March 2018 Print

A Note From Your Chapter President

CAHL has been a valued professional organization in my career, and I am delighted to serve as your chapter president for 2018.  Each of us has had a unique journey in our growth and development as healthcare leaders, but like many of you, I have chosen a professional anchor in my local chapter of ACHE, CAHL.  Early in my career as a manager, I realized I needed to connect and expand my network beyond my organizational walls to other healthcare leaders in a variety of roles.  For this reason, I have found the networking events to be one of the greatest benefits of CAHL membership because they allow you to meet new people, share best practices, appreciate the challenges we all are facing, and collaborate to improve the health of our communities.  From my years as a CAHL member, I have attended many well-organized panel discussions comprised of regional healthcare experts and applied their insights to my own professional development.  Through my CAHL membership, I found the support I needed to obtain my board certification in healthcare management as a Fellow in the American College of Healthcare Executives.  These experiences within CAHL have been pivotal in preparing me for the various roles I’ve had.  So whether you are a new or continuing member of CAHL, it is my hope that you take advantage of CAHL’s offerings to find the support you need to advance your career and obtain the professional distinction of becoming a Fellow.  It is time well spent.

In preparation for 2018, your CAHL board and committee members held two separate retreats this past fall to outline a year of events to bring you together with your peers and colleagues throughout the region and assist you in advancing your career goals.  Being the premier society for healthcare leaders in northern and central California, CAHL hopes to bring timely and affordable educational offerings to you.  I am excited for what the chapter has in store for you this year. 

This year, for the first time, we were proud to offer Leading and Managing in Challenging Times, a two-day symposium that provided 12 face-to-face educational credits to our members at the significantly discounted price of $300.  We hope our members appreciate the value of this opportunity to advance to or maintain their Fellow board certification with ACHE.  This same programming is offered in other ACHE chapters across the country at a price of $1,500.  CAHL financially supported this particular program for our chapter members, so we hope you took advantage of this special opportunity.

Each quarter, as a chapter, we like to reflect on the themes of integrity, diversity, lifelong learning, and leadership.  Within our ACHE Code of Ethics, we are called to “conduct professional activities with honesty, integrity, respect, fairness and good faith in a manner that will reflect well upon the profession.”  There are many different definitions and quotes on what integrity means and how it is expressed in our actions.  One definition of integrity is “the quality of being honest and having strong moral principles; moral uprightness.” When thinking about integrity, I am reminded of a quote from Warren Buffet, CEO of Berkshire Hathaway: “In looking for people to hire, you look for three qualities: integrity, intelligence, and energy. And if they don't have the first, the other two will kill you."

As you know, CAHL is a chapter of volunteer board and committee members; we would not be able to offer the programs and events that we do without the dedication and tremendous support of our volunteers.  We are continually recognized by ACHE as one of the leaders in the nation for our educational and networking offerings, which is a direct reflection of the commitment of our volunteers.

I look forward to connecting with you at an upcoming CAHL event.

Toby Marsh, RN, FACHE
Chapter President

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Regent's Letter

“Integrity is the essence of everything successful.”  − R. Buckminster Fuller

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.

Healthcare leaders and those aspiring to be leaders must recognize first and foremost that character and integrity constitute the very cornerstone of leadership. Organizations have failed and promising careers have been derailed when ethics have been relegated to secondary importance or, worse yet, ignored in the pursuit of more bottom-line considerations. Healthcare managers must understand their role and responsibility in creating an ethical healthcare environment that is honest, just, and always in the best interests of those being served. Whether you are the CEO, an assistant administrator, a department head, a program manager, or a clinician, if you are “in charge,” you have the ultimate responsibility for establishing the culture and setting the standards of conduct in your sphere of influence. This task is not always an easy one − nor is it easy for well-intentioned managers to always make ethical decisions themselves.

Integrity is key to career management effectiveness. In this context, integrity refers to adhering to a code of values. Be honest with yourself and with others. Start with being honest with yourself by conducting a self-assessment. Understand what you value.

To learn more about Integrity and Leadership Assessment tools available at ACHE’s Career Resource Center visit:

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! 

Erick Berry, FACHE
Regent for California - Northern & Central

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Military Themed Article

What Integrity Means to Me
By Maj John DeCataldo, USAF, MSC, FACHE

My name is Major John DeCataldo, and I am a health care executive at David Grant Medical Center in Fairfield, California. We are the largest medical center in the Air Force, providing services to more than 500,000 eligible beneficiaries, with inpatient and outpatient facilities and 54 clinics on our campus. Many thanks to Major Marc Rittberg for doing such a great job supporting CAHL this past year; I will do my best to keep up with the high standard he has set.

