Message From The STC ACHE President

Karla Krueger-Strawn, MHA

Membership is essential to the success of our Chapter. Membership creates the associations and networking opportunities that are vital to the mission of the American College of Healthcare Executives (ACHE), as a professional society for healthcare executives. 

Currently, the STC-ACHE has approximately 735 members. In December of 2010, the STC-ACHE Board of Directors set a goal to increase membership to 850 members by 2012. The Board has begun to implement several initiatives to boost membership, to include: retaining the membership of student associates as they transition to full membership; maintaining involvement of uniformed service members as they move in and out of the South Texas region; and increasing involvement of senior level and c-suite level executives.

Membership is also addressed and recognized at ACHE nationally. Each year at the Congress on Healthcare Leadership in Chicago, the ACHE recognizes Chapters that have delivered high quality services to its membership at the local level. To receive an award, a Chapter must score or reach a certain level on the following performance standards: Education & Networking Performance; Level of Member Satisfaction; Advancement of Eligible Members; and Net Membership Growth. For the past several years, the

STC-ACHE has received an award based on our performance in these areas. The STC-ACHE continues to set Chapter membership as a priority, while at the same time, ensuring meaningful programming and networking opportunities for the membership. This brings about a challenge for the Chapter as we strive to meet the needs and professional goals of members at all levels in their careers. 

I encourage each of you to contact a colleague who is not currently a member of ACHE and invite him/her to our next program or event. Remember, when you join ACHE at a national level, you automatically become a member of a Chapter and are added to our email group for communication.

Come and see what the STC-ACHE Chapter has to offer and help us continue to grow ACHE and this Chapter as a premier professional organization.

 

Message from the Regent - Texas Central & South

Gary J. Meyn, MA, FACHE

As my inaugural Regent message reaches you I am already in my third month as your new Regent. I am excited about the prospects ahead and look forward to serving you and  finding ways to increase the value of ACHE for our members. 

I want to thank J. Mark McLoone, FACHE, our past Regent, for his guidance and insight prior to my installation. Mark will remain a member of the Regents Advisory Council and continue to offer his insight as we move forward.

I was introduced to ACHE as a student during my master’s degree program and became a Student Associate at that time. Once I graduated I became a Member and began to attend local meetings. I attended several clusters over the years and found the education to be top grade. As I became more familiar with the local Chapter and began to make connections with its members I became more involved at the Chapter level. That led to board status as Chapter Programs Director, President-Elect, President, Immediate Past President and now Regent.

My involvement at the Chapter level opened doors that I would not have previously considered. I attended ACHE Congress on several occasions to receive recognition on  behalf of our Chapter, attended the annual ACHE Chapter Leaders Conference in Chicago to learn about Chapter leadership, and was chosen to attend the ACHE Leadership Seminar in Phoenix, Arizona. All of these professional programs were expertly run and provided excellent educational opportunities. 

What I value most out of these experiences is the connections I have made over the years. Through local programs and those at ACHE national programs I have met and retain contact with leaders and up-and-comers from across the country and internationally. Those contacts continue to grow today and into tomorrow.

What is the message here?  Get involved in your local Chapter.  Even if you only participate on one committee this will allow you to grow and expand your knowledge as well as network. It is the increased participation of members over the years that has allowed our Central Texas and South Texas Chapters to accomplish more and become award winning ACHE Chapters. Let’s keep that ball rolling!

I am here to serve you, our members, and welcome any questions, comments, suggestions or requests that you may have. Thank you and I look forward to representing you with ACHE as we move forward in this dynamic healthcare environment.

 

Healthcare Leadership: Thoughts From My Foxhole

David A. Rubenstein, FACHE, Past Chairman, ACHE

I was recently thinking about a few points that seem to touch on the roles and responsibilities of healthcare executives, from senior leaders to young careerists.

  1. When do we take the time to stop and think and reflect about leading?
  2. How does our healthcare leader actions and words affect those around us?
  3. Is mentoring a one-on-one event or something that happens by our actions?
  4. Can I be a good, respected, successful manager without being able to lead?

It seems to me that in the rush of our everyday lives, we often lose, or infrequently have, the opportunity to reflect on our roles and responsibilities as healthcare executives. I'd like to use this column to allow you some personal time for a little introspection.

Please join me for a quiet five minutes to consider four questions.

