Healthcare Administrators of Tidewater

Winter 2016

Message from Your HCAT President

Eric M. Young, FACHE, President

A message from your HCAT President discussing the upcoming event, board of director changes, and other information.

HCAT Members,

I hope this holiday season finds you and your family carving out time to relax and enjoy the company of loved ones near and far.  As the year comes to a close, we have much to be thankful for in our profession.  Despite the turmoil and uneasiness surrounding the Election, the commitment of healthcare professionals to our communities and patients hasn't wavered.  Individuals and organizations continue to push the envelope on clinical quality and innovation and for that, I applaud you.  For all of the negative press and harsh words on social media, I think you would agree that the vast majority of individuals we have the privilege of working with are noble, righteous, gifted, and compassionate.  I have heard so many stories this year of healthcare institutions and individual caregivers creating extraordinary experiences for the patients that have trusted us to provide care.  It is my hope that we as leaders can continue to foster that spirit and continue to make a difference in the Tidewater region.

HCAT has had a tremendous year in 2016.  Being awarded with a Chapter of Merit award from ACHE was certainly a highlight.  The programs committee put together an incredible year of programs with some really top notch speakers and our membership committee was out in full force recruiting new members and encouraging folks to go for their Fellow credential.  I want to thank the 2016 Board for all of the work they put into our chapter - they have been a great group to work with.

I'd also like to congratulate Maria Kronenburg, Immediate Past President of HCAT for being recognized with a ACHE Service Award and CDR Lonnie Hosea for being recognized with and ACHE Distinguished Service Award.  Both of these individuals have given many hours of service to ACHE and local chapters throughout their careers and I want to publicly thank them for their contributions.

Finally, I'd like to thank Sam Kern, incoming President of HCAT.  Sam joined our leadership group as our Programs Chair this year and quickly rose to higher levels of leadership with the relocation of several of our officers.  She brings a contagious enthusiasm and will serve our chapter well as our next president.

Best Wishes for a Wonderful 2017,

Eric M. Young, MHA, FACHE
HCAT President

 

*Click on the small arrow to advance to the next article or use the side bar navigation panel to select articles for viewing.

 

 

Management Innovations Poster Session at the 2017 Congress on Healthcare Leadership

Learn more about the how the conversations you have with your employees are critical to your relationship and their productivity.

ACHE would like to invite authors to submit narratives of their posters for consideration for the 33rd Annual Management Innovations Poster Session to be held at ACHE’s 2017 Congress on Healthcare Leadership. We are interested in innovations on issues affecting your organization that might be helpful to others, including improving quality or efficiency, enhancing patient or physician satisfaction, implementing electronic medical records, using new technology and similar topics. All accepted applicants will be expected to be available to discuss their posters Monday, March 27, between 7 a.m. and 8 a.m. and posters will remain on display March 27–29 at Congress.

Please go to ache.org/CongressPosterSession for the full selection criteria and submission instructions. Submissions will be accepted through Jan. 17.

 

 

Forum on Advances in Healthcare Management Research at 2018 Congress on Healthcare Leadership

Member perspective on the "Diversity and Inclusion" event that was held in August.

ACHE would like to invite authors to submit proposals to present their research at the 10th annual Forum on Advances in Healthcare Management Research. This session will take place during ACHE's 2018 Congress on Healthcare Leadership, which will be held March 26-29, 2018. The senior author of each selected proposal will receive a complimentary registration to Congress.

Please visit www.ache.org/Congress/ForumRFP.cfm for the selection criteria and submission instructions.  Submit your up-to-400-word abstract by July 10, 2017.

IFD, ACHE Alliance to Expand Healthcare Internships for Diverse Individuals

The American Hospital Association's Institute for Diversity in Health Management and ACHE have entered into a strategic collaboration to co-promote the Summer Enrichment Program, which is designed to grow and strengthen the pipeline of healthcare leaders from underrepresented groups. The SEP places diverse graduate students pursuing advanced degrees in healthcare administration or a related field in 10-week, paid internships at healthcare organizations. As of Oct. 31, 2016, hospitals, health systems and other healthcare organizations interested in hosting an SEP intern in 2017 can register at www.diversityconnection.org/SEP . IFD Staff will work with organizations to match SEP students with host sites beginning in February. Internships generally will take place from June through August. The SEP will be administered by IFD and co-promoted by ACHE, primarily through ACHE chapters across the country.