Integrity is the cornerstone of any successful organization, and in the Air Force, it is the first of our three core values: Integrity First, Service Before Self, and Excellence in All We Do. The Air Force views integrity as the bedrock of our organization. Our core values doctrine V2-D05 identifies integrity as a “moral compass and the willingness to do what is right even when no one is looking.” Regardless of your job, business, or position, integrity is the basis for all decisions.  

In my current position as the flight commander of medical logistics, my integrity, as well as that of my team, is tested continuously. It is tested by subordinates, peers, and superiors while they work to make the best decisions for their clinic, ward, or work center. Ultimately, medical logistics is responsible for spending our government funding in accordance with the laws and guidance providing the funds. With that, our integrity is challenged frequently, mostly by those oblivious to the laws. When we put in questionable procurement positions, it is important for me to demonstrate integrity at all times and in all venues. If I fail to set this standard, how can I expect the rest of my directorate to demonstrate integrity? If they have seen me bend or break the rules for one reason or another, I have personally failed as a leader to provide them with the example needed to make great decisions.  

By demonstrating integrity, you become a force multiplier while earning respect from superiors who can count on you to do what is legally right for the organization even when they are not around. This will make them more comfortable and willing to leave you to run your office, department, or directorate with less administrative oversight. Respect from subordinates gives them something to base their decisions on when you are not present, bringing the force multiplication of integrity full circle. Now you are the leader who has subordinates who can work autonomously, and you do not have to worry about the fundamental questions they ask or the basis for their decisions.

Simply put, integrity is the foundation and a requirement of any successful organization. It does not matter if you are a military, government, private, or nonprofit organization; you must be honest with yourself, your customers, and your peers. Without honesty, no one will be able to rely on you or know what you are going to do when decisions need to be made or problems arise. 

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Themed Article

Why We Need Leaders
By Laura Perez Ehrheart

A leader’s key responsibilities are to provide directionvision, and resources. Regardless of whether you are a board member, CEO, or manager in healthcare or not, it is your duty to uphold these responsibilities to help others succeed.  As your organization continues to grow, evolve, and set ambitious goals, you need to consider tactics for developing more leaders and fewer managers. Why? Because healthcare is complicated and must address market demands, patient needs, and staff productivity to remain competitive; as such, more people are needed who can make decisions (and take responsibility for those ecisions), think critically, demonstrate common sense, and think outside the box. We all know colleagues who have exceled in these areas and reaped the benefits of having a highly developed workforce. This is the new norm for succeeding in business.

The elements of successful leadership are described in more detail below:

  1. Vision.  A leader should be able to articulate clearly the organization’s vision in a way that employees can relate to and connect with. An example is providing a service. If you are in healthcare, the primary focus of the enterprise is the patient, and your role is to contribute to creating an exceptional experience (the vision) for the patient and ensuring he/she is happy with the services that are provided.
  2. Direction.  Leaders commonly believe they are providing direction when they tell people what to do and when to do it. To set direction, a leader must have a clear message; this may mean providing just enough information to guide the employee to the right decision. The employee’s responsibility is to apply critical thinking to achieve the best outcome.  When leadership and self-direction come together, an environment of trust is established that supports staff members to think creatively and independently about challenging problems.
  3. Support.  A leader’s job is to provide the tools and resources needed by his/her direct reports and to identify what each individual needs to succeed. By understanding and supporting the needs of the team, the more likely everyone will be to achieve better job satisfaction and personal success.

Let’s face it, every company wants to outshine its competition, but not everyone has the ability to create clear vision, direction, and support. Most people believe they can lead, collaborate, and support their staff effectively.  Unfortunately, this does not always come out in annual 360 surveys where staff provide honest feedback about the leaders they support.  A typical conversation might go like this:

Interviewer:  Tell me how well your boss communicates clear direction.

Employee: There is no clear communication. I’m not quite sure what my role or responsibilities are.

Interviewer: What do you mean?  You don’t know what you’re supposed to be doing, or you’re unsure of your duties?