  1. If leading and healthcare are both people-focused, how am I taking care of mypeople?
  2. If quality healthcare needs quality equipment, how am I taking care of my equipment?
  3. If healthcare leader decisions affect outcomes, how am I paying attention to detail?
  4. If fun supports a balanced life which supports career success, how am I having fun?

We all have our formal education, our continuing education, our professional society, our network, and the like to help us excel in the technical aspects of our duties. My wish is that these few reflective minutes will allow each of us to consider how we apply what we know when leading those so vital to our success.

Best wishes for every success!

Major General, US Army, David A. Rubenstein, FACHE, is Commanding General Army Medical Department Center & School and Chief, Medical Service Corp, Ft. Sam Houston, Texas. 

Member and Community Leadership

Time and Passion To Make a Difference

James Wells, MD, Chief Medical Officer & Medical Director, Polytrauma Rehabilitation Center (PRC) and  Joyce G. Brown, FACHE, Chief, Voluntary Service,  South Texas Veterans Health Care System made a presentation to The Greater San Antonio Chamber of Commerce, Health Care & Bioscience Committee on the new VA Polytrauma Center.

Colonel Noel J. Cardenas, MHA, FACHE, Deputy Commander for Adminstration, Brooke Army Medical Center, Ft Sam Houston, TX was the keynote speaker on "San Antonio Military Medical Center (SAMMC) and its Impact on the San Antonio Health Care Delivery System" at the STC-ACHE Spring Educational Seminar.

J. Mark McLoone, FACH, Chief Executive Officer, Methodist Children's Hospital & Women's Services, San Antonio, TX moderated the STC-ACHE Spring Educational Seminar panel "Physician Integration Approaches - Part 2." Panelists included: David Siegel, MD, JD, FACEP, FACP, Chief Medical Officer, Baptist Health System, San Antonio, TX; Pat Carirer, President & Regional Chief Executive Officer, Christus Santa Rosa Health Care System, San Antoni, TX and Gary Mark McWillliams, MD, Executive Vice President & Chief Ambulatory Services Officer, San Antonio, TX,

Colonel Mary Anne McAfee, MD, Deputy Commander Clinical Services, Borkke Army Medical Center, Ft Sam Houston, TX presented the state of "BAMC 2020 Military Medicine" at the Healthcare Businesswomen's Association, Concepts & Conservations event.  

Gennell Kidder, LT, MSC, USN, FISCAL OFFICER Navy Medicine Information Systems Support Activity is leaving for a tour of duty in Okinawa Japan.  Gennell the current STC ACHE Secretary has served on the STC ACHE Board for a number of years including her current position of Secretary.

Recertifying With ACHE This Year?

Mary Anne Svetlik, FACHE

If you are re-certifying with ACHE this year, the stc.ache.org web site features "links" on the Education Page back to each flyer of STC-ACHE's educational events of the last three years.  Use this helpful tool to update your CAT 2 credits and to ensure that ACHE has given you credit for your CAT 1 continuing education attendance. 
 
Mary Anne Svetlik serves as a member of the STC ACHE Board of Director and is Director of Communications and Website Manager.

11 Things to Look for in a Tablet Computer

David Tapia, MBA

Are you considering a new tablet computer for clinical Point of Care (POC) documentation? To maximize your investment, choose an easy-to-use POC device that will contribute to your clinical applications success. Selection of a tablet computer includes consideration for:

1. Affordability (Price/Total Cost of Ownership). Touch-screen tablet based computers such as the iPad and Samsung Galaxy Tab are being sold at an affordable price point. Originally, tablets sold for ~$2,000, while the iPad touch-screen tablet based computer with Wi-Fi and 3G connectivity sold for~ $600. Now that Apple has established a more reasonable tablet price point, both Windows-based and Android-based tablets are now available within the same price range. Quick Tips: Decide what you want to spend on a new tablet and shop for a deal.

