policy/commitment_to_diversity.cfm ); they are very informative, well researched, provide guidelines and access to additional resources, and aspirational. For those of us who believe we already know this material, refresh your view. For those of us who are early in your career, study these guiding principles and policies not just because they reflect our common ACHE commitment to diversity in our workforce and leadership but also as a reflection of our societal needs.

As I started to work on this article, I asked myself a couple of questions. Outside of all the statistics and theories, what is the essential goal of diversity? And how good are we as a society in achieving these goals?

Back to baseball.

Many of you know that I umpire high school baseball and softball. On April 15 of this year, I was on the crew at a Berkeley High School game in Berkeley. Generally this is tax day but, being a Saturday, that pressure was off. It was also during the Jewish holiday festival of Passover. As I entered the field for pre-game conferences, I noticed several helicopters overhead and a heavy police presence on the streets. All for a high school baseball game? Of course not. The media and police presence was for the violent protests going on down the street at the Martin Luther King Jr. Civic Center Park.

So the coaches and umpire crew came together for our pre-game conference. Italian-American, African- Americans, Anglo-Americans, and one wearing a Jewish Yamaka. As we completed our pre-game discussion, we did go through emergency procedures, in case we had to evacuate the site, and some noise rules regarding the helicopters.

Then the real dialogue began.

I mentioned I grew up in the days of the Vietnam protests, and hoped to not experience tear gas today. My African-American umpire partner said his father was in the Vietnam protests (OK that aged me) and fought for rights and opportunities. One African-American Berkeley coach commented, ‘I am not sure what either side down there is fighting about anymore.’ And then, after some further discussions, the coach with the Jewish Yamaka said it best, ‘well let’s just have a good game of baseball today and let the guys play it out.’

There it was, the true goal of this diverse team of coaches, umpires and baseball players for that day: working together for a common good; playing a baseball game. Seemingly a small goal, in the world of societal diversity and what was being expressed down the street, but a goal that reflected this diverse team working together for the common good.

So I began to think about how effective we are at diversity, not just in terms of numbers and statistics but in achieving common good. Do not expect me to answer this question in this article, for the answer I have found depends somewhat on the specific question and also on your perspectives and biases. But I offer that doing some personal research on this theme is very illuminating.

For example, I did some research on ‘industry leaders in diversity.’ There is an amazing set of information, statistics, and perspectives out there. Health care ranks high if not number one in many analyses (www.wayup.com/guide/top-5-industries-for-workforce-diversity). High tech struggles with diversity for a variety of structural biases in our education systems and what is described as a hostile culture for diversity (www.eeoc.gov/eeoc/statistics/reports/hightech). (Note: check out the reports section of this link for similar analysis in other industries as well as a report on women in executive positions).

I also did some research on the impact of diversity on corporate performance and came up with two diverse views. First, the mainstream business view that diversity improves corporate economic performance (www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters). Somewhat of a ‘if you don’t believe diversity is good for your workforce and customers, do it for the money’ point of view. And second, a more interesting view from the design industry in particular that diversity is ‘making us more productive and creative.’ One forum (www.openforideas.org) is specifically focused on demystifying creativity and innovation, and includes writings on neurodiversity as the key to corporate creativity. A very interesting and thoughtful site.

So hopefully I have sparked some neuroplasticity for you on the topic of diversity and its relevance to our profession and in our society. That was my goal in this writing, get a passion going to go further on this topic then our ACHE policy statements and statistics. Make it personal.

But, as you engage with diversity in your daily work and personal life, reflect back on a central goal of diversity. Everyone working together for the common good. One task, or one baseball game, at a time.

As always, thank you to the readers of Career Corner for your comments and perspectives. I welcome them, and trust you will keep sending them on. Email me at jdeluca@itoptimizers.com or call at 510-287-3920.