Employee: We’ve had some department cutbacks and changes in leadership, which means I’ve been given more responsibilities; however, there is no clear vision or communication on what my boss expects me to accomplish other than what I’ve been doing so far.  It’s frustrating because I need to make decisions to get my work done, but I have not been allowed to make those decisions in the past. Our boss wants to be the one making the decisions on everything, and this sets us back as a team and is not effective.

Interviewer:  I hear your frustration.  What kind of support or tools does your boss provide to you to help you with daily tasks, overcome challenges, or ensure you have the training needed to improve your skills?

Employee: My boss says it’s not in the budget to provide training at this time. As staff members, we’re trying to get creative and look for ways to help each other. I’ve talked with my boss about creating a peer-to-peer environment – to hold each staff member accountable and help him/her solve daily issues.  I suggested staff-facilitated monthly meetings to inspire more collaboration, communication, and support, but my boss believes that our current meetings are productive and that the peer-to-peer model would take more time because he would have to oversee it, and he just doesn’t have the time.

In this interview, it is evident that the manager believes he is a good communicator and supporter of his team, but he clearly lacks the skills to inspire self-development and mobilize resources to help his team be successful. Not only has he failed his team, but he has also failed to hit the goals for his department and support the priorities of the institution.

If you’re an employee, you may have connected to this article for its thoughts on effective leadership and your role in the process. Staff members are hired to do jobs, problem solve, navigate the direction of the company within a department, and help achieve goals that support the bigger picture. In short, employees need to put on their leadership hat, accept responsibility for their tasks, and take some risks – that means being willing to point out sub-optimal processes and share different approaches to improve performance and efficiencies.

As I pointed out in the being of the article, leadership comes from everyone – no matter where you are in the healthcare chain – to make critical decisions, problem solve, and support peers and other leaders to advance an organizational mission.

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Higher Education Network Article

Higher Education Network Panel, November 2017
By Rachel Faber, MHA

The Higher Education Network (HEN) hosted a panel event at CSU Sacramento on November 8, 2017, with four CAHL board members as panelists. It was a well-attended event that received positive feedback, so we asked both our HEN program liaison to Sac State, Susan Randhawa, and the hosting professor, Dale Ainsworth, to share their insights about this great event.

In November, the CAHL HEN hosted a panel with Sacramento State University's undergraduate healthcare administration students. The topic centered on career advice, mentoring, and diversity in healthcare and included panelists Darrielle Ehrheart, Erick Berry, Eric Johnson, Kim Brown Sims, and moderator Susan Randhawa. We had a full room with 40 students who were all eager to participate in the conversation and asked plenty of thoughtful questions. Our panelists were kind enough to stay afterwards and talk with students one on one about any questions they had. Overall, the event was very successful, and everyone involved felt inspired – especially our future healthcare leaders!

—Susan Randhawa, program liaison to CSU Sacramento and HEN Committee member

It is hard to describe the depth and breadth of the impact CAHL has had on our students over the past few years. We were fortunate to have our second panel of CAHL healthcare executives and managers recently, and the students who attended are still abuzz with the experience. Reading about healthcare leadership and management in a textbook is an important part of learning.  However, when students can see the intersection of theory with practice by hearing first hand from accomplished healthcare leaders about how it all looks and works in practice, this leads to a fundamental, deeper, and lasting shift in their understanding. (Not to mention how inspiring our panelists were!)  On behalf of all our healthcare administration students at Sac State, thank you CAHL!

—Dale Ainsworth, PhD, MSOD, Assistant Professor, Healthcare Administration, 
California State University, Sacramento

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Mentor Spotlight

Meet David Bettencourt, MSHCA

Current Position:  Program Manager – Practice Support, John Muir Health

Background and Education:  Sacramento born, raised in the Bay Area. Bachelor’s degree in exercise biology from UC Davis and master’s degree in Health Care Administration from CSU East Bay. Experience in homecare, inpatient nursing administration (staffing), and ambulatory care settings. Currently working as a program manager supporting ambulatory practice business operations for John Muir Health in Walnut Creek, CA. Please see my LinkedIn profile.

Philosophy:  My philosophy is that we all have gifts and strengths that develop over time. We can utilize the combination of these talents and accumulate experiences that eventually help us grow into the next position that we might take. Many successful people are not necessarily sure of the next job or jobs in their career path, but my hope is to be able to help people recognize their strengths and experiences to travel a path that suits them and that ultimately provides them satisfaction with their career trajectory. I also want people to develop the ability to enjoy life and achieve personal ambitions.

