Message From The STC ACHE President

Karla Krueger-Strawn, MHA

The STC-ACHE received the results of our annual Chapter Member Needs Survey.  This survey was sent to all members of the Chapter in a July email from ACHE. 

STC ACHE had a 41.2% response rate (193 of 468), which is on par with the national response rate of 41.8% (10,330 of 24,725).  Thank you to everyone who took the time to complete the survey. 

The survey will be reviewed in depth during the Chapter Boards annual planning retreat in December.  Survey results will be used to make improvements to the educational programming and resources provided to the membership each year.
 
Here are some of the highlights from the survey.  For overall Chapter satisfaction, our membership scored 7.5 out of 10, which is an improvement over our 2010 score of 7.3 and is higher than the national average of 7.2. 

In terms of the educational Chapter events provided, the survey indicated that membership is satisfied and prefers shorter sessions with 30-60 days notice. Overall, the STC-ACHE scored above the national average and made several improvements over our 2010 scores.

Another great message from the Chapter survey is that Chapter members that are willing to volunteer.  Our Chapter is always in need of more ideas, more hands, and willing members to increase the value we can bring to our membership.  The Chapters current structure includes the following committees: Audit, Program, Membership, Communication, and Advancement. 

Below is a short description of the responsibilities of each committee and the Chairperson.  Please use the email address to contact the Committee Chair if you have interest serving a specific committee.

  • Audit Committee: Conducts annual audit of chapter finances and prepares annual reports. Chair: Maj Charles Scott Hughes, FACHE <charles.hughes@randolph.af.mil>
  • Program Committee: Initiates, plans and coordinated educational events to include the topics, speakers, venue and menu. Chair: Angelo A. Armondo, MHA, FACHE <angelo.a.armondo@amedd.army.mil>
  • Membership Committee: Develops recruitment and retention strategies and ensures membership recognition.  Chair: Col Fred Swiderski, MSC, FACHE
  • Communication Committee: Maintains the Chapter website.  Chair Mary Anne Svetlik, PhD, MHA, FACHE <svetm@sbcglobal.net>
  • Advancement Committee: Plans educational opportunities for members looking to advance to Fellow in ACHE. Chair: David Tapia, MBA <davetapia@exegeteconsultants.com>

Thank you again for completing the annual Chapter Member Needs survey.  The Board will be reviewing the results and using them to plan for Chapter improvement in 2012.

 

Message from the Regent - Texas Central & South

Gary J. Meyn, MA, FACHE

Greetings to all ACHE affiliates for Texas - Central & South.  It is my sincere hope that all of you have made it through this unusually hot and dry summer unscathed by Mother Nature. 

In particular I am concerned for those who have been directly or indirectly affected by the numerous wildfires throughout the state.  Our thoughts and prayers are with you.

I have recently returned from the ACHE Chapter Leaders Conference held September 12 & 13 at the Inter-Continental Hotel, Chicago. 

I attended this outstanding informational event for incoming Chapter Leaders in 2007 as an incoming Chapter President.  It was packed with valuable information then and it has improved even more since that time.

I attended various meetings during my abbreviated stay and can confidently report to you that ACHE and its leadership are working diligently to keep our professional association the very best it can possibly be. 

The consensus is that the Chapter model has been a big success and this brings more responsibility and leadership opportunities to the local Chapter levels.

In my short time as your Regent I have seen phenomenal collaboration between the Central and South Texas Chapters sharing information and improving their respective Chapters for their members. 

It started with the planning stages way back in March for the Summer Satellite Program where the Central Texas Chapter participated for the first time.  They stepped in and put together one of the two Category I panels presented and secured their two participating sites in Austin and Temple with precision and efficiency as though they have been doing it each year along with the South Texas Chapter.


This program again brought together our two Chapters diverse geographical regions along with our colleagues in Monterey, Mexico.  There was high praise from the planning committee and those who attended this program. 

The praise was so great that the planning committee proposed the two Chapters collaborate once again on a Fall Satellite Program which is currently scheduled for Saturday, October 29 with two more Category I panels, Becoming an Accountable Care Organization Part II and Achieving the Triple Aim in Healthcare.


We are interested in your opinions on the video conferencing/satellite broadcasting media and how we might utilize it moving forward with only Category II credits available in the coming year.  Please let myself and your Chapter leaders know your thoughts on this. 