For more information about the SEP or on becoming a host site, visit www.diversityconnection.org/SEP or contact Jasmin Clark, membership and educations specialist, IFD at ifd-sep@aha.org or (312) 422-2658; Terra L. Levin, FACHE, CAE, Regional Director, Director of Regional Services, ACHE, at tlevin@ache.org or (312)424-9329; or Cie Armstead, Director, Diversity and Inclusion, ACHE, at carmstead@ached.org or (312)424-9306.

ACHE Call for Nominations for the 2018 Slate

ACHE’s 2017–2018 Nominating Committee is calling for applications for service beginning in 2018. All members are encouraged to participate in the nominating process. ACHE Fellows are eligible for any of the Governor and Chairman-Elect vacancies and are eligible for the Nominating Committee vacancies within their district. Open positions on the slate include:

  • Nominating Committee Member, District 1 (two-year term ending in 2020)

  • Nominating Committee Member,District 4 (two-year term ending in 2020)

  • Nominating Committee Member,District 5 (two-year term ending in 2020)

  • Four Governors (three-year terms ending in 2021)

  • Chairman-Elect

    Please refer to the following district designations for the open positions:

  • District 1: Canada, Connecticut, Delaware, Maine, Massachusetts, New Hampshire, New Jersey,New York, Pennsylvania, Rhode Island, Vermont

  • District 4: Alabama, Arkansas, Kansas, Louisiana, Mississippi, Missouri, New Mexico,Oklahoma, Tennessee, Texas

  • District 5: Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada, Oregon,Utah, Washington, Wyoming

    Candidates for Chairman-Elect and Governor should submit an application to serve that includes a copy of their resume and up to 10 letters of support. For details, please review the Candidate Guidelines, including guidance from the Board of Governors to the Nominating Committee regarding the personal competencies of Chairman-Elect and Governor candidates and the composition of the Board of Governors.

    Candidates for the Nominating Committee should only submit a letter of self-nomination and a copy of their resume.

    Applications to serve and self-nominations must be submitted electronically to jnolan@ache.org and must be received by July 15. All correspondence should be addressed to Richard D. Cordova, FACHE, chairman, Nominating Committee, c/oJulie Nolan, American College of Healthcare Executives, 1 N. Franklin St., Ste.1700, Chicago, IL 60606-3529.

    The first meeting of ACHE’s 2017–2018 Nominating Committee will be held March 28,during the Congress on Healthcare Leadership in Chicago. The committee will bein open session at 2:45 p.m. During the meeting, an orientation session will beconducted for potential candidates, giving them the opportunity to ask questions regarding the nominating process. Immediately following the orientation, an open forum will be provided for ACHE members to present and discuss their views of ACHE leadership needs.

    Following the July 15 submission deadline, the committee will meet to determine which candidates for Chairman-Elect and Governor will be interviewed. All candidates will be notified in writing of the committee’s decision by Sept. 30, and candidates for Chairman-Elect and Governor will be interviewed in person on Oct.26.

    To review the Candidate Guidelines, visit ache.org/CandidateGuidelines. If you have anyquestions, please contact Julie Nolan at (312) 424-9367 or jnolan@ache.org.

 

Your Career is a Marathon

Making smart choices during each career phase will allow you to go the distance.

Setting the Pace
• Take the time to establish a career road map, whether in written form or set out in your mind.

• Put in the extra effort to be the one who excels. Start stringing successes together, even if they’re small and
don’t seem to have much to do with each other.

• Find time to evaluate and then elevate your role and aspirations from an industry perspective; monitor events in the news that may impact the healthcare field and try to anticipate change.

• Keep an eye on opportunities to move up both within and outside your organization.

• Seek a mentor who can serve as a model and a sounding board.

Hitting Your Stride
• In order to advance, it’s best to push yourself into the “discomfort zone” and take prudent risks.

• Revisit your career road map once a year to assess both personal performance and the map itself.

• When you are thinking of making a career change, consider not only whether you like your job but also what potential your current organization holds for you.