2. Connectivity. The majority of tablets come with on-board WiFi for wireless connectivity to the internet. Many tables offer a 3G data connectivity plan. The big advantage of 3G connectivity is that it will give you better Internet access away from home. Newer tablets also offer 4G compatibility, although 4G coverage is limited to major metropolitan areas at this time. Questions to ask in deciding on a tablet include:

  • Do I need a data plan for this device? Will the clinician, who may be paying for the service, need a data plan? The data plan is determined by the mobile broadband service provider and allows the user to access the Internet and browse the Web without Wi-Fi access. If you are planning to use this as a POC device, a data plan to maximize the value of your investment, should be considered.
  • Which mobile broadband provider do I need? Some devices only work with certain mobile broadband providers such as AT&T or Verizon. For example, until recently, the iPad was only available to AT&T customers.
  • How much data will I be using with this device? "For 250 MB of data a month or less, AT&T offers the cheapest plans by $5 a month. Between 250 MB and 1 GB, Verizon's plan will save you $5 a month over AT&T. From 1 GB to 2 GB, AT&T's plans are $10 a month cheaper than Verizon," CNN Money staff writer David Golman reports. "Now, if you are unsure of how much you'll be using and reluctant to pay up if you go over your limits, it's a whole different ball game. A Verizon customer with a 1 GB plan who accidentally uses 1.1 GB of data would pay $15 a month more than an AT&T customer. Similarly, a 250 MB AT&T customer that uses 251 MB would pay $10 a month more than a Verizon customer."

3. Portability.  When comparing tablets, consider the device weight and display size. A large display is great for the most desktop web browsing and for watching movies, but consider a smaller version if you need to tuck the device into your pocket. Additionally, consider the accessories you plan to use with the device such as a keyboard or carrying case for users on the go.

4. Usability. Newly emerging tablets such as the Apple iPad 2 and Samsung Galaxy Tab make it more productive for health care clinicians to experience the ease of completing POC documentation on the go. However, a complicated user interface may stand in the way of this productivity and increase training times needed use the device. The best way to determine device usability is to test the device in the store, or borrow a friend's device. An on-screen keyboard might sound fine until you actually type on it.  Keep in mind that most people find that after a little practice, the tablet keyboard becomes quite easy to use.

5. Compatibility (Flash & EMR). Apple has softened its position on Flash, but there is still no direct Flash Player compatibility with the iPad. Before you chose an iPad, make sure you don't need Flash for important tasks in your day-to-day operations. For those who feel Flash is an important element of the Web surfing experience, an Android-based device such as Galaxy Tab is the way to go. Finally, the most important compatibility factor for each device is how it works with your electronic medical record (EMR). If your agency uses a server-side solution, you need to make sure the solution provider has developed an application that will work with your chosen device. If you use a Web-based home health software solution such as Kinnser's Agency Manager™, you can access everything you need via a Web browser.

6. Performance. As you compare tablets, try to find one that will load and run applications quickly.  Most tablets come with a dual core processor, which gives them a significant increase in performance than single-core processors. Question to ask include:

  • How quickly can I be up and running with the device?
  • How long does it take to load an application?
  • How fast does the device run when I have more than one application open at a time?
  • Does the device freeze up when I have a browser open and am watching a video?

7. Storage. The amount of storage you need depends upon what you plan to do with your tablet. Make sure you have realistic expectations of how much storage you will need before you buy. Most tablets come in different built-in storage variants of 16GB, 32GB and 64GB. You may not need the highest amount of memory if you plan to use the tablet strictly for accessing your Web-based home health software service If you are not sure, of the amount of storage, consider a device that has expandable storage via a memory card slot, or a device with a large amount of storage. Quick Tip: Know that once you choose an iPad model, there is no turning back. Versatile tablets come with options for expandable memory. Expandable memory will give you the opportunity to purchase a tablet at a more reasonable price, and then swap out/upgrade the storage later.

8. Battery Life & Backup Options. Consider how long each tablet will last on a single battery charge before you buy. Actual battery life results will vary according to how the tablet is used. Quick Tip: Include the cost of replacing a battery, having a backup/extra battery, car chargers or other charges when you calculate the cost of each device.

9. Applications. The availability of apps (also known as applications) is another important thing to look for in a tablet computer. Apps can give your tablet previously unavailable features and enhance your overall experience with the device. As you compare tablets, evaluate the app selection and options for each tablet. Make sure the tablet has the apps you expect available.

10. Accessories. You should not expect each tablet to come with all the accessories you plan to use with your device. Most tablets such as Galaxy Tab and iPad, for example, come with only a case and a charger. If you think you will need a physical keyboard, rugged cases, docking station or additional chargers, make sure to research available accessories in advance. Question to ask include:

  • Do I want a separate keyboard to use at my desk or a case with a built-in keyboard?
  • Do I need a rugged case that will protect my tablet in the event that I drop it on the ground?

11. Camera. With the exception of the first generation iPad, most tablets now offer dual-facing cameras. If a camera is important to you, purchase the iPad 2 or another tablet with a built-in camera.