Focus:  Students and early careerists

Coach-Mentor Services:  One time coaching on resume proof reading, cover letter, LinkedIn profile review, job search tips, salary negotiation; ongoing Mentoring for career development

Availability:  Once a month mentoring either over the phone or in person

Contact:, 916.990.1725

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ACHE National News

2018 Premier Corporate Partners

ACHE’s 10 Premier Corporate Partners play a vital role in supporting ACHE’s vision of improving health, including the creation of a culture of safety. These corporations provide funding that helps ACHE develop relevant, timely programming, career resources, enhance networking opportunities, and provide additional educational lectures at our Clusters and special programs. Through their support, the Premier Corporate Partners are fostering innovative solutions to the challenges healthcare leaders face and helping to transform healthcare through the delivery of safe, effective and efficient care. By partnering with ACHE, these companies are clearly demonstrating their commitment to supporting ACHE’s patient safety initiatives and supporting your growth as a transformative leader.

Check Out ACHE’s Enhanced Executive Coaching Directory

ACHE’s Career Resource Center is pleased to bring you an enhanced version of the Executive Coaching Directory. Executive coaches offer personalized support to individuals pursuing professional growth. While ACHE is not endorsing the firms or individuals listed, we hope that our directory accelerates your research process as you assess the qualifications, practice methods and fees of an array of executive coaches. Not only does this upgrade provide a better experience for members seeking executive coaches, the coaches promoting their services benefit as well. 

The new platform features include:

  • Enhanced search capabilities for members seeking an executive coach. You can now search coach profiles based on location, area of expertise and more!
  • Improved profiles, including the listed coaches’ website, social media outlets and a professional headshot.
  • Advanced technology that provides members and coaches with a more user-friendly experience.

Check out the Executive Coaches Directory today! If you have questions or need assistance, please contact us at

ACHE Senior Executive Program

ACHE’s Senior Executive Program is designed for senior-level C-suite healthcare executives who strive to become visionary leaders. Past participants have included vice presidents, health system leaders, COOs, CMOs, CNOs and CFOs who aspire to become CEOs. The program’s locations and dates are as follows:

  • Chicago (June 11–13)
  • San Diego (Aug. 20–22)
  • Orlando, Fla. (Oct. 29–Oct. 31)

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. Participants explore crucial topics impacting the healthcare environment, how to lead an organization to success and ways to achieve lifelong learning goals. Enrollment is limited to 30 healthcare executives, and participants must attend all three sessions. A limited number of scholarships are available for qualified individuals. For more information, contact Catie L. Russo, program specialist, in ACHE’s Division of Professional Development, at (312) 424-9362, or visit

ACHE Executive Program

ACHE’s Executive Program is designed for the next generation of healthcare executives who strive to excel in management and achieve organizational excellence. Past participants have included mid-career executives or administrative directors, service-line leaders and department heads. The program’s locations and dates are as follows:

  • Chicago (June 11–12)
  • San Diego (Aug. 20–22)
  • Orlando, Fla. (Oct. 29–Oct. 31)

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. Participants explore a wide range of topics essential to their professional career growth and their healthcare organization’s advancement. Enrollment is limited to 30 healthcare executives, and participants must attend all three sessions. A limited number of scholarships are available for qualified individuals. For more information, contact Catie L. Russo, program specialist, ACHE’s Division of Professional Development, at (312) 424-9362, or visit

Board of Governors Exam Fee Waiver Campaign: March 1–June 30
The Board of Governors Exam fee waiver promotion for ACHE Members to save $200 when they submit their Fellow application will take place between March 1 and June 30, 2018.

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 executive-level healthcare management experience—by June 30 in order to receive approval to take the Board of Governors Exam. Pending application approval, ACHE will waive the $200 Board of Governors Exam fee.

ACHE’s Leader-to-Leader Program

When you share the value of ACHE membership with your colleagues through encouraging them to join or advance to Fellow status, you can earn points to obtain rewards such as a gift certificate toward an ACHE education program, a polo shirt, a backpack tote, a water bottle and an umbrella. 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 following when they were earned (e.g., a point earned on Jan. 1, 2018, will expire on Dec. 31, 2019). You can check your available points and discount program coupon codes in the My ACHE area of To ensure colleagues reference you, referral cards are available that you can 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 Member Communities Enhance Membership Experience

ACHE offers four community groups that align with our members’ professional backgrounds and commitment to diversity and inclusion. Make members in your area aware of these communities and encourage them to join one or more that meet their professional needs and goals (pending they meet the requirements)

ACHE Forums: Asian Healthcare Leaders | LGBT | Healthcare Consultants | Physician Executives 

Sign up today: Join or renew one or more of these groups for an annual fee of $100 each in addition to your ACHE membership dues. All benefits are accessible online and include a newsletter, an exclusive LinkedIn Group and special designation in ACHE’s online Member Directory.