Will the summer be the best time to bring our geographical areas together for such a program or should we save it for the fall and our Chapter elections, awards and a hot Category II topic/s with dynamic participants or do you have another idea?

ACHE has made arrangements with the Texas Hospital Association (THA) to provide an ACHE Category I panel following the annual ACHE/THA breakfast in February of 2012.  This Category I panel will have the unique status as having all ACHE Texas Chapters receiving attendance benefits from ACHE. 

The Central Texas Chapter has been designated the host Chapter and has taken the lead to develop the Cat I panel Using the Baldrige Criteria to Improve Your Organizations Performance and Quality. 

The panel will be moderated by ACHE Chairman and Baldrige award winner, Rulon F. Stacey, PhD, FACHE.  A panel of experts has already been confirmed and this program is currently ready to roll.  You must be an enrolled participant in the THA Conference to attend this event.

Another legendary Texas event originally started and run by Jon C. Hilsabeck, FACHE, has been resurrected to a record crowd.  Jonas Career Networking event has a long history and consistently met at the Oasis in Austin. 

This time the event re-opened at Dell Childrens Medical Center on Friday July, 8 with an all-star panel and 75 attendees, a record for this event.  Stay tuned, Jon will be taking this event on the road.  Possibly to a venue near you.

Lastly, it has been my great pleasure working with Chapter leaders Kuntal F. Sindha and Karla J.  Strawn and their respective boards who continue to work toward improving their Chapters and increasing the value of ACHE to our membership.

Healthcare Leadership: Thoughts From My Foxhole

David A. Rubenstein, FACHE, Past Chairman, ACHE

This past weekend I wrote notes to a number of colleagues who recently had professional articles published. In my note I thanked them for their “efforts that expand the body of knowledge in their profession.”

That got me to thinking about the personal effort that goes into writing, balanced against the reasons someone should undertake that effort.

Yep, I’m going to challenge you to consider writing an article that expands the body of knowledge in our chosen profession: healthcare leadership, management, and administration.

There are, admittedly, a variety of personal efforts that go into writing: First, most of us have a plate full of duties and responsibilities that keep us busy at work and at home. To tackle another project sometimes seems a daunting chore. Second, most professional writing requires research and many people don’t feel they have ready access to the sources needed. Third, putting our thoughts on paper for all to see puts us out there for all to see, and to be commented about.  And, fourth,  balancing the personal efforts that are the returns that come from writing.

We all have a story to tell.  We all have lessons to share.  We all have the ability to make a  significant impact on our chosen profession.  And we all have the ability to help colleagues who may have something to learn from us. 

Finally, there is the feel good sense of having made a difference.

You should also know that ACHE will recognize your effort through our commitment to service incentive program.

So here’s the challenge.......consider what you have to share with your colleagues and our profession.  Then sit down and put it on paper.         

Best wishes for your writing and 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 and serves on the STC ACHE Publications Committee. 

Member and Community Leadership

Time and Passion To Make a Difference

Major General David A. Rubenstein, FACHE, Commanding General Army Medical Department Center & School and Chief, Medical Service Corps, AMEDD Center & School, Ft Sam Houston, TX, welcomed the San Antonio Greater Chamber of Commerce, Military Affairs and BioScience & Healthcare Committees to observe a live combat patrol demonstration and gave a command briefing on AMEDD readiness and operational environment of the Medical Education & Training Campus (METC).

Jane Murphy is now President and CEO, St Joseph's General Hospital, Corpus Christi, TX.

William D. (Bill) Rasco, FACHE, Col, USAF, MSC (ret), is Member Relations Consultant, Federal Health Care Sector, American Hospital Association, Chicago, IL.

Major General David A. Rubenstein, FACHE, Commanding General Army Medical Department Center & School and Chief Medical Service Corps; Col Josef H. Moore, PT, PHD, SCS, ATC, Dean Graduate School, Academy of Health Sciences; and Maj Forest Kim, PhD, Associate Dean for Research, presided over the AMEDDC&S, Academy of Health Sciences Graduate School 1st Annual Research Day.  Awards were sponsored by the Army-Baylor Alumni Association.