David Tapia, MBA, is Managing Partner at Exegete Consultants, LLC, a full-service consulting firm focused on providing practical and cost effective solutions for home health agency leaders.


 

Ground Broken For New Air Force Surgical Center

Major Beth Horine

San Antonio military medical leaders conducted a groundbreaking ceremony of the Wilford Hall Ambulatory Surgical Center April 20 at Lackland Air Force Base. Construction on the new outpatient facility will soon begin.

"We are here to celebrate a new beginning. Spurred by the 2005 Base Realignment and Closure mandate, San Antonio's military facilities are now transitioning to a regional military health system to increase operational synergy and efficiency," said 59th Medical Wing Commander Maj. Gen. (Dr.) Byron Hepburn.

"As a consequence, Wilford Hall's current inpatient activity is now moving to Brooke Army Medical Center, which on Sept. 15 will become the San Antonio Military Medical Center. This move paves the way for a new consolidated facility here at Lackland Air Force Base that will be focused on outpatient clinical and ambulatory surgical care," Hepburn said.

A joint Air Force and Army color guard opened the ceremony and Army leadership from Brooke Army Medical Center at Fort Sam Houston attended, making the event a true joint-service affair.

"The Army and Air Force have a rich history in continuing to lead the Department of Defense in premier medical care, said Army Col. Noel Cardenas, Brooke Army Medical Center deputy commander of administration. "Today marks another giant step in reserving our medical services for active duty, retirees and families."

Phase one of the construction includes the first wing of a 681,000-square foot facility and a 1,000-car parking garage. The new ambulatory surgical center, or ASC, will be four wings, each three stories tall with a basement. The ASC will be constructed in three phases and house more than 40 outpatient clinics and services when completed.

"Engineering and economic studies determined that the best means to execute this outpatient mission was to replace the 54-year-old Wilford Hall building with a new state- of-the-art structure," Hepburn said. "The exterior campus and interior facilities will be ultramodern, patient-friendly, more accessible and more energy efficient."

Construction on the first wing of the new ASC is scheduled to begin in July 2011 with completion projected in 2015. The current Wilford Hall Medical Center building will be demolished after the new ASC is complete and fully operational.

"As part of preserving our rich heritage, the landscaping in front of the current

Wilford Hall behind me here, including the flagpole and 100-year-old oak trees, will remain in front of the new ASC as a connection to our historical past," the general added. Both the ASC and the parking garage will be constructed in parking lot B and part of lot A, in front of the existing Wilford Hall Medical Center. The parking garage construction will soon begin, which drove the closure of part of the hospital parking lot and the Highway 90 gate. Future construction will soon close part of the Wilford Hall Loop between the Hwy 90 gate and Bergquist Drive.

"As we look forward to the future of military medicine here in San Antonio, the citizens of 'Military City USA' should be proud of the ambulatory surgical center here at Lackland and the San Antonio Military Medical Center that is nearing completion at Fort Sam Houston," Hepburn said. "We are excited about the establishment of the San Antonio Military Health System and building an even stronger partnership with our Army colleagues in the years ahead."

 Reference: April 28, 2011 news release http://www.mysanantonio.com/news

CDC & NIH Update Guidelines to Protect Patients From Bloodstream Infections

New guidelines outline steps to eliminate catheter-related bloodstream infections (CRBSI), one of the most deadly and costly threats to patient safety. Released by the Centers for Disease Control and Prevention and the Healthcare Infection Control Practices Advisory Committee (HICPAC), the guidelines were developed by a working group led by clinical scientists from the National Institutes of Health Clinical Center Critical Care Medicine Department (CCMD) along with 14 other professional organizations.

"The publication of these guidelines is a great contribution to the continued improvement of quality patient care and is illustrative of the power of collaboration across government agencies and with academic institutions," said NIH Director Dr. Francis S. Collins.

Major areas of emphasis in the guidelines include educating and training health care personnel, using maximal sterile barrier precautions during catheter insertion, cleaning skin with chlorhexidine (an antibacterial scrub), and avoiding routine replacement of certain catheters.

"Preventing these infections is an excellent example of how hospitals and other health care facilities can improve patient care and save lives, all while reducing excess medical costs," said Thomas R. Frieden, M.D., M.P.H., CDC director.

Replacing a 2002 edition, the new guidelines are titled "Guidelines for the Prevention of Intravascular Catheter-Related Infections" and were published April 1, 2011, in Clinical Infectious Diseases and are available on CDC's HICPAC website.  They will also be included in a special supplement to the American Journal of Infection Control.