Share Your Professional Announcements

Improve your visibility in the healthcare field and build your professional brand by sharing career updates with ACHE. Have you started a new job or been promoted recently? Are you planning to retire? Let ACHE know for a chance to be listed in the "On the Move" section of Healthcare Executive magazine! All you have to do is email the job title, organization and location of both your former and your new job, as well as a high-resolution headshot, to

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.

All correspondence should be addressed to Edward H. Lamb, chairman, Nominating Committee, c/o Julie Nolan, and the applications to serve and self-nominations must be submitted electronically to and received by July 15, 2018.

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 If you have any questions, please contact Julie Nolan at (312) 424-9367 or

2018 Fund for Healthcare Leadership

On behalf of the Fund for Healthcare Leadership, we thank all of our generous supporters for their commitment to ACHE’s mission to advance our members and healthcare management excellence. Over 2,800 outstanding individuals and organizations have joined our growing list of leaders who care. Among that distinguished group, Catholic Health Initiatives (Kevin E. Lofton, FACHE), John M. Haupert, FACHE, HCA, John J. Lynch, III, FACHE, Memorial Hermann Health System (Charles D. Stokes, FACHE), Navicent Health (Ninfa M. Saunders, FACHE) and New York-Presbyterian (Michael J. Fosina, FACHE) opted to make an even bigger impact on the future of healthcare by committing to a major gift in 2017. Your commitment helps the Fund for Healthcare Leadership provide scholarships for ACHE’s Senior Executive and Executive programs, as well as back the Thomas C. Dolan Executive Diversity Program. The Fund looks forward to more opportunities for outreach in 2018.

2018 Premier Corporate Partners

ACHE’s 10 Premier Corporate Partners play a vital role in supporting ACHE’s vision of improving health, including the creation of a culture of safety. These corporations provide funding that helps ACHE develop relevant, timely programming, career resources, enhance networking opportunities, and provide additional educational lectures at our Clusters and special programs. Through their support, the Premier Corporate Partners are fostering innovative solutions to the challenges healthcare leaders face and helping to transform healthcare through the delivery of safe, effective and efficient care. By partnering with ACHE, these companies are clearly demonstrating their commitment to supporting ACHE’s patient safety initiatives and supporting your growth as a leader in an era of transformative change.

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Congress Joint Networking Event

When:  Sunday, March 25

Time:  5:30 pm to 7:30 pm

Where:  Hyatt Regency Chicago - Big Bar (151 E Upper Wacker Dr., Chicago, IL  60601)

You are invited to join your ACHE colleagues across California for a joint networking reception with the California Association of Healthcare Leaders, Healthcare Executives of Southern California, and the San Diego Organization of Healthcare Leaders.  Come reconnect with old colleagues, meet new people across California chapters, and put faces to names over drinks and appetizers.  The reception is timed to conclude prior to dinner and settling in before things kick off on Monday.

CAHL Higher Education Network 2018 Career Shadow Day

The Higher Education Network (HEN) strives to bring value and service to students at HEN schools and CAHL members, career development opportunities, advance opportunities, and growth opportunities.

The Career Shadow Day is an excellent opportunity for students attending HEN Programs to gain perspective and develop a professional network and mentor relationship with a senior executive in the healthcare industry. Benefits for both the Mentor and the Student include:

  • Raising awareness of career opportunities across the healthcare industry
  • Providing networking opportunities for students and early careerists
  • Providing mentorship opportunities for executives
  • Eligible for ACHE Service Credits
  • Raising awareness of CAHL and ACHE

The Higher Education Network is now preparing for this year’s Career Shadow Day and hopes you will participate in this impactful opportunity. You will find details below, along with a link for capturing your interest and participation preferences. Please confirm your interest at your earliest convenience.

MENTORS, Please click here to participate:

STUDENTS, Please click here to participate:

Career Shadow Day is an eye-opening experience for healthcare administration students because it bridges together the theories and concepts of the classroom with the ambiguity and complexity of real-world applications. Having just this one day to observe first-hand the many challenges faced by healthcare administrators provides students with the opportunity to strengthen their passion for this amazing career field.