• If upward mobility within your organization is limited, you may want to evaluate other opportunities after periods
of particular success in order to capitalize on these achievements and to avoid getting overly comfortable.

• Networking will help you broaden your expertise and your visibility in the industry.

Nearing the Finish Line
• Think about what drives you at this phase of your life, and determine whether there may be ways to better align your work life with your evolving interests and values.

• This is a time to avoid coasting to the finish line. Don’t risk tarnishing an otherwise stellar career or becoming  the person others feel has overstayed his or her welcome by allowing your effort and enthusiasm to lag.

• Measure your personal success and the success of the organization, and make sure the relationship is mutually beneficial.

• Continue networking through industry and community organizations.

Success means different things to different people, but true success is not guided by luck or circumstance. It is the result of conscious choices at each phase of a career and a pacing that allows one to go the distance. 

Visit the ACHE Job Center and Career Resource Center

Announcements from the HCAT Membership and Advancement Committee

HCAT Membership and Advancement Committee members: Leigh Starr, Ruth Holmes, Mary Cothran, Becky Schulkowski, Ricardo Gonzales.  We are always looking for new committee members!  Please contact Leigh Starr at leigh.starr@va.gov if interested.

On October 26th, the HCAT Membership and Advancement Committee hosted a networking event in Newport News at Smoke BBQ. Thanks to those members who came out to join us for dinner and a service drive to benefit one of our local food banks as they geared up for the Thanksgiving holiday.

This past year, we have also held a Fellow Advancement event in Colonial Williamsburg and a networking event in Hampton. Our next event will likely be held on the Southside. Please send ideas for future networking events and venues to us at leigh.starr@va.gov.  

On behalf of the HCAT Membership and Advancement Committee, we would like to congratulate the following HCAT members recently advancing to Fellow:

August:

LCDR James A. Ketzler, RN, FACHE, Chesapeake

October:

Judith N. Cole, FACHE, Virginia Beach

Rebecca Schulkowski, PharmD, FACHE, Williamsburg

 

As well all know, advancement represented a signifiican commitment. Congratulations on a job well done!

We would also like to extend congratulations to Fellows having recently recertified:

August:

Teresa L. Edwards, FACHE, Newport News

Julie R. Hicketheir, RN, FACHE, Seeley Lake

Joseph M. Oddis, FACHE, Arnold

September:

Alison G. Land, FACHE, Virginia Beach

October:

CAPT. Mark R. Munson, FACHE, Portsmouth

November:

Bruce Lo, MD, FACHE, Virginia Beach

 

Benefits of ACHE Membership

If you have colleagues who are considering membership in the American College of Healthcare Executives (ACHE), as an ACHE member yourself, you are likely conversant with the benefits membership brings. In addition to your encouragement to join ACHE, here are some benefits to share with prospective members (as found on ACHE.org):

  • Networking Opportunities: Exchange ideas and forge valuable connections with 40,000 healthcare leaders across the continuum of care through mentoring opportunities, ACHE's official LinkedIn Group, seminars and meetings. In addition, ACHE's network of 80 chapters brings educational programming and networking opportunities locally to members. Membership dues include both national and chapter membership, giving you two memberships at one reasonable price. Opportunites also exist for members to join specialized communites such as the Physician Executives Forum-created for physician leaders in management roles, and the Healthcare Consultants Forum-exclusively designed for healthcare consultants by offering resources tailored to their unique career development needs.
  • Educational Seminars: Gain knowledge from ACHE's top-notch educational offerings. More than 150 premier educational programs address today's most critical healthcare management topics. These programs honor ACHE's commitment to lifelong learning and are designed to provide the advanced skills and actionable strategies leaders need to be successful in this a dynamic healthcare environment.
  • Congress on Healthcare Leadership: This premier event offices more than 140 educational sessions for career and leadership growth, unrivaled opportunities to network with more than 4,000 peers and access to the latest trends and nation's top thought leaders.
  • Career Services: ACHE supports your career through the Career Resource Center, giving you the tools you need to manage your career, increase your marketability and ensure you are prepared for the next phase of your professional development, including the new CareerEDGE™ - an interactive and comprehensive tool for planning and managing a career. The Job Center enables members to search for positions and resumes. You will also find an array of assessments, career transitioning services, career and leadership networks, and more, listed on ache.org/CareerResources.
  • Premier Credential: ACHE's FACHE® credential - signifying board certification in healthcare management - is an important step in the career advancement of healthcare executives. Having the FACHE credential demonstrates these leaders' competence, dedication to the field and commitment to lifelong learning - key assets for any professional. In fact, more than 40 executive search firms agreed that when they interview candidates for executive leadership positions, those who are board certified in healthcare management have a significant advantage over those who are not. visit ache.org/CareerResources for details on the criteria and requirements for attaining Fellow status.
  • Publications: Additional learning opportunities come in the form of ACHE's highly regarded magazine, Healthcare Executive, and its two journals, the Journal of Healthcare Management and Frontiers of Health Services Management. Adding to the body of knowledge is ACHE's publishing division, Health Administration Press. Through these publications, ACHE provides leaders with practical solutions to key healthcare leadership challenges.
  • Ethical decision making: ACHE serves as a beacon for ethical and professional conduct within the healthcare management field. ACHE members must adhere to a Code of Ethics, helping ensure integrity in the field.