Teresa Diane Boyd, DO, Deputy Chief of Staff, Audie L. Murphy Memorial Veterans Hospital,  San Antonio, TX, moderated the STC-ACHE Summer Educational Seminar panel "Organizational Transition Toward Prevention." Panelists included: Representative Henry Cuellar (D-TX-28), U.S. House of Representatives, Washington, DC; George C. Benjamin, MD, FACP, FACEP, Executive Director American Public Health Association, Washington, DC; Edward H. Lamb, FACHE, President & CEO Doctors Regional-CC Medical Center, Corpus, Christi, TX; M. Danet Lapiz Blumn, PhD, Assistant Professor Department of Chronic Care, School of Nursing, University of Texas Health Sciences Center, San Antonio, TX; Peter Wald, MD, VP and Enterprise Medical Director, United Services Automobile Association, San Antonio, TX; and Horacio Garza Ghio, MD, Director, Hospital Christus Mugerza, Monterrey, Mexico.

Thomas R, Miller, PhD, MBA, Carpenter Chair Health Care Policy, Scott & White, Temple, TX, moderated the STC ACHE Summer Educational Seminar panel "Becoming an Accountable Care Organization." Panelists included: Brent Hardaway, Vice President Premier, Inc, Austin, TX; J. James Rohack, MD, Director Center for Healthcare Policy, Scott & White, Temple, TX; Eric S. Weaver, MHA, FACHE, Administrator Austin Sports Medicine, Austin, TX; Christian Lieneck, PhD, MHA, FACMPE, FACHE, FAHM, Assistant Professor School of Health Administration, Texas State University; and Lillian Timon, Director of Managed Services Organization Seton Healthcare Family, Austin, TX.    

Clay Howell, accepted a position as Director, Major Gifts, American Red Cross, San Antonio, TX.

Karen A. Stiefel, PhD, FACHE, Dean, Baptist Health System School of Health Professions, highly recommends Unbroken by Laura Hillebrand, the story of Louis Zamperini, 1936 Olympic runner and World War II Veteran. 

Harry Smith, FACHE, serves at the Executive Director of the Greater San Antonio Healthcare Foundation.  The Healthcare Foundation, formed in 1996 under the auspices of the Greater San Antonio Hospital Council extended its role in serving the community in areas dealing with healthcare workforce issues.

Gennell Kidder, LT, MSC, USN, has been promoted to Deputy Comptroller, US Naval Hospital Okinawa (USNHO).

Mary Beth Fisk was appointed President & CEO, South Texas Blood & Tissue Center (STBTC); and Linda Myers was promoted to President & COO, QualTex Laboratories, a center affiliate that provides blood and plasma testing services. 

Mission Trail Baptist Hospital – Built on 108 Years of Trust

Mission Trail Baptist Hospital opened June 27th on the campus of Brooks City-Base and is like no other hospital in San Antonio.

It is an innovative and patient-centered healing environment that brings together state-of-the-art medicine with compassionate, patient-centered care. 

 From all private rooms, to natural light and views and the latest advances in healing technology, Mission Trail Baptist sets a new standard for hospitals in San Antonio and South Texas.

The patient is at the center of every design and operational consideration,says Andy Harris, President of Mission Trail Baptist Hospital. Safety, respect, trust, quality and comfort are some of the words we use to describe the kind of care that we offer patients.

Some of the unique hospital features include:

  • All private patient rooms with access to natural light and views
  • Noise reduction features
  • Flat screen TVs with entertainment, health education and movies on demand
  • Mediation garden
  • Adequate space for families to stay overnight

The new Mission Trail Baptist Hospital offers a full range of health care services including cardiovascular care, mother and baby care, world-renowned minimally invasive surgery, emergency and intensive care, a dialysis unit, orthopedics, urology, vascular and mens health care services.

Mission Trail Baptist Hospital is the first hospital in San Antonio to seek LEED (Leadership in Energy & Environmental Design) Certification. Some of the conservation designs that are built into the hospital include:

  • Six electric car plug ins
  • Use of native vegetation
  • Grey water irrigation
  • Recycling program
  • Use of regional and recycled building materials
  • Highly efficient lighting & water systems
  • Energy efficient design and construction
  • Low Volatile Organic Compounds usage
  • CO2 air quality monitoring
  • Wind power offset purchasing

Mission Trail Physicians Plaza Medical Office Building also opened June 27th, offering space convenient to the hospital for physicians and their patients. It features physician offices, Baptist M&S Imaging, HealthLink Rehabilitation and 2,500 sq. ft. of dedicated education space.