– MS-HCA Student

Career Shadow was a great learning experience. I was given the opportunity to observe a busy morning of meetings with several departments in the hospital. I learned the difficulties of scheduling staff, finding coverage for sick employees and hiring temps to cover employees on medical leave. The executive shared his story of previous work history and how he became the leader he is today. He offered advice on how to get into the healthcare career field and he encouraged me to join the chapter of California Association of Healthcare Leaders. I would recommend Career Shadow Day for students who would like to see a day in a life of a healthcare professional.

– MPA Student

Applications open on March 1.  Please submit your application by March 31. Mentor/mentee matches will occur in early April, and Shadow Day will take place between April and May.   Thank you in advance for your time and consideration!

Jason Lee, Christos Arvanitis, Rachel Faber
Co-Chairs, Higher Education Network – California Association of Healthcare Leaders

Support the Summer Enrichment Program

ACHE has entered into a strategic alliance with the American Hospital Association’s Institute for Diversity in Health Management (IFD) to co-promote the Summer Enrichment Program (SEP), which is designed to grow and strengthen the pipeline of healthcare leaders from underrepresented groups. The SEP places diverse graduate students pursuing advanced degrees in healthcare administration or a related field in 10-week, paid internships at healthcare organizations across the country.

We are requesting chapters help us by contacting your members and their organizations to increase the number of host sites. Among the 13 states in our district, we currently only have three sites. Let’s increase that number! I challenge each chapter and regent to identify at least one host site.  Your chapter can enrich the learning experience of interns by engaging them in local education and networking opportunities. As a SEP host site, healthcare organizations would benefit from having an energetic, young professional onsite for 10 weeks who can focus on substantive projects. For example, SEP interns at a Florida site saved their hospital over $6 million in electronic health record incentive payments.  The financial commitment by a host site is $7,200, which includes payment for the intern and an administrative fee to find and match an intern to the organization.

Additional information regarding the Hosting a Summer Enrichment Program Intern can be found by clicking this link. Commitment is a simple form. ACHE/IFD will take care of the rest. A Host Site Handbook and a Preceptor Handbook have already been prepared for host sites as a guide to making the internship mutually beneficial for the organization and the intern.

We need host sites identified between now and early spring 2018. Please do not delay reaching out to healthcare organizations in your area.

Here is the link for more info:

Questions can be directed to Terra Levin at ACHE,

Chisun S. Chun, FACHE
Regent-at-At-Large, American College of Healthcare Executives, District 5

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Articles of Interest

6 Key Healthcare Trends to Watch in 2018

At the start of 2018, the healthcare industry is on the cusp of more significant change, according to a recent Health Affairs Blog post. Highlighted below are six trends to be on the lookout for. 

1.  Insurance Market Stability, With Some Exceptions

The healthcare reform strategy of Republicans going forward will likely be to focus on the states, granting them waivers to experiment with insurance programs and expand Medicaid coverage. That said, healthcare leaders are viewing 2018 as a year of greater insurance market stability. On the other hand, bad debt continues to climb, which means some healthcare leaders still face major financial threats.

2.  Renewed Focus on Value-Based Care

CMS will likely continue to ramp up the Medicare Access and CHIP Reauthorization Act of 2015 that incents clinicians to take risks with alternative payment models. Private sector actions also appear to be expanding and accelerating the value-based payment movement, disrupting the status quo. 

3.  Continued Rise of Consumerism

To ultimately succeed, health leaders realize that they need to, above all else, excel at attracting and engaging patients, families, caregivers, and consumers. More and more, providers will work with patients, families and caregivers to develop approaches to more actively manage their health and healthcare.

4.  Embracing Standardization and Waste Reduction

Healthcare leaders have a larger and more urgent financial imperative to identify and isolate wasteful practices, cost outliers and the root causes for inefficiencies. These efforts will rely heavily on having accurate and actionable data and analytics.

5.  Increased Drug Market Competition

Congress and the FDA will continue to explore new initiatives designed to unleash more competition that can moderate drug price trends. Efforts could include developing more generics where competition is lacking, streamlining the generic drug approval process, eliminating loopholes that prevent the introduction of competitor drugs and promoting biosimilars.