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Higher Education Network Article


Quote: “We need to give each other the space to grow, to be ourselves, to exercise our diversity. We need to give each other space so that we may both give and receive such beautiful things as ideas, openness, dignity, joy, healing, and inclusion.” — Max de Pree

Is there any industry that could have a more diversified crowd of attendants and attendees than the health care industry? The answer will probably be no. This is not only the advantage but also the challenge that health care is facing.

Tremendous scientific advances have made the American healthcare system an exceptional system in the World. Yet there is still trouble with that system where basic quality care is beyond reach to many Americans. Disparities in the quality of care have been reported for different racial and ethnic minorities which led to a high number of deaths and thousands of hours of lost productivity.

Missing Persons: Minorities in the Health Professions published by Sullivan Commission in 2004 reports that lack of diversity in the U.S health care workforce has been the major cause. The fact that the nation’s health professions have not kept pace with changing demographics may be an even greater cause of disparities in health access and outcomes than the persistent lack of health insurance for millions of Americans. Today’s physicians, nurses, and dentists have too little resemblance to the diverse population they serve, leaving many Americans feelings excluded by a system that seems distant and uncaring.

Since then, authorities in health care have agreed that the increasing diversity in workforce is essential to changing the problem of health care disparities in the United States. In the future, our health professionals will have even less resemblance to the general population if minority enrollments in schools of medicine, dentistry, and nursing continue to decline and remain isolated from the demographic realities of mainstream America. Failure to reverse these trends could place the health of at least one-third of the nation’s citizen at risk.

The need for leadership, commitment, and accountability has been emphasized at the highest levels in institutions of learning and professional organizations, and at the national level in the form of legislation and a Presidential task force lending urgency and focus to the problem. There have been a number of strategies to make education and training in the health professions more attainable and affordable for minority students, including emotional and financial support such as shifting from student loans to scholarships, reducing dependency on standardized tests for admission to schools of medicine, nursing, and dentistry and enhancing the role of two-year colleges.

Statistics revealed the highlighted diversity gap. While African Americans, Hispanic Americans, and American Indians make up more than twenty-five percent of the U.S population, only 9% represent the nation’s nurses, 6% physicians, and 5% dentists. Similar disparities are evident in the faculties of health professional schools. For example, minorities make up less than 10% of baccalaureate nursing faculties, 8.6% of dental school faculties, and only 4.2% of medical school faculties. If the trends continue, the health workforce of the future will resemble the population even less than it does today. This would be catastrophic to the population health.

The direct link between poorer health outcomes for minorities and the shortage of minority health care providers is supported by the Institute of Medicine’s study, Unequal Treatment, and the condition of the nation’s health professions workforce is critical and demands swift, large-scale change to protect the future of health of the nation. Transforming the system will require changing the face of the American health care system. The new vision of health care for America focuses on excellence and true high quality care for the entire population. Diversity is a key to achieve that new vision by a well-trained, qualified, and culturally competent health professional workforce that mirrors the diversity of the population it serves.

In order to increase diversity in the health professions, the culture of health schools must change to adapt with the critical and fast demographic shift. Commitments must be at the highest levels of leadership to bring all institutions along on a new and inclusive path toward excellence.

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Articles of Interest

Tapping Community Physicians for Innovation Ideas

Community physicians who work outside major medical centers represent a wealth of expertise that could guide innovation efforts, if mobilized, according to Adam O. Kadlec, MD, a board-certified urologist at Western Michigan Urological Associates. Kadlec provided tips to help inspire community physicians to get more involved in a recent blog for NEJM Catalyst.

Learn the process. “Many physicians are simply unaware that innovation is a process and that entrepreneurship is a discipline ... Teaching community clinicians that there is a process—and that they can play a part—is the first step toward engagement,” wrote Kadlec.

Look for meaningful partnerships. Many major healthcare and academic medical centers have launched innovation hubs in recent years. Community clinicians should be intentional about finding opportunities for innovation, and that may mean creating partnerships where innovation is already underway.

Network with like-minded physicians. Physicians who don’t have access to major medical innovation hubs can check out virtual opportunities, like online matching programs, and conferences, such as Medicine X and TEDMED, to network with other passionate clinicians.

