Nevada Chapter

December 2017

President's Message

Dear ACHE - Nevada Chapter Members:

 

The holidays are an exciting time of the year and provide an opportunity to get together with family and friends.  It is also the time of year where we can reflect on all we have accomplished during the past year and make plans for the new year.

As I mentioned in our last newsletter, the Chapter Board recently had the opportunity to meet and plan for 2018.  We also had the privilege to be joined by many of our ACHE members throughout the state. This strategic planning session proved to be a very valuable exercise.

Among the many things we accomplished at this session was a SWOT analysis conducted by the Board and members in attendance.  This analysis provided valuable insight into our plans for 2018. 

As part of the feedback received from the SWOT, we have restructured our various committees that support the Board.  We believe this will allow for greater contribution in decisions made and more participation by our members.  We will be sending out the list of committees along with the leaders and team members. If you did not have a chance to attend the strategic planning session and would like to serve on one or more of the committees, please let me know.

In closing, I would like to take this time to thank all of you for a great 2017!  We look forward to even greater things in 2018!  Happy holidays to all of you.

Sincerely,

Jeremy Bradshaw, FACHE

President, ACHE - Nevada Chapter,

CEO, MountainView Hospital, Las Vegas

Jeremy.Bradshaw@hcahealthcare.com

 

 

Regent's Message

As Nevada Regent, I would be remiss if I did not recognize and acknowledge the healthcare providers, first responders and acute care hospitals in the Las Vegas community who on October 1, 2017 responded to the largest mass shooting in our country’s history.  As I write, the death toll stands at 58 with 529 injured and 8 patients remain hospitalized.  

While my mind still grapples with the horrific nature of this event, the innocent lives taken, the suffering and complete disregard for human life, I continue to be moved and astounded at the heroism and kindness that has been demonstrated to us from across the country.  The Las Vegas healthcare community responded in fine form.  We as healthcare providers have a noble calling and it was never more evident on that night:  


  • First responders literally came under fire as they rushed in to save others; others used their bodies as shields against the onslaught of bullets.
  • The Hospital Emergency Incident Command Centers were stood up and responded in perfect fashion, coordinating distribution of hundreds of patients and attesting to the importance of practice drills.
  • As true professionals many of our physicians and staff were dealing with their own loss and grief, yet treated hundreds of victims with empathy and kindness.
  • From across the country, our hospitals have received cards, letters and banners signed by thousands of health care providers.
  • From Orlando Medical Center to Loma Linda, California, messages of kindness and prayers arrived within days of the shooting.  The thoughts and prayers of so many providers sharing in this grief moved us to tears and provided comfort.
  • Dignity Health-St. Rose Dominican hospitals have committed that patients treated as a result of this disaster not not be personally billed for their hospital stay.

 

To my ACHE colleagues:  From the moment the alarm went out, hospital leaders across the city responded  on-site, around the clock supporting staff, patients and families. We can all be proud of the leadership demonstrated.  

As our wounds heal, our minds again find peace and comfort in knowing heroes walk among us. The support of one another, other healthcare providers, unite us in our mission to care for humanity and for each other.

 

As healthcare leaders and members of ACHE, be proud of Las Vegas:

We Are #VegasStrong!


Teressa M. Conley, FACHE
Regent for Nevada

 

Chapter Year in Review

 

The chapter was very active throughout the year, organizing educational & networking events, and expanding it's recruitment to reach more local leaders in the healthcare industry.  Many thanks to the board and committee members for their efforts in contributing to another successful year.

Membership Stats

  • Chapter surpassed its membership growth goal by 9%, with 326 members at year's end
  • Chapter surpassed its certification/advancement goal by 8%.  Congratulations to all the members advancing to Fellows in 2017.

Highlights

  • The chapter hosted a diversity & inclusion educational event, earning the chapter the Regent-At-Large Diversity Award
  • The chapter established a $30K endowment with the UNLV Foundation to support UNLV Health Administration student scholarships

Events - Year-In-Review

  • Four "Meet the CEO" events at area hospitals
  • Three educational events offering 12 F2F credits
  • Women's Leadership events in Las Vegas & Reno
  • Nevada Healthcare Forum, Las Vegas
  • Charity Golf Tournaments, North & South
  • Joint Association Holiday Mixer, Las Vegas

 

 

 

Become an ACHE Fellow! Exam Prep Workshop and Other Resourcces

Now's the time to get Certified as an ACHE Fellow! Take advantage of the new fee reimbursement offer! 
  

Have you wanted to become Board certified in healthcare management as an ACHE Fellow but have been putting it off?  Now is the time to act!  Make achieving your FACHE status one of your priorities and take advantage of a simpler process, new reimbursement program and other resources.

New Simpler Process

ACHE has simplified the process for pursuing the FACHE credential.  It also has a broader definition of management experience. Go to www.ache.mbership/ credentialing/index.cfm or the credentialing link on ACHE's home page for details. 

Chapter Exam Workshop

The Nevada Chapter is planning an Exam prep workshop if there is sufficient interest.  Please contact Bill Butcher at williamrbutcher@gmail.com or 503-867-2302.