Mission Trail Baptist Hospital is located at 3333 Research Plaza. For more information call 297-7005 or visit missiontrailbaptist.com.

ACHE: For Leaders Who Care…..But Do They?

Jody R. Rogers, PhD, FACHE

The tag line of the American College of Healthcare Executives (ACHE) is For Leaders Who Care. 

This tag line is a clarion call for healthcare leaders to demonstrate they care. Yet questions remain about what the tag line truly means and how leaders can be seen as truly caring.  What should leaders care about? What can leaders do to demonstrate they care?

No one should doubt that  For Leaders Who Care is all about caring for the organization, the people within that organization, and the patients for which they provide care.

Yet, while caring is simple to understand, it appears demonstrating a caring attitude is a difficult task for many.  Do our leaders truly care about their organizations and the people they lead at least to the level required?

Experience tells me that, as a profession, we have a ways to go to clearly and consistently demonstrate we are Leaders Who Care.
  
Demonstrating a caring attitude is more critical today than ever before. A quick study of the major tenets of the Patient Protection and Affordable Care Act (PPACA) clearly demonstrates an increasing need for healthcare professionals to work in teams to closely coordinate the care provided to patients.

Providing highly coordinated teamwork throughout the continuum of care is a critical component of the PPACA. Teams require leadership to be effective.

The members of the American College of Healthcare Executives (ACHE) are well positioned to provide  leadership so essential to Reforms success;  but only if the members live up to the tag line of the ACHE. 
 
A common complaint in healthcare today is that many employees think no one cares for them as valued employees. You can see it in the unrest, low morale, and lack of trust in many organizations.

Everyone is busy performing important work, but too often employees don't see the connection of  their work to the overall mission of the healthcare organization. They come to work, perform exceptionally well, and go home.

It seems they have lost their high purpose in the care they  provide. Since they rarely receive feedback on their work, they begin to feel like an assumption. They begin to think no one cares about them. If you doubt me, go ask your employees if they think anyone in the organization cares for them as people. Most will tell you they don’t feel cared for at least to the level they desire. Why is this?

If you were to ask administration whether they care for the employees, most will definitely say they do. I believe administration does care; they just don't know or have forgotten how to demonstrate they care.
 
Most people choose a career in healthcare because they have an innate desire to help patients, to care for their needs, and to return them to some sense of normalcy as soon as possible. This innate desire to care applies to administrators as well as clinicians.

If this is true, then healthcare personnel should have a naturally occurring caring spirit not just with their patients but with all to whom they come in contact. Unfortunately, as Dr. Berwick frequently says, we tend to build systems that drive that caring attitude out of people (Berwick, Escape Fire, 2004).

Always short of time and expertise, facing increased competition, decreasing resources, and an all too great a focus on the bottom line simply does not give many people an opportunity to demonstrate how much they care, at least to the level desired by employees.

It appears some healthcare professionals barely take the time to greet people warmly anymore and if they do, they take little to no time to build on their relationship with that person. This attitude simply won't work under PPACA.
 
Although some undoubtedly will think demonstrating a caring attitude is not something real healthcare professionals do (it is seen as one of those soft leadership skills that makes so many people squirm when they study leadership), developing a caring attitude is essential to long term success for healthcare teams. 

We want to work with people who care for us, who look out for our best interests, and who take a genuine interest in who we are and what our goals are. 

People who feel no one cares begin to feel like an assumption and there is little good that comes from feeling  like an assumption within an organization. 

My years of experience in various leadership positions have clearly shown me that everyone wants to feel like someone cares about them as a person and as a professional.  Even the most competent healthcare professionals want to know someone cares for them personally and professionally.
 
Bill Catlette and Richard Harden from their Contented Cow Blog recently provided five ways a leader can demonstrate a caring attitude.   Entitled Mad Cows in the Workplace, the article suggests leaders should do the following to treat their people right, i.e., to show their employees they care (Catlette and Hadden, Blog, May 2009). 
  
1
.Give people real work, meaningful work to do, along with the freedom to pursue it. People want to be in the game, not on the bench.

2.Maintain high standards. Deep down, we all realize that high standards are a necessary precursor
to winning, and nobody wants to spend the majority of their day losing, or hanging out with losers.

3.Make sure people see a crystal clear connection between their work and real, paying customers(patients); and that they fully understand where the organization is going and why.