—Adapted from “Engaging Community Physicians in Innovation,” by Adam O. Kadlec, MD, NEJM Catalyst, April 26, 2017.

6 Tips for Working With a Poor Team Player

Working with someone who isn’t a team player is not just frustrating, it can also negatively affect an entire group’s performance, according to a recent Harvard Business Review article. Susan David, founder of the Harvard/McLean Institute of Coaching, and Allan Cohen, a professor of management at Babson College, provided the following strategies for working with someone who isn’t a team player.

1. Avoid making assumptions. It may seem natural to jump to conclusions about the reasons behind someone’s actions but, the truth is, you never really know why people do the things they do. Instead of assuming someone is a slacker or has a bad attitude, explore first.

2. Be open to talking. Rather than making accusations, ask friendly questions. Working with someone who isn’t a team player is an opportunity to practice your leadership skills and gain others’ perspectives.

3. Promote friendly group relations. Problems can arise when team members turn on a colleague who isn’t pulling their weight. To foster cohesion and discourage ostracization, consider taking your colleague out to coffee or lunch with a few teammates.

4. Focus on the team’s shared mission. When working with a poor team player, leaders should take the opportunity to “have a conversation with the entire team about what the group’s shared vision should be and the best methods for getting there,” according to David.

5. Define duties and deadlines. Sometimes, people who seem like poor team players are simply confused about what their role entails. Take time to review your expectations and your colleague’s responsibilities, which eliminates ambiguity.

6. Play to your colleague’s strengths. “People are highly motivated by not wanting to let their teammates down,” says Cohen. “Get them into the game, and they’ll go to great lengths to perform better for the team.”

—Adapted from “How to Work with Someone Who Isn’t a Team Player,” by Carolyn O'Hara, Harvard Business Review, April 21, 2017.

