Pamela M. Sinclair, FACHE
THEF members and colleagues,
I hope your summer is going well. We were thrilled to have our summer educational event at Forsyth Medical Center this past week, on July 13. The topic was "Walking the Public Reporting Minefield" and we had a great discussion. The moderator was Dr. Kevin Healy, the VP for Quality Improvement at Forsyth Medical Center. He did a wonderful job leading the discussion with our 3 panelists, who were Dr. Mary Jo Cagle, the Chief Quality Officer and EVP of Moses Cone Health System, Aaron Rose, the Director of Quality Resources from Alamance Regional Health System, and Teresa Smiley, the Public Reporting Data Manager for Novant Health System. The discussion was very interesting, talking about how labor intensive this data tracking is for an organization, and if it is really driving better clinical outcomes. They discussed the different public reporting databases and which ones truly reflected good outcomes versus which ones were more "marketing" driven. In summary, it was apparent that there would be much more public reporting requirements to come, and that more and more of the public will rely on the Internet for the health information and to make their healthcare choices.
Stay tuned for our next quarterly educational session in late September.
As a reminder, the 2011 THEF Board of Directors are as follows: Pamela Sinclair, FACHE, President; Sam Seifert, President-Elect; Preston Hammock, Treasurer-Secretary; Wendy Hicks, Director; Johnny Veal, Director; and Paul Jeffrey, Immediate Past President.
Have a great summer!
2011 THEF Board of Directors
Message from the Regent
John W. Roberts, FACHE
“Do You Ever Just Want to Start Over?”
This is my first “official” communication to North Carolina ACHE affiliates since becoming your Regent at 2011 ACHE Congress in March of this year. It is an honor and significant responsibility to work with well over 1,000 ACHE affiliated healthcare executives in North Carolina. I look forward to serving you and ACHE over the next three years. I also want to tell each of you how much I appreciate your support and encouragement. Many ACHE affiliates have contacted me with offers to help or to just introduce themselves and chat about our professions. This is a good time for me to acknowledge the efforts of our NC ACHE chapter leaders. There is a lot of work being done to encourage the continued development of our four NC chapters and the local program councils. I strongly suggest that if you are not active in a NC ACHE chapter that you find a way to become more active.
Just a few quick thoughts and reflections:
I am a “hospital operations guy.” I have had management jobs in healthcare organizations for more than 35 years in three states: Alabama, Mississippi and North Carolina. I have had opportunities to manage and oversee healthcare organizations with a number of service venues: hospitals, long term care, home health, behavioral health, emergency management, physician organizations and now physical rehabilitation.
I am reminded of what is often quoted as an ancient Chinese curse, “May you live in interesting times.” I wonder how such a quote could possibly be a curse. I sure would not want to live in uninteresting times! I guess it is all in how you look at things.
My career has provided me some interesting times. I started in the 1970s under retrospective cost-based reimbursement (when Medicare actually paid us our cost and even sent us a check at the end of the year to settle up any differences). Then in 1983 we worked through the implementation of prospective payment systems (PPS)/diagnosis-related groups (DRG). We thought the world as we knew it just might be coming to an end. About the time we figured that out along came the Balanced Budget Act of 1997. Then in the 1990-2000s we are still trying to development relationships with managed care organizations (MCOs), preferred provider organizations (PPOs) and OWOs (other weird organizations). And now I join many of you in trying to lead our organizations through another “interesting time” as we figure out how to reform healthcare delivery (which in my opinion is very much needed and appropriate) with ideas such as accountable care organizations and bundled payments. What a challenge! To be successful in the coming times I believe we must have healthier lifestyles, quickly improve clinical outcomes, minimize opportunities for error, mandate safer processes, significantly reduce cost, and provide environments that assure great places to receive healthcare services and great places to work. And we must do all of this with less financial resources. This time might be the most interesting of all, but I am still not sure it is a curse; maybe, we shall see.
I am a fan of the comic strip, Peanuts. I especially like it when the writer runs his series on Charlie Brown’s baseball team. A couple of weeks ago Charlie speaks with Lucy: “OK, Lucy, you are the next batter. Here is what I want you to do. (Next frame);
Charlie: “The situation calls for a bunt…now they know we know the situation…but we know they know we know…” (Next frame, Lucy intently listening);
Charlie: “…but it just may be that they know we know they know we know…so…” (Next frame);
Lucy: “Charlie, start over, please.”
(Peanuts Cartoon, March 29, 2011, Charlotte Observer)
Healthcare management is extremely complex. Sometimes we just want to start over, but I know we won’t because we are committed to figure out how to thrive and provide a product to our customers that is high quality and more affordable for all.
Cheers to all. Have a great summer. Please contact me if I can help in any way.
