Karen Huttsell, PE, LEED AP
School will soon be in session.
Kick off the start of the school year by attending our Category I Education sessions:
Session #1: “The Healthcare Organization’s Role in Developing Public Policy” will be held on Tuesday, September 1, 2009 at the Dayton Marriott. The event will be co-sponsored by GDAHA (The Greater Dayton Area Hospital Association.) The event includes a panel discussion with the Presidents of the major Dayton area health networks. Please see http://gohlf.ache.org for further details. (1.5 Category I Credit Hours)
Session #2: “The Future of Healthcare Financing” will be held on Wednesday, September 23, 2009 at the Four Bridges Country Club in Liberty Township. The evening will include dinner, networking, and a panel discussion from local healthcare leaders.
Please see http://gohlf.ache.org for further details. (1.5 Category I Credit Hours)
In order to defray the cost of our events, we are always looking for corporate sponsorship. If you or someone you know is interested in publicizing their company, while supporting the goals of ACHE, please contact Chip Washienko, firstname.lastname@example.org
Also, Advancement Review Sessions for the Board of Governors (BOG) Exam will be held in the October timeframe. More details to follow.
Please see our website http://gohlf.ache.org for the most up-to-date information on our events.
Welcome New GOHLF Members
Please welcome to our GOHLF chapter the following:
Jerry S. Adatsi
Scott Bryant, RN
Susan Gilster, PHD, RN
David Globig II
Dianna Gray, RN
William Guinther, PharmD
DHCs Neha Joshi
Patricia Mathis, RN
Greg Morrison, MD
Paul Mosko, PharmD
Committee Member Spotlight
Ed P. Syron, FACHE, PhD
Edward (Ed) P. Syron, FACHE, PhD is a member of the GOHLF Board and Chairperson of the Dayton Local Program Council (LPC). He has been affiliated with ACHE for 34 years. Ed became a Student Associate of ACHE in July 1975 and converted to member status in August 1978. He earned his CHE credential in August 1981 and became a Fellow in July 1989. He has recertified as a Fellow in both 1999 and 2007. He was a member of the Regent’s Advisory Council in West Virginia in 1994-1995; Kentucky 1995-1996; Northeastern Pennsylvania 1998-2004 and Ohio 2006 – Present. In 1995, he was appointed to the ACHE’s Managed Care Executives Committee for a Four-Year term (1995-1999).
In Northeastern PA, he served on the Board of the Affiliated Chapter, Healthcare Management Forum (HCMF) of NEPA for 15 counties from 1999 -2004. He was President of the HCMF from 2002 – 2004. He was elected to be Regent of NEPA B in the fall of 2004. He was also selected as the 2002 American College of Healthcare Executives (ACHE) Regent’s Award for Senior Level Executive for Northeastern Pennsylvania. In the late 1980s and early 1990s, he used to administer the oral portion of the ACHE Board of Governor’s Examination.
Ed is currently Director of the Cardiovascular Service Line at Miami Valley Hospital in Dayton, Ohio.
National News - Summer 2009
ACHE Regent Elections
The 2009-2010 Council of Regents election process is under way, with 22 jurisdictions open for election:
Air Force Nevada
Army New Mexico
California— New York—Metropolitan
Northern & Central South Dakota
District of Columbia Veterans Affairs
Indiana West Virginia
Chapter officials whose territories are located in any of the 22 jurisdictions open for election this year should encourage their members to run for Regent. Serving as a Regent is a unique opportunity to exercise leadership abilities, share innovative ideas and act on behalf of ACHE affiliates.
All Fellows who wish to run for election must submit either a letter of intent to ACHE via certified mail postmarked by September 4, 2009, or an electronic letter of intent to email@example.com. Certified mail is preferred. The letter of intent must include a current business title, business address and telephone number and be sent to the attention of:
Jennifer L. Connelly
Regent Elections Coordinator
American College of Healthcare Executives
One North Franklin Street, Suite 1700
Chicago, IL 60606-3529
If you submit your letter of intent electronically and you haven't received confirmation of its receipt by September 7, 2009, contact Jennifer L. Connelly at (312) 424-9328 or firstname.lastname@example.org.
Go to the Affiliates Only Area of ache.org to learn more about these upcoming elections.