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

New Fellows



Esther A. Munoz, FACHE, El Dorado Hills



Chad Greeno, FACHE, Roseville


LT John C. North, FACHE, Monterey


Jerry Stockstill, FACHE, Roseville



Douglas C. Penner, FACHE, Bedford



Gary S. DiPersi, RN, FACHE, Rocklin


Martin M. Kirch, FACHE, Capitola


Jeff Logan, FACHE, Clovis

New Members



Delia Adams, McClellan Park


Olga Binman, PharmD, Los Angeles


John T. Chapman, Concord


Thomas J. Elliott, Roseville


Kyle M. Garrett, Ridgecrest


Emily L. Hague, San Francisco


Jeronne Hale, Winston Salem


Diana Jackson, Richmond


Jason Kowalski, Elk Grove


Jason Krupa, Union City


Khojesta Mushfiq, Tracy


Ejiofor Nnaemeka, Berkeley


Nicholas E. Nomicos, MD, Chowchilla


Normita T. Reyes, RN, Prunedale


Gregory S. Thomas Jr., San Bruno


Brandon J. Tudor, Placerville


Judith Ward, Menlo Park



LTJG Nicholas R. Caster, Roseville


Sofia Chancey, San Francisco


Gina Coco, Vacaville


Janis D. Cruz, Berkeley


Thuy Dao, MD, Sacramento


Ofe Etchie, Alameda


Li Gapasin, Castro Valley


Spencer Greene, Modesto


Eric D. Johnson, Pleasant Hill


Amber Kemp, Sacramento


Dani Martin, Palo Alto


Marvin McGregor, Fairfield


Collin J. McLaughlin, Las Vegas


Jack McMurry, Concord


Jason D. Moretz, Maiden


Taranjit S. Nagra, Live Oak


Rachna Pandya, Danville


Damon Rowden, Castro Valley


Cherie Stagg, Vacaville


Jennifer Tong, MD, Walnut Creek


Khalid Turk, San Ramon


Thomas Wan, Sacramento


Ellen W. Zoschak, Oakland



Sara Brass, Mather


Jo A. Coffaro, Los Gatos


Bradley M. Crow, JD, RN, San Francisco


Katie Hanson, San Francisco


Seth Ingram, Lafayette


Naveen E. Jacob, MD, Fremont


Aman Lail, Fremont


Samson Mael, San Leandro


Daniel Michael, Union City


Bahar Monem, San Francisco


Stephen Monte, Santa Clara


Victoria Murray, Greenbrae


Joseph Ohens, East Palo Alto


Balaji Ramadoss, PhD, San Francisco


Jyotika B. Rattia, Dublin


Kyial A. Rivera, Fresno


Rene Rodman, Sausalito


Jeffrey Rosenfeld, Truckee


Stephan Schwarzwaelder, RN, Hollister


Melodie D. Shubat, Los Altos


Harjot Singh, MD, Fresno


Alena Taylor, Oakland


Julia Thomae, Scotts Valley


Joanne C. Troiano, Aptos


Marcella M. Williams, Sacramento


Godfrey L. Wilson, Oakland


Emmanuel Y. Yennyemb, Lakeport


Jung Yoon, RN, Los Altos



Michael Anthony Angelillo, CPA, Orangevale


Jacqueline J. Bae, DrPH, Reno


Gwinette Cowan, RN, Foster City


Paul DeChant, MD, San Ramon


William Holsey III, Dublin


Charmayne Ladd, Sacramento


Victtor V. Lopez, Modesto


Chad Maxey, Mountain View


Charles Gray Morton, Covington


Calvin Parshad, Concord


CAPT Aileen Renolayan, RN, San Ramon


David Martin Shreeves, II, San Francisco


Brittany L. Speer, Oakdale


George O. Stewart III, Rocklin


Erin Todoki, Oakland


Jonathan Werner, Chico


Lynell H. Williams II, MD, Dublin


Elisabeth R. Wong, San Francisco

Recertified Fellows



Christopher A. Borr, FACHE, Rohnert Park



Gerald F. Birk, FACHE, Fair Oaks


Anne Platt, FACHE, Jackson


Michael Stuart, FACHE, Lafayette



Stephen N. Badger, FACHE, Clovis



Graham Barnes, FACHE, Sunol


Steven R. Escamilla, FACHE, San Francisco


Stephen M. Gray, FACHE, Capitola


Mark P. Lisa, FACHE, Templeton


Sheridan Loyd, III, FACHE, Livermore


Hoan Nguyen, CPA, FACHE, West Sacramento


Jennifer G. Schiffgens, FACHE, San Mateo


Enrique A. Vitug, FACHE, Vacaville


Patrina L. White, FACHE, Oakland

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ACHE National News

Introducing Executive Diversity Career Navigator! See It … To Be It!

Specifically for diverse healthcare professionals, the Executive Diversity Career Navigator Version 1.0, which launched April 27, features an array of career development tools and resources (the vast majority are complimentary) designed to empower diverse healthcare professionals through every stage of their careers. Unlike any other career development website, EDCN features the “voice” of diverse senior-level healthcare executives, sharing the successful strategies they have developed through their unique career journeys. EDCN is a collaborative effort between the following healthcare organizations dedicated to advancing executive diversity:

  • American College of Healthcare Executives

  • Asian Healthcare Leaders Forum

  • Institute for Diversity in Health Management

  • LGBT Forum

  • National Association of Health Services Executives

  • National Association for Latino Healthcare Executives

We invite diverse healthcare executives to visit edcnavigator.org, and let us know what you think! Please share news of this new resource with your diverse healthcare professional colleagues. We look forward to hearing from you.

The Thomas C. Dolan Executive Diversity Program—Now Accepting Applicants

Please help us spread the word about the open application period for the 2018 Thomas C. Dolan Executive Diversity Program (ache.org/ExecutiveDiversity).

During this year-long program, scholars benefit from specialized curriculum opportunities to develop strategies for successful navigation of potential career challenges and enhance executive presence, one-on-one interaction with a specially selected mentor, and participation in formal leadership education and career assessments. Enhanced self-awareness, critical leadership skills, and an expanded network of leaders will help prepare scholars to ascend to C-suite roles in hospitals, health systems and other healthcare organizations.