Reimbursement Program Approved by the Nevada Chapter Board

To demonstrate an ongoing commitment to support Nevada ACHE Chapter members in achieving Fellow certification, the Board approved an ongoing program for reimbursement of the Fellow Application or the Board of Governors Examination fee (currently $250.00 and $200.00 respectively). Available to members who don’t have access to payment by or reimbursement from their employers, reimbursement will be provided by the Nevada Chapter once Fellow certification is achieved. Documentation of payment will be requested so be sure to hold on to it. For more information, questions and/or reimbursement requests, please contact Bill Butcher at williamrbutcher@gmail.com o (503) 867-2302

Other Chapter Help

Have questions?  Need help identifying resources? Need tips on studying for the exam? Contact Bill Butcher at williamrbutcher@gmail.com or 503-867-2302.

ACHE Resources

ACHE offers numerous resources to members who are pursuing Fellow certification. Go to the Credentialing section of ACHE's website at www.ache.org for more information. ACHE offers a Board of Governors Examination Review Course for those interested.  

Members preparing for the BOG Exam can access the Exam Online Community as a complimentary and supplementary resource that can boost their confidence and help them succeed. This interactive platform gives Members the opportunity to learn and glean study tips from others preparing for the exam. It also provides an opportunity to discuss exam topics with experts for better understanding and the option to participate in study groups. Join the Exam Online Community at bogcommunity.ache.org.

ACHE National News

ACHE National News | Q4

Save the Date for the 2018 Congress on Healthcare Leadership

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

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

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

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

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

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

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

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

Encourage Your Members to Apply for Fellow Status

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

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

Access Complimentary Resources for the Board of Governors Exam

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

  • The Reference Manual, found at ache.org/FACHE, includes a practice 230-question exam and answer key, a list of recommended readings, test-taker comments and study tips.

  • Fellow Advancement Information webinars provide a general overview of the Fellow advancement process, including information about the Board of Governors Exam, and allow participants to ask questions about the advancement process. An upcoming session is scheduled for Dec. 14. Register online at ache.org/FACHE.

List Your Postgraduate Fellowship With ACHE

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

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

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

ACHE Announces Nominating Committee 2018 Slate

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

Nominating Committee Member, District 1 (two-year term ending in 2020)

Carle-Marie P. Memnon, FACHE

Senior Director

Hospital for Special Surgery

New York

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

Michael O. Ugwueke, DHA, FACHE

President/CEO

Methodist Le Bonheur Healthcare

Memphis, Tenn.

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

Chisun S. Chun, FACHE

Director, Clinical Operations

Rady Children's Hospital San Diego

San Diego

Governor (three-year term ending in 2021)

Delvecchio S. Finley, FACHE

CEO

Alameda Health System

San Leandro, Calif.

Governor (three-year term ending in 2021)

Teri G. Fontenot, FACHE

President/CEO

Woman's Hospital

Baton Rouge, La.

Governor (three-year term ending in 2021)

Laura Robertson, FACHE

CEO

Banner Desert Medical Center

Mesa, Ariz.

Governor (three-year term ending in 2021)

Col Gigi A. Simko, FACHE

U.S. Air Force

Chairman-Elect

Heather J. Rohan, FACHE

President

HCA–TriStar Health Division

Brentwood, Tenn.

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

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

Richard D. Cordova, FACHE

Edward H. Lamb, FACHE

Dolores G. Clement, DrPH, FACHE

Ed Hamilton, FACHE

Kim A. King, FACHE

Stephen M. Merz, FACHE

Stephen J. Pribyl, FACHE

Adam C. Walmus, FACHE

ACHE Call for Nominations for the 2019 Slate

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

  • Nominating Committee Member, District 2 (two-year term ending in 2021)

  • Nominating Committee Member, District 3 (two-year term ending in 2021)

  • Nominating Committee Member, District 6 (two-year term ending in 2021)

  • Four Governors (three-year terms ending in 2022)

  • Chairman-Elect

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

  • District 2: District of Columbia, Florida, Georgia, Maryland, North Carolina, Puerto Rico, South Carolina, Virginia, West Virginia

  • District 3: Illinois, Indiana, Iowa, Kentucky, Michigan, Minnesota, Nebraska, North Dakota, Ohio, South Dakota, Wisconsin

  • District 6: Air Force, Army, Navy, Veterans Affairs

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

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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

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


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

Ransomware Tops List of Health Technology Safety Hazards

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

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

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

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

How Does Your Corporate Culture Stack Up?

How Does Your Corporate Culture Stack Up?

In the world of Executive Search I find one of the most interesting (and I might add elusive, challenging and often misunderstood) areas we get involved in is learning as much as we can about our client’s corporate (or organizational) culture.  Sometimes what I believe is described, is what I would call their ’aspirational culture.’  In a recent poll by Hunt Scanlon Media – respondents cite culture as the most important workplace consideration at their organization (73%).  When asked how culture was driven as ‘a leadership priority’ at their organization, 42 percent responded ‘from the top down.’ Half of respondents said that culture at their company could be ‘significantly improved upon.’ Tellingly, when asked if culture could be ‘significantly improved upon,’ nearly half of respondents (48 percent) said yes.  As we all know this is not a new topic, it has been talked about for a long time, yet it remains a challenge.