4. Have leaders who are skillful, authentic, and especially important these days, optimistic.

5.Show genuine appreciation for a job well done.

Other things leaders can do to be seen as a more caring is to become a better listener, work to strengthen relationships, visit the workplace and show an interest in what employees are doing, ask meaningful questions, show genuine respect, and provide honest feedback.

The key to being a caring leader is to be sincere in actions and to demonstrate a level of courage that enables the leader to show appreciation even at the risk of being perceived as soft. 
 
Leaders must genuinely care for their employees for teams to be effective.  As such, leaders must always remember that their employees want to know they are valued, respected, and appreciated.

For an organization whose tag line is “For Leaders Who Care, leaders within the ACHE must, as a profession, ensure those who work for them know they are respected, appreciated, valued, i.e., cared for.
   
References
Berwick, Don. Escape Fire. John Wiley & Sons, 2004. Bill Catlette and Richard Hadden. Milk from Contented Cows Website,
http://contentedcows.com, May 2009.

Special thanks to Kelsey Schwarz and Rebecca Ivatury, Trinity students, for their assistance with this article.

Dr Rogers is Visiting Professor, Trinity University and Faculty Army-Baylor Program.

Home Health Referral Physician Marketing

David Tapia, MBA

Physicians are also business people. At the end of the day, the bottom line is just as important to them as it is any other business.

Agency marketing messages should focus on how your agency can improve the physician's bottom line. Referrals can be generated by simply focusing on the primary motivators engaging physicians to position positioning your agency to help physician meet  core business goals.

The core business goals driving most physicians' medical decision-making include:

  • Increase revenue for the practice

  • Decrease costs

  • Improve staff efficiency and support quality

Sometimes core business goals are not enough to generate referrals, due to other decision influencing factors. In his Home Health Marketing Bible, Maxim A. Azarov mentions the "Sphere of Influence approach" to home health marketing. 

This approach is "based on the observation that individual doctors, case managers, as well as medical institutions, have their own professional influences.

These influences can often overpower their demand for your product or service." In addition, physicians often make medical referral decisions based on "secondary motivation." Knowing what influences the physicians interests can stimulate additional referrals.

What motivates physicians and hospitals to choose competitors over your agency? According to Azarov, the "Personal Interest Influence affects a doctor's medical decision if he or she has a strong personal interest (medical, or otherwise) outside of the practice. An example can be an involvement in medical research, charitable program or sport."

Review your list of current and potential physician referral sources from which you hope to receive patient referrals. Do you know anything about the physician's personal interests? 

Dig deep for information you may be overlooking. For example, is the physician passionate about a particular health cause or involved in a non-profit organization? Does the hospital or physician sponsor events such as a sports marathon or health fair?

Demonstration of community involvement is one of the factors many physicians consider when choosing an agency for patient referrals.

Home health care providers are intrinsically responsible for serving the citizens of the local community. The tricky part is demonstrating the extent at which the agency is serving, or giving back to the community.

If you have room in the marketing budget, demonstrate the organization's corporate responsibility by sponsoring a health-related event to increase awareness for your agency.  This will also catch the attention of physicians who are passionate for the cause for which the event is benefiting.

If you do not have room in your budget, find out which health fairs or sporting events each physician plans to sponsor or attend this year, and be there to show your agency's support.


David Tapia, MBA, is Managing Partner at Exegete Consultants, LLC

 

Report Examines Lower Body Blast Injuries

On September 21, 2011, the Army Surgeon General's Office released its report on dismounted complex blast injuries (DCBI), which more than twice as many service members have suffered annually since the 2009 troop surge in Afghanistan.

Army Brig. Gen. (Dr.) Joseph Caravalho Jr., Commander of the Army's Northern Regional Medical Command, detailed the report's findings. The injury pattern known as DCBI, Caravalho said, is typically caused by a mine or roadside-bomb explosion, affects troops on foot patrol, and involves traumatic amputation of one leg, at least a severe injury to the other leg, and wounds to any or all of the pelvis, abdomen and genitals.

Army Surgeon General Lt. Gen. Eric Schoomaker charted a task force in 2011 to study the injury pattern, Caravalho said. The group, which Caravalho chaired, included experts from the Army, Marine Corps and Veterans Affairs Department, who examined the causes, prevention, protection, treatment and long-term care options for service members suffering these severe injuries, he added.