Visit ache.org/ExecutiveDiversity for more information or to apply. If you have questions about the program, please contact Cie Armstead, director, Diversity and Inclusion, ACHE, at carmstead@ache.org or (312) 424-9306.

The Foundation of ACHE’s Fund for Healthcare Leadership accepts donations to the Thomas C. Dolan Executive Diversity Program. Gifts—no matter the amount—help shape the future of healthcare leadership. Visit ache.org/ExecutiveDiversity to make your donation. 

Run for ACHE Regent

ACHE is beginning the election process for new Regents to serve on its Council of Regents, the legislative body that represents ACHE’s more than 40,000 members. Serving as an elected official is a unique opportunity that allows you to exercise your leadership ability, share innovative ideas and act on behalf of ACHE members.

All Fellows who wish to run for election must submit a letter of intent to elections@ache.org by Aug. 25. The letter of intent must include a current business title, business address, email address and telephone number. If you submit your letter of intent and haven’t received confirmation of its receipt by Sept. 1, contact Caitlin E. Stine, communications specialist, Division of Regional Services, ACHE, at (312) 424-9324 or cstine@ache.org.

Elections will be held in the following jurisdictions:





District of Columbia & Northern Virginia







New Hampshire



Puerto Rico

Rhode Island



Healthcare Consultants and Physician Executives Forum Education Programs

The Physician Executives Forum and Healthcare Consultants Forum provide added value to physician executive and healthcare consultant members via tailored resources to meet these groups’ unique professional development needs. A one-day education program is a cornerstone benefit of both Forums that offers an affordable learning and networking opportunity. Dates and location for these programs are as follows:

2017 Physician Executives Forum Education Program

July 28

Grand Hyatt New York (held in conjunction with the New York Cluster)

New York More details available at ache.org/PEProgram

2017 Healthcare Consultants Forum Education Program

Sept. 22

Hyatt Regency O’Hare Chicago

More details available soon at ache.org/HCForum

Forum Member Directory Connects Executives With Healthcare Consultants

ACHE is pleased to announce its latest member benefit exclusive to Healthcare Consultants Forum members… The Healthcare Consultants Forum Member Directory!

The new Healthcare Consultants Forum Member Directory is intended to serve as a resource for healthcare executives and organizations seeking the services of a healthcare consultant with a specific area of expertise.

Are you a healthcare executive searching for a consultant? The Directory’s robust search functionality can help identify ACHE Consultant Forum Members who may meet your needs.

Are you a consultant looking to gain visibility with decision makers? Join the Healthcare Consultants Forum, and select your primary area of expertise now!

Questions? Please contact Liz Catalano, marketing specialist, Division of Member Services, ACHE, at ecatalano@ache.org or (312) 424-9374 or Erika Joyce, CAE, assistant director, Division of Member Services, ACHE, at ejoyce@ache.org or (312) 424-9373.

Forum on Advances in Healthcare Management Research 2018 Proposals Open

The American College of Healthcare Executives 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, March 26–29. The senior author 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 10.

Deadline Approaching to Save $200 on Board of Governors Examination Fee ACHE is pleased to offer the Board of Governors exam fee waiver promotion to eligible ACHE Members seeking to take the next important step for their healthcare management careers. Healthcare leaders who hold the prestigious FACHE® credential are recognized for their commitment to lifelong learning, competence and ethical decision making. In fact, more than 75 percent of Fellows feel better prepared to handle the challenges of the evolving healthcare management landscape.

Qualifying for the $200 Exam fee waiver is easier than you think! Just follow these simple steps:

  1. Go to ache.org/FACHE and click “Apply for Board Certification.”    

  2. Submit the application and $250 application fee. Depending on your ACHE profile, many of the required fields may already be completed for you.

All required documents, including your application, fee and references, are due June 30 in order to qualify for the waiver.

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