For starters, what does corporate culture mean anyway and why is this important?  According to dictionary.com Corporate Culture is the philosophy, values, behavior, dress codes, etc., that together constitute the unique style and policies of a company.  In a simple word, it is the personality of the company/organization.  This all seems pretty logical; the tricky part comes in when you are trying to understand what that is for a particular organization.  Sometimes I find employees at the same company will describe their culture quite differently or when checking in with a placed candidate, they tell us the culture is not what they expected or is different than it was described in the interview process.  This is where the idea of an ’aspirational culture’ comes in – leaders might get a little too focused on what they want the culture to be, rather than what their culture is today.  When interviewing a candidate, it is helpful to explain what it is now and if you are seeking change.

As a leader, are you thinking about what your corporate culture is today and how to improve it?  If so, here are a few ideas that might be helpful. 

First, it is important to remember cultures typically change slowly, however they are constantly evolving.  So don’t expect quick changes and it isn’t a one and done deal, it requires ongoing awareness and tweaking.

Second, step outside of your role and your affiliation with your company and assess/confirm what your culture is now.  This isn’t easy – but really try to focus on interactions with employees, in meetings, at company functions, observe the physical appearance of your staff and their work environment, consider both verbal and electronic communication including your website, as if you were watching a movie and you are the movie critic.  What surprises you?  What do you like?  What makes you cringe?  What isn’t clear?  Does anything seem to be missing?

Third, engage with employees at all levels of the organization about your culture.  This could be with small groups, informal leaders, employees who will speak their mind and/or consider a written survey – often employees will be more honest/direct if they can submit responses anonymously.  The goal is to get them to describe what they like about where they work and what they don’t like.  This sounds easy however sometimes it isn’t.  I have found when asking employees about their culture if they are struggling, I have them think about comparing and contrasting with other places they have worked or other cultures they have observed.  What do they like about working in your organization?  And what do they think could make it a better environment? How could we improve the way we operate?  Also, consider things like – what is the typical work day like for your senior leaders, mid-level management, and non-management?  Are they working non-stop whether in the office or on their phones?  Do employees have a good work/life balance?  How do you reward people/teams for exemplary work? Do people have some fun at work or is this a pretty serious place?  Is it a place that fosters innovation, new ideas, growth, etc.?  Are you connecting your mission, your strategies and your culture together?

I remember my husband worked for a technology company a number of years ago and the speed was about 120+ MPH.  Everyone put in incredibly long hours and there was lots of pressure.  They did things to try and create some fun as well, however a team member told me after she left the company (and she was one of their stars) she rarely left work before 9 PM – 9:30 PM and when she did leave at say 7:30 PM she felt guilty because there were still so many of her colleagues at work.  She finally just burned out and decided she needed to move on.  I know this happened to several others who were there.  So you need to consider these types situations.

Last but not least, once you have assessed what you like and what you want to change, create a plan. Focus on just a few changes at a time, pick the most important changes first and then really think through how you will patiently go about making those changes.  Remember, the old saying Rome wasn’t built in a day.

Culture is not only important to you, but working in a well matched culture is top priority for high potential leadership candidates and these are the people you want and need in your organization to succeed.  So while it isn’t easy to quantify, your culture impacts the high caliber talent you want to hire. 

Good Luck!

Lu Miller is a Principal  & SVP of Business Development at Morgan Consulting Resources, a healthcare executive search firm celebrating over 20 successful years in business.

Diversity and Inclusion

 ACHE Commitment to Diversity and Inclusion

The American College of Healthcare Executives has elevated its longstanding commitment to diversity and inclusion by incorporating it as a core value and strategic initiative in the organization’s strategic plan. A number of key initiatives reflect this commitment to further diversity within ACHE and the healthcare management field.

Policy Statements

Selected Resources

Selected Programs

Specialty Networks

 

Executive Diversity Career Navigator (EDCN)

EDCN is an online resource to help healthcare leaders from underrepresented groups navigate their career path and it was created by the American College of Healthcare Executives, National Association of Latino Healthcare Executives, LGBT Forum, National Association of Health Services Executives, Asian Healthcare Leaders Forum and The Institute for Diversity in Health Management.

To access the tools, tips, links and information from EDCN visit edcnavigator.org

 

 Create a Leadership Position to improve Equity (click to learn more)

 

Diversity and Inclusion (summary from best practices)

» Increasing diversity and inclusion cannot be accomplished by one department or silo. It must be embedded in a system wide manner so that all leaders are held accountable for driving and sustaining it.

» Leaders set the tone for promoting diversity and cultural competence within the organization by modeling respectful behavior and recruiting a diverse team.

» Creating a culture of diversity should be consistent and deliberate, integrating patient care, education, research, and community partnerships.

» Establishing a Diversity Leadership Council can help to increase the diversity of senior executive staff and board members.

» It is important to understand and meet the needs of underserved patients and employees, including those who are LGBTQI.

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