Board of Governors Examination Review Course
To help prepare applicants for the Exam, ACHE will offer the Board of Governors Examination Review Course on October 26–28 in Atlanta. Passing the Exam is one step on the path to earning the distinction of board certification as a Fellow of the American College of Healthcare Executives (FACHE). The Exam consists of approximately 230 questions testing 10 core knowledge areas. This review course provides information on all 10 areas, as well as testing strategies, sample questions and a better understanding of the examination’s content, structure and scoring. To register, go to ache.org/education or contact our Customer Service Center at (312) 424-9400. For more information about becoming a Fellow, contact our Customer Service Center or go to ache.org/FACHE.
Best Practices for Applying Social Media in Healthcare
Healthcare organizations are using social media such as Facebook, LinkedIn, Twitter, YouTube and blogs to increase customer satisfaction, devise new recruitment models and build new communities. Find out how you can use these tools to enhance the patient-care experience and widen the reach of your healthcare services. Attend “Best Practices for Applying Social Media in Healthcare,” Wednesday, November 4, 2009.
Matthew Holt, author of The Health Care Blog and co-founder of the Health 2.0 Conference, will be the keynote speaker and moderator for the program.
Funded in part by the Fund for Innovation in Healthcare Leadership, this program will be held in conjunction with ACHE’s San Antonio Cluster. You can register for additional cluster seminars or participate solely in this program to learn how social media can benefit your organization.
For more information and to register, visit ache.org/education or call ACHE’s Customer Service Center at 312/424-9400.
Job Listings Wanted for ACHE’s Job Bank
ACHE’s Job Bank contains more than 1,000 healthcare management listings at any given time with new jobs posted daily. ACHE is seeking to expand the Job Bank to include more positions for early careerists, who are actively seeking new opportunities.
Advertise your open healthcare management positions in ACHE’s Job Bank to target the most qualified candidates—from early careerists to senior-level executives. ACHE looks to you to post open positions to help ensure the Job Bank continues to be a vibrant resource for ACHE affiliates.
Jobs are posted free of charge and are only accessible to ACHE affiliates. To post positions, visit ache.org/careers. For more information, contact Maxine Ellison at (312) 424-9446.
Recognize Prejudgments That Can Cloud Your Decisions
Mistakes in our judgments and decisions often have their roots in past events whose lessons we now unconsciously apply to current decisions that have similar aspects. Experts call these traces of the past “prejudgments.” Spotting them in our thinking and working past them are key steps in making effective decisions.
- Risks and opportunities. Once you’ve made a mistake by, say, hiring an energetic but totally inexperienced job applicant, you tend to weigh experience heavily in hiring decisions. Look at the specific job—is experience really that important here? Might communication abilities be more important?
- Options. If your organization has always replaced departed employees immediately, using temps to delay hiring expenditures might not seem an option. In cost-conscious times, you may need to widen the range of choices.
- Objectives and criteria. Perhaps it is an unwritten law that your department’s budget shouldn’t grow by more than a certain amount each year. Suppose now that you need more money for a new technology that will boost your productivity. Gather the facts and test your assumption.
- Abilities. We’re often over- or under-confident about our staff members’ abilities based on what’s been accomplished in the past. However, abilities that aren’t regularly used can weaken. Talk in detail to employees before assuming they will succeed or fail at an assignment.
- Failure and success. Over time the fact of success or failure is remembered, but the details are forgotten. Before weighing options, programs or people solely on the basis of past results, look again at degrees of failure or success. Was that program barely a success, with significant weaknesses in key areas? Was that training firm’s failure to improve your technicians’ skills at least partly due to a budget that was too low?
Adapted from Communication Solutions, April 2009, www.managementresources.com.
Turn Arguments into Positive Encounters
When employees argue, don’t simply say “Stop it.” If there’s an important work issue at stake, such as how to complete a task, use the argument to clarify options. Guide your arguing employees toward agreement on a few basic principles:
- There is a conflict, and it matters. A good argument calls for a commitment to present your side and hear the other side. An employee who doesn’t care shouldn’t waste others’ time by pretending to have something to say.
- Focus on issues, not individuals. Joe may have faults, but you still grant him the ability to have a good idea, and he grants the same to you. If one of Joe’s ideas is impractical or too expensive, it is not because Joe is always impractical or does not know how to handle money.
- Agree to manage emotions. This does not mean denying your emotions; that is another way to say you don’t really care. Instead, the key is to agree to control your emotions: Allowing the other person to speak without interruption, not using abusive language or screaming to make your points and so on.
- Work toward a solution or resolution. Both parties should agree that the argument is not an end in itself. You are making this effort to find a solution to a problem or resolve a dispute. Commit to seeing the process through.
Adapted from Communications Solutions, April 2009, www.managementresources.com.
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