John W. Roberts, FACHE
ACHE Regent for North Carolina
National News - Summer 2011
Fund for Innovation Offerings
ACHE is offering two new special sessions in conjunction with upcoming seminar cluster offerings. Funded in part by ACHE’s Fund for Innovation in Healthcare Leadership, these programs are one way the Fund brings innovation to the forefront of healthcare leadership.
Featured at the New York Cluster is “Ethical Challenges and Responsibilities of Leaders,” taking place on Wednesday, August 10. Howard T. Prince II, PhD, director of the Center for Ethical Leadership at the Lyndon B. Johnson School of Public Affairs of the University of Texas at Austin, will lead this program about the erosion of ethical standards in this environment of fierce competition and diminishing operating margins. Some of the ethical failures have arisen in areas such as Medicare fraud, inappropriate influence of elected officials, unethical research practices and questionable human resource decisions.
This enlightening, half-day workshop will dive into the sources of and solutions to this kind of ethical misconduct. Participants will:
- Discuss how the words and actions of leaders are some of the most powerful influences on ethical choices and behaviors of others in their organization
- Employ an approach to identify the causes of questionable and unethical behavior and develop strategies to reverse any negative trends
- Discover how to more effectively influence those you lead and strengthen the culture of your organization to prevent incidents of ethical misconduct
In addition, a selected group of ACHE Fellows will share their experiences confronting ethical challenges in healthcare organizations. Participation in this workshop qualifies for 4 hours of Category I (ACHE education) credit.
On Tuesday, October 11 in conjunction with the San Francisco Cluster, ACHE and the Fund are presenting “ACOs and Medical Homes: Steps to Creating Value-Based Healthcare.” This timely seminar will be presented by Brian Silverstein, MD, senior vice president at CareFirst BlueCross BlueShield, Baltimore. In concept, an accountable care organization (ACO) is a network of healthcare providers assuming joint accountability for coordinating and delivering efficient patient care. Medicare’s ACO program is scheduled to begin in January 2012, but details remain in flux due to increased scrutiny by Congress. The program seeks to open the door to new forms of payment that incentivize value, efficiency and high-quality care. To improve outcomes and lower costs, there is an increased focus on accountable care, bundled payments, physician integration and patient-centered medical homes (PCMHs). Integrally related and a key component, the PCMH empowers providers to coordinate care for patients across the continuum of care. This essential, six-hour session will help you understand these value-based payment approaches and the key competencies required of ACOs and the PCMH.
In addition, two selected groups of healthcare leaders will share perspectives about the medical home model. Participation in this workshop qualifies for 6 hours of Category I (ACHE education) credit.
For those already participating in the New York or San Francisco cluster, continue your professional growth by adding one of these important sessions, or participate solely in these programs as a means to professional growth and development. For more information about these special sessions and the Fund for Innovation in Healthcare Leadership, visit ache.org/Innovation or call ACHE’s Customer Service Center at (312) 424-9400.
ACHE Division Name Changes
ACHE's Division of Education is now known as the Division of Professional Development, and the Division of Membership is now known as the Division of Member Services. The new names reflect recent structural changes at ACHE that brought the Healthcare Executive Career Resource Center from the Division of Research into the Division of Education and the research arm of ACHE's Division of Research into the Division of Membership. The structure changes are designed to enhance service to ACHE affiliates. Navigation to resources on ACHE's website remains unchanged.
ACHE Regent Elections
The 2011–2012 Council of Regents election process is under way, with the following 22 jurisdictions open for election:
* Georgia—Coastal Plains
* Georgia—Piedmont Plateau
* New Hampshire
* New York—Empire Area
* Puerto Rico
* Rhode Island
Chapter officials whose territory is located in one of these jurisdictions 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 2, 2011 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:
Regent Elections Coordinator
Division of Regional Services
American College of Healthcare Executives
One North Franklin Street, Suite 1700
Chicago, IL 60606-3529
If you have submitted your letter of intent electronically, and you haven’t received confirmation that it was acknowledged by September 6, 2011, please contact Jennifer Connelly at (312) 424-9328 or firstname.lastname@example.org.
Please note: New Regents will each serve a three-year term on the Council of Regents beginning at the close of the 2012 Council of Regents meeting during ACHE’s annual Congress on Healthcare Leadership.
Go to the Affiliates Only area of ache.org to learn more about these upcoming elections.
Early Careerist Advancement Information Session Recording and Slides Available on ache.org/ECN
A recent Early Careerist–focused Advancement Information Session webinar featuring three ACHE Early Careerist Fellows who shared their experiences attaining Fellow status and study tips for the Board of Governors Examination can now be accessed on ache.org/ECN. The complimentary session also includes an in-depth overview of the core criteria and requirements needed to advance, along with participant Q&A.
Take Small Steps to Improve Time Management
When you are really behind, small gains in efficiency and time management might not make much sense to you. While these efforts add up to real improvement, you probably feel like you do not have the time to take baby steps: You need a major change, and you need it now.