The report details the number of surviving service member amputees from January 2010 to March 2011. Of 194 amputations, 78 resulted from DCBI and 116 from other causes. By service, 53 Marines, 23 soldiers and two sailors suffered dismounted complex blast injuries resulting in amputation.

Caravalho said while severe injuries nearly doubled from 2009 to 2010, military medicine is saving more lives than ever before.

More combat troops are surviving, he said, because personal protective equipment and armored combat vehicles have decreased the number of head, torso and serious burn injuries; battlefield medics focus first on controlling bleeding with tourniquets; helicopter evacuation times are shorter; there are highly trained medical professionals aboard those helicopters; and medical surgeons have improved surgical resuscitation.

The task force identified 92 recommendations to improve quality of care to service members suffering lower body blast injuries and their families, Caravalho said.

Some best practices have already been implemented, he added: paramedic training for flight medics, to improve the level of care available during medevac; and early use of blood products, possibly even on the battlefield.

Other recommendations focus on point-of-injury and long-term pain management, and on a multidisciplinary approach to long-term care, he said.

Army Col. (Dr.) James Ficke, chairman of the orthopedic surgery and rehabilitation department at Brooke Army Medical Center near San Antonio, has worked with many service members who have suffered complex blast injuries. Service members who suffer these injuries can still live fruitful and productive lives, but need help to deal with fear of the unknown, he said.

Army Col. (Dr.) Jonathan Jaffin, chief of staff for the Army Surgeon General Office's Complex Battle Injury Work Group, said the military medical research community also is researching how to compress blood vessels "that otherwise you couldn't get a tourniquet on."

Military medical teams use a multidisciplinary approach to complex blast injuries, incorporating surgeons, therapists, prosthetists and behavioral medicine experts to give patients the best possible long-term outcome, Ficke said.

Caravalho said military medical professionals want service members to know there always is hope, even after complex traumatic injuries.

"Military medicine and the VA will be with them for the long term," he said. "They are entitled to the absolute best care we can provide -- not because of their injuries, but because of their service."

Abstracted from a report by Karen Parrish, American Forces Press Service

Mall Sets Sights on South Texas Healthcare Clinics

The South Texas Veterans Health Care System (STVHCS) has opened two clinics at the Wonderland of the Americas mall.

The new STVHCS primary care clinics, occupy two separate spaces in the Wonderland Medical Center on the lower level of the mall totaling approximately 19,500 square feet.  These clinics are state-of-the-art facilities, offering medical services to all veterans.

We are thrilled to announce the addition of our two primary care clinics at Wonderland of the Americas," says Marie Weldon, Director of the South Texas Veterans Health Care System.  "Our new clinics will offer local veterans convenient access to health care."

The mall was originally created by A.L. Becker, E.C. Becker, W.W. Bollins & Charles Becker, owners of San Antonio's Community Realty Co.

On September 14, 1961, Wonderland of the Americas officially opened its doors to the Balcones Heights area for shopping and entertainment.  The mall was later renovated and introduced as Crossroads Mall, with a further renovation in 2010 to re-introduce Wonderland of the Americas. 

The mall hosts numerous civic activities, musical events and holiday events on a weekly basis.  The lower level of the mall is dedicated to the Wonderland Medical Center, including the Career Point Nursing School.

Abstracted from the September 22, 2011, Northwest Weekly

 

 

 

 

ACHE Continuing Education At Your Convience

The American College of Healthcare Executives (ACHE), Health Administration Press has release two new Self-Study continuing education courses.

Accelerating Leadership Development in Yourself and Your Organization by Andrew N. Garman

  • Exercises to assess talent and plan for development needs
  • How motivation, skills and priorities change over time within jobs, careers and life stages
  • Why self-care and personal growth are so important to leadership effectiveness

Leadership During Challenging Times: Essential Values and Skills by Carson F. Dye

  • Understand leadership theory, including the contingency theory and its applications in the current healthcare climate
  • Evaluate your leadership skills and identify areas of improvement
  • Connect the theory with the practice of these skills within your organization.

For each course you complete by December 312,2011, you will obtain 6 hours of Category 1 credit to apply towards earning or re-certifying the FACHE credential.

Information on these or other Self-Study courses from Health Administration Press can be found at <ache.org/selfstudy>. To order by phone, call (310) 362-6905.

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