"Catheter-related bloodstream infections—like many infections in health care—are now seen as largely preventable," said lead author Naomi O'Grady, M.D., medical director of procedures, vascular access, and conscious sedation services at the NIH Clinical Center CCMD. "Implementation of these critical infection control guidelines is an important benchmark of health care quality and patient safety."

Efforts to track, report, and prevent bloodstream infections have improved in recent years. As part of its Action Plan to Prevent HAIs, the U.S. Department of Health and Human Services has a national goal of reducing one type of CRBSI, central line-associated bloodstream infections (CLABSI), by 50 percent by 2013.

Starting in 2011, hospitals throughout the country must track and report CLABSIs in intensive care units in order to get an annual 2 percent Medicare payment increase. Hospitals will report their infection rates to CDC's National Healthcare Safety Network, and the data will be shared with the Centers for Medicare and Medicaid Services. These data will be made available to the public later this year on the Hospital Compare website.

In addition to local efforts, a prevention effort called On the CUSP: Stop BSI has been expanded nationally through funding from the Agency for Healthcare Research and Quality (AHRQ). Also, CDC has provided funding in recent years to state health departments to allow for better tracking and prevention efforts at the state level.

The combination of national and local focus on preventing CRBSIs, and specifically CLABSIs, has proven to be effective in improving patient safety. A recent CDC report showed a 58 percent decrease in CLABSIs among hospital ICU patients in 2009, compared to 2001. In 2009 alone, reducing these infections saved about 3,000 to 6,000 lives and about $414 million in extra medical costs, compared with 2001. However, infections still occur in healthcare settings, and diligent prevention efforts must continue.

"Education and reinforcement of care and maintenance protocols among staff is key. We all have a role to play in protecting patients from these infections," O'Grady said

For additional information contact: Contact: NIH Clinical Center Media Relations (301) 496-2563 or CDC Media Relations (404) 639-3286

Partnership For Patients To Improve Care and Lower Costs For Americans

Health and Human Services Secretary Kathleen Sebelius, joined by leaders of major hospitals, employers, health plans, physicians, nurses, and patient advocates, today announced the Partnership for Patients, a new national partnership that will help save 60,000 lives by stopping millions of preventable injuries and complications in patient care over the next three years. The Partnership for Patients also has the potential to save up to $35 billion in health care costs, including up to $10 billion for Medicare. Over the next ten years, the Partnership for Patients could reduce costs to Medicare by about $50 billion and result in billions more in Medicaid savings. Already, more than 500 hospitals, as well as physicians and nurses groups, consumer groups, and employers have pledged their commitment to the new initiative.

“Americans go the hospital to get well, but millions of patients are injured because of preventable complications and accidents,” said Secretary Sebelius. “Working closely with hospitals, doctors, nurses, patients, families and employers, we will support efforts to help keep patients safe, improve care, and reduce costs. Working together, we can help eliminate preventable harm to patients.”

Today, leaders from across the nation pledged their commitment to this new initiative. To launch this initiative, HHS announced it would invest up to $1 billion in federal funding, made available under the Affordable Care Act. Today, $500 million of that funding was made available through the Community-based Care Transitions Program. Up to $500 million more will be dedicated from the Centers for Medicare & Medicaid Services (CMS) Innovation Center to support new demonstrations related to reducing hospital-acquired conditions. The funding will be invested in reforms that help achieve two shared goals:

  • Keep hospital patients from getting injured or sicker. By the end of 2013, preventable hospital-acquired conditions would decrease by 40-percent compared to 2010. Achieving this goal would mean approximately 1.8 million fewer injuries to patients, with more than 60,000 lives saved over the next three years.
  • Help patients heal without complication. By the end of 2013, preventable complications during a transition from one care setting to another would be decreased so that all  hospital readmissions would be reduced by 20-percent compared to 2010. Achieving this goal would mean more than 1.6 million patients will recover from illness without suffering a preventable complication requiring re-hospitalization within 30 days of discharge.

The Partnership will target all forms of harm to patients but will start by asking hospitals to focus on nine types of medical errors and complications where the potential for dramatic reductions in harm rates has been demonstrated by pioneering hospitals and systems across the country. Examples include preventing adverse drug reactions, pressure ulcers, childbirth complications and surgical site infections. The CMS Innovation Center will help hospitals adapt effective, evidence-based care improvements to target preventable patient injuries on a local level, developing innovative approaches to spreading and sharing strategies among public and private partners in all states. Members of the partnership will identify specific steps they will take to reduce preventable injuries and complications in patient care.