On the contrary, small steps are the only way out when you are way behind. Instead of looking for a quick fix, make the following changes, and commit to making realistic progress:
- Prove you can do it. Overcome one small change to prove to yourself that change is both possible and beneficial. Once you see you can tackle a problem or meet a goal, you will have the confidence to do it again and again.
- Prioritize. If you are facing a backlog of tasks, pick a few items that you can dig into right away. Choose ones that will have an immediate, appreciable impact.
- Do not get ahead of yourself. Once you have a few small wins under your belt, will you be ready to tackle a massive overhaul of the way you work? Instead of committing to revising every single practice within the next month, keep identifying specific high-priority steps you can take right now. They will add up to genuine change.
- Share your strategy. Others may be as frustrated as you are with your former ways of working. Let everyone know that you are making lasting improvements. Acknowledge the time it will take honestly: “I may have 999 miles to go, but I am picking up the pace right now.” Your honesty and drive will inspire others to do the same.
Adapted from Communication Briefings, June 2011; (800) 791-8699; http://www.communicationbriefings.com
Build on Excitement
Excitement is one characteristic of successful workplaces. Excited workers show abundant energy and willingness to complete projects and assignments on time and on budget. They have faith, hope and passion. However, workers who are too excited may need your assistance to calm down, take stock and move from excitement to action. You might be able to generate some excitement among your staff but the next step is to get them to buckle down and focus. To focus the energy of your staff, ask a few questions.
- “What concrete steps can we take to turn this energy into an action plan? What is the first thing we should do?”
- “What might need to change so everyone involved feels as excited about this as we do?”
- “What are the parts of the plan that we feel a little less excited about? How should we address that?”
- “Whom should we involve so we can stay excited about this?”
Adapted from Communication Briefings, June 2011; (800) 791-8699; http://www.communicationbriefings.com
How to Ask for a Raise—and Get It!
When was the last time you asked for a raise? If you are like most people, you waited until you were frustrated, angry, and resentful. Not the best frame of mind for trying to make a positive change. You probably made some critical mistakes. You may have:
· Made your appeal based on emotion
· Given your boss an ultimatum
· Failed to plan ahead what to say figuring you could just “wing it”
And how did that strategy work for you? Did you get everything you hoped for? Probably not.
There is a better way to ask for a raise that doesn’t involve emotions, ultimatums, or even slamming doors. The answer is planning. Be prepared with objective documentation that proves beyond doubt that you deserve a raise, and have a strategy that puts that information forward in the best possible light.
1. Research salary surveys.
If you suspect your current earnings are below average for your industry in your state, verify your suspicion by checking out salary surveys. Your state employment service agencies probably provide a salary survey for your industry. Make copies of any salary surveys you find.
Additionally, if you suspect your earnings are low within your own company, ask your human resources representative if he/she can provide the normal salary scale for your position. Ask for a copy if possible.
These two documented sources will help support the fairness of your request for a raise.
2. Prove your worth.
If you are waiting for your boss to notice what a great job you are doing, forget it. No one is paying that much attention to you. It’s up to you to prove how much you are worth—literally.
Keep a weekly journal of what you’ve done that proves such things as:
· Creating revenue opportunities
· Discovering costs savings
· Helping a coworker meet or beat a deadline
· Developing a better process
· Completing tasks ahead of time
· Generating good will with clients or customers
Use your list of accomplishments to update your resume illustrating the positive impact you’ve had on your company. An updated resume is your most convincing evidence that you deserve a raise. It will also put your boss on the alert that you are ready with an updated resume when a recruiter calls.
3. Plan your strategy.
Too often, people don’t think about what they’re going to say until they’re actually in their boss’ office. That’s too late. Practicing how you want to present your case can be the final key to success in getting your raise.
Choose a friend or family member who has been in the position of hiring others, and ask them to let you practice your request for a raise.
Once you have your documentation, your updated resume, and your strategy in hand, you’ll be ready to approach your boss with confidence. And you’ll be well on your way to getting the raise you have truly earned.
Deborah Walker, Certified Career Management Coach
Read more career tips and see sample resumes at:
email: Deb@Alphaadvantage.comext here.
2012 to 2014 Credentialing Changes
Throughout ACHE’s history the requirements for becoming board certified have evolved to ensure that the process of earning the FACHE credential and being recertified is rigorous, reflecting current trends and the significance of the credential as an indicator of professional development and commitment.
At its November 2010 meeting, the ACHE Board of Governors revised the requirements associated with earning the FACHE credential and for recertification to address the need for face-to-face education and to increase the required continuing education credits.
The changes, which also impact the definition of Category I (ACHE education) hours, will be fully implemented January 1, 2014. The detailed decision and rationale is contained in the attached document on the ACHE website: "Strengthening the Value of Fellowship: A Learning Community of Peers" and its companion document "Changes in FACHE Continuing Education Requirements: Q&A." These were written to communicate the Board’s decision. A Quick Reference Guide has also been created to communicate the changes.
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