Quarterly SOHLstice
Please note minor edits made to the President's Message and Programs Quarterly Update. December 2021
In This Issue
Message from Our ACHE Regent: Digging Deep
President's Message: Moving Forward into the Future
2021 Year in Review: Summary of SOHL Programs
2021 ACHE and SOHL Awards and Recognition
2022 Board Slate
SOHL Programs: Quarterly Update
Welcome Our Newest Members of SOHL
Q4 2021 National News
Keeping the “Community” in Community Hospital
Wayne UNC Health Care: Enhancing a Positive Culture
Special Thanks to Our Platinum and Gold Sponsors
Newsletter Tools
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Chapter Officers

Executive Board

Regent (California - Southern)
Harry C. Sax, MD, FACHE, FACS
Cedars Sinai Medical Center


Nora Bota
County of San Diego


Immediate Past Co-Presidents
Dasha Dahdouh
Rady Children's Hospital - San Diego

Darrell Atkin

Johan Otter
Scripps Health


President Elect
Jessica Taylor
Jessica Taylor Consulting

Sarah Norwood
Tech Coast Angels San Diego

James Revels
UC San Diego Health


Jennifer Reyes
Neighborhood Healthcare

Board of Directors

Debbie Jacobs

Aubrianna Schumacher
UC San Diego Health Physician Group

Jack Hallmark

Lydia Isabel Napa
UC San Diego Health

Marketing and Communications
Ana Victoria Ramirez
Sharp Coronado Hospital

Sean Olmo
Scripps Health

Barbara Gerber
Devon Hill Associates, LLC

Gary Fybel
FMG Leading


Subcommittee Members

Diversity Council
Kelly Price Noble
University of Phoenix

Pranav Dixit

Allied Healthcare Professional Council

County: Nora Bota, County of San Diego

Military: LT Jac Thomas

VA: Sarah Guerard, VA San Diego Healthcare System

Volunteer Coordinator
Kristine Ortwine
Integrated Health Partners

Annual Conference
Johan Otter
Scripps Health


Mike De Castro
ECG Management Consultants

Social Media
Moyosore Buari


Marketing Volunteer
Susan Stone
Sharp HealthCare

Maureen Malone


Executive Program
Celerina Cornett
UC San Diego Extension

Jack Hallmark

Advancement Study Group
Carol Cannizzo

Nicholas Hance


Early Careerists
Jennifer Reyes
Neighborhood Healthcare

Graduate Program Council, San Diego State University
Brandy Lipton

Thuy Do

Britney Seidemann


Graduate Program Council, National University
Negin Iranfar

Joy De Dios


Graduate Program Council, UC San Diego
Robert Kaplan

Justin Sigmund

Michael Chan

Graduate Program Council, University of Phoenix
Kelly Price Noble
University of Phoenix

College Bowl
Negin Iranfar
National University

Senior Advisors Council
Mary Parra
Neighborhood Healthcare

Mark Campbell
TRICARE Regional Office – West

Jared Vogt
Rady Children's Hospital

Trish Daly
Daly Consulting Solutions

Keeping the “Community” in Community Hospital
When Augusta Health’s hospital incident command structure was activated on March 13, 2020, in response to COVID-19, priorities shifted dramatically.

Establishing a Well-Functioning HICS

Augusta Health’s paramount priority in 2020 was keeping its team members safe while caring for a community impacted by a pandemic. The organization’s hospital incident command structure developed and activated an unexpected and all-consuming “product line” to manage COVID-19.

The HICS transformed the hospital almost overnight: carving out negative pressure respiratory care units within the hospital to care for COVID-19 patients; creating an essential negative pressure hallway within the ED; converting an urgent care center to a respiratory assessment center and mass testing center and directing anyone with respiratory symptoms to seek care at that single location; establishing a COVID-19 care call center; and coordinating all the policies, procedures, staff and supplies needed to plan and care for a surge in patients.

Implementing a Clear Strategic Plan

In 2019, Augusta Health’s board of directors approved a five-year strategic plan, Journey 2025, a comprehensive directive to meet the community’s emerging health needs. The plan defines eight driving strategies, implementation tactics and quarterly milestones. Several tactics are combined into the organization’s Enhanced Access driving strategy, including primary and specialty outpatient satellites in three geographic locations; a dedicated diabetes center on campus; virtual health through telemedicine; and a dedicated outpatient facility on campus to accommodate the community’s growing need for accessible and affordable outpatient services.

Deploying Frequent Communication

Since March 2020, the staff and community have received regular communication about hospital activity and community trends. Augusta Health is the community’s primary healthcare provider; therefore, it was essential that the organization communicate critical information about the pandemic proactively. Though the primary content of communications has been COVID-19-related, progress on other hospital projects also has been incorporated into messaging.

Internal email messages from the CEO and virtual town halls provided staff an opportunity to address Augusta Health leaders in a Q&A format. During the rapid evolution of the COVID-19 response in spring, employee communications were sent daily for the first 45 days and then twice weekly. A COVID-19 section was created on the hospital’s website with statistics, informative articles and updates on the hospital’s policies and procedures. Clear and consistent messaging to the media reduced community concerns and promoted safe and healthy behaviors. More than 550 internal and external communications were deployed in 2020.

Taking Care of Us

As the largest private employer in the area, Augusta Health pledged there would be no furloughs during the pandemic. Employees who elected to remain full time were retrained and redeployed to directly support COVID-19 efforts. Additional employee support included childcare assistance; ready-to-eat, take-home family meals from the cafeteria; and free hotel accommodations. The system also provided professional, emotional and spiritual support, and the community supported the staff through donated supplies and visible messages of encouragement.

With anxieties mitigated and jobs secure, the team has continually been able to focus on patient care at a time when it is desperately needed.

--Adapted from “Keeping the ‘Community’ in Community Hospital,” Healthcare Executive, Mary N. Mannix, FACHE, president/CEO of Augusta Health, Fishersville, Va.

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