“With new tools provided by the Affordable Care Act, we can aggressively implement programs that will help hospitals reduce preventable errors,” said CMS Administrator Donald Berwick, M.D. “We will provide hospitals with incentives to improve the quality of health care, and provide real assistance to medical professionals and hospitals to support their efforts to reduce harm.”

HHS has committed $500 million to community-based organizations partnering with eligible hospitals to help patients safely transition between settings of care. Today, community-based organizations and acute care hospitals that partner with community-based organizations can begin submitting applications for this funding. Applications are being accepted on a rolling basis. Awards will be made on an ongoing basis as funding permits.

HHS has committed $500 million to community-based organizations partnering with eligiblehospitals to help patients safely transition between settings of care. Today, community-based organizations and acute care hospitals that partner with community-based organizations can begin submitting applications for this funding. Applications are being accepted on a rolling basis. Awards will be made on an ongoing basis as funding permits.

In coordination with stakeholders from across the health care system, the CMS Innovation Center is planning to use up to $500 million in additional funding to test different models of improving patient care and patient engagement and collaboration in order to reduce hospital-acquired conditions and improve care transitions nationwide. These collaborative models will help hospitals adopt effective interventions for improving patient safety in their facilities.

These programs are just two of the many ways the Affordable Care Act is helping improve the health care system. Last month, HHS announced the first-ever National Quality Strategy, which will serve as a tool to help coordinate quality initiatives between public and private partners as well as to leverage and coordinate existing efforts by federal agencies and departments to improve patient care. HHS also announced new rules to help doctors, hospitals, and other providers better coordinate care for Medicare patients through Accountable Care Organizations (ACOs). By 2015, a portion of Medicare payments to the majority of hospitals will be linked to whether hospitals are delivering safer care, using information technology effectively and meeting patient needs. Payment incentives and supports to improve quality and lower costs will also be available to state Medicaid programs.

“No single entity can improve care for millions of hospital patients alone,” said Berwick. “Through strong partnerships at national, regional, state and local levels – including the public sector and some of the nation’s largest companies – we are supporting the hospital community to significantly reduce harm to patients.”

For more information about the Partnership for Patients, visit www.HealthCare.gov/center/programs/partnership.  For more information about the Community-based Care Transitions Program Funding, visit www.cms.gov/DemoProjectsEvalRpts/MD/itemdetail.asp?itemID+CMS1239313

Summer Reading List

For those preparing for advancement, or wanting to stay current, check out the list of new releases by Health Administraion Press (HAP), ACHE

  • Healthcare Leaders Share Strategies For Cost-Effective, Coordinated Care
  • Refresh Your Human Resources Knowledge
  • Accountable Care Organization
  • Responding to Healthcare Reform
  • Futurescan 2011
  • Anticipate, Respond, Recover

If you are looking for just a good summer read, look for:

  • Goodbye To A River.  History and landscape interwtine in a classic river narrative of a canoe trip down the Brazos River
  • Paradise General: Riding the Surge At A Combat Hospital In Iraq
  • The Strongest Tribe: War, Politics and The Endgame in Iraq
  • Cutting For Stone: A novel filled with mystical scenes and deeply felt characters connected by history, landscapes and accidents of life.

Request for Hot Topic eNewletter Articles

South Texas Chapter e-Newsletter

The South Texas e-newsletter is a rapid communication format to highlight the healthcare community accomplishments and educational programs. Members are encouraged to submit news and healthcare articles of interest to the South Texas healthcare community. 

Published articles of 800 words are eligible for member recognition points according to ACHE publication guidelines.  Newsletter submissions representing healthcare groups, institutions or organizations must be certified as being approved for submission and publication.  Quarterly submission deadlines are: March 1, June 1, September 1 and December 1. 

Newsletter submissions and/or inquiries for publication consideration can be sent directly to the STC-ACHE Editor Dr. Sandra L. Schneider at info@stc.ache.org

Ensure delivery of Chapter E-newsletter (Disclaimer)

To ensure delivery of your chapter newsletter, please add info@stc.ache.org to your email address book or Safe Sender List.  If you are still having problems, receiving our communications, see our white-listing page for more details:

http://www.commpartners.com/website/white-listing.htm