6.  Data Warehouse Growth and Strides in Interoperability

While providers wait for new interoperability provisions, they continue to build data warehouse systems, enhance data analytics, and train their workforce on IT-related competencies.

—Adapted from “What To Watch In Health Care In 2018: Six Key Trends,” by Susan DeVore, Health Affairs Blog, Jan. 29, 2018.

CIOs Rank Most Overhyped IT Innovations

When it comes to emerging technologies, not every innovation will make their mark on healthcare in the long run. For instance, CIO members of the College of Healthcare Information Management Executives ranked blockchain technology as the most “overhyped” IT trend in a recent CHIME study, Healthcare IT News reports. Although blockchain technology aims to improve data integrity and advance data security, 48.2 percent of CIOs fail to see its transformative potential. Other “overhyped” trends, according to the survey, include:

  • Cloud computing (23.2 percent)
  • Machine learning (7.1 percent)
  • Natural language processing (7.1 percent)

Instead, many healthcare organizations are focusing on trends that can make a tangible, positive impact. According to 50 percent of the CIOs surveyed, these promising innovations include Fast Healthcare Interoperability Resources and application programming interfaces. Additionally, 14 percent of CIOs said their organization has launched a dedicated IT innovation center and 25 percent said their health system has formed a partnership focused on innovation with a healthcare IT startup.

—Adapted from “FHIR transformative, blockchain overhyped, CIOs say,” by Mike Miliard, Healthcare IT News, Jan. 19, 2018.

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


New Members




Meredith J. Baker


Ryan Belflower


Carrie Bersot


Timothy  W. Freitas, RN


Nicole Gordon


Craig A. Hanna


Mostafa Hashemyan


Ganiyu A. Hassan


Patricia L. Hobbs


Lloyd M. Jones


Eunsun Lew


Jennifer Liang

Los Angeles

Joseph Lopez-Cepero

San Ramon

Susan E. Martinez


Joyce Nuesca, MD

Costa Mesa

Tushar M. Patel, MD


Faith Protsman, MD


Danny Schulz

San Jose

Diana Thamrin, PharmD


Elaine Yu



Mirela Albertsen


Yener A. Balan, MD


SSgt Lacey C. Blevins

Kevin Burson

Palo Alto

Lisa A. Burson

Jennifer Cantero

San Francisco

Keith J. Chamberlin, MD

San Rafael

Amy L. Chen Lobo

San Francisco

Whitney Clark

Bryce Greenlaw


Donna Hefner


Marcus W. Hudock

Emma Janzing

Monica Johnson

West Sacramento

Ken Keller


Kelly Mather


Bryce J. Miller

Brad Mitchell

Granite Bay

Denise Orquiza, JD, RN

Kamal S. Rautela


Robert Secchi

South San Francisco

Kiran Singh


Melissa Starling


Krystal Tsui

Robert W. Wenz, Jr.

Philip Westphal


Elizabeth Zimmerman


Jeffrey P. Baerwald, PhD

Bonnie Brock, RN


Sarang Deshpande


Veronica Gerke

Robyn Hodge


Krista M. Hudalla

Raed M. Khoury


Marcel V. McManis

Jeff Posnick


Tracy Seward, RN


Leonard Sterling, RN

Joe Taxiera





Helen M. Archer-Duste, RN, FACHE


Kim Brown Sims, RN, FACHE


Jiajing He, FACHE

Walnut Creek

Samar Shakoor, FACHE

Palo Alto


Surani Hayre-Kwan, FACHE

Christopher Neuman, FACHE


Recertified Fellows




Ganesh Acharya, FACHE


Pamela S. Booher, FACHE


Patrick R. Brady, LFACHE


Mark D. Dias, FACHE


Bob S. Edwards, Jr., FACHE

Fort Bragg

C. Dean Germano, FACHE


Mark D. Korth, FACHE

San Francisco

LTC Joshua Paul, FACHE


Christopher L. Wood, FACHE



Judith G. Berg, RN, FACHE


Grant C. Davies, FACHE


Audra Earle, FACHE


John G. Eisele, FACHE


Karen E. James, FACHE

Michael T. Johnson, FACHE

San Jose

Kimberly S. Panzuto, FACHE

San Francisco

Jesse Tamplen, FACHE

San Francisco

Kevin H. Vantrees, FACHE

Santa Clara


Michael D. Crandell, FACHE


Rosa V. Fernandez, FACHE


Thai Q. Nguyen, FACHE



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