 


Access Complimentary Resources for the Board of Governors Exam

For Members starting on the journey to attain board certification and the FACHE® credential, ACHE offers complimentary resources to help them succeed so they can be formally recognized for their competency, professionalism, ethical decision making and commitment to lifelong learning. These resources, which include The Board of Governors Examination in Healthcare Management Reference Manual and Quarterly Advancement Information Webinars are designed to be supplements to other available Board of Governors Exam Study resources, such as The Board of Governors Review Course and Online Tutorial

  • The Reference Manual, found at www.ache.org/FACHE , includes a practice 230-question exam and answer key, a list of recommended readings, test-taker comments and study tips.
  • Fellow Advancement Information webinars provide a general overview of the Fellow advancement process, including information about the Board of Governors Exam and allow participants to ask questions about the advancement process. 

 

 

Thank you! 2016 Sponsors

We would again like to recognize our corporate sponsors who were key partners toward enabling us to bring HCAT members a superb line-up of educational events in 2016.  Your contribution helped to make this year's offerings a resounding success.  Our sponsors are as follows: Sentara (Diamond), Goodman Allen Donnelly (Gold), Cupron Medical Textiles (Silver), University of Virginia School of Continuing & Professional Studies (Silver), and The Maco Group (Silver).

Change Management: Supporting Transitioning Teams

Written by: Mark S. Gornitzka, MBA

Strategies for Increased Productivity and Efficiency through amplified understandings of Change Management and how the Voice of the Customer plays a significant role in the Future State

Have you ever worked for a healthcare system where an employee is fragmented from the future direction of the organization?  Does the employee consistently push against leadership when change is communicated and implemented?  Have you heard them say or said yourself, “Why should I buy-in to this new change?  How does this benefit me?  My voice is never heard and when I think it is, the leadership never follows through with what they say will happen.” 

It is unfortunate that these statements have become common within the working environment.  These faults, if not properly handled, can lead to a dissatisfied work force comprised of employee’s that find themselves disconnected with their professional environment. This is a direct result of forced change, communication barriers and little to no involvement in the change process.  So why is that we (leadership) find ourselves inundated with these frequent challenges regardless of the scope of the change being made?  Most of it simply boils down to human psychology, misunderstandings of leadership and change management, and the importance of the Voice of the Customer (internal) for effective change to happen. 

What is Change Management and Why is it Important?
Let’s look at change management as a passage through time that moves an individual from current state to a transition phase and then a reincorporated future state.  A great example that many can relate to is human development through life changes (adolescence, adulthood, marriage, parenthood) (Prosci, 2016).  As we grow and mature, transition is an important part of change and a necessary process to ultimately achieve the end goal. The stressors imposed on change were not the focus or part of the business vernacular until the mid-1990’s.  This is when we started to see the “[…] employee-employer relationships change with the increased recognition of how important the human side of change was” (Prosci, 2016).  This idea set into motion, new business practices that would start the transition of organizations into the next millennium.  It is important to mention that during this era, leaders and managers recognized the following observation: “The first steps were taken to show that individual change does not happen by chance, but can be supported and driven with thoughtful and repeatable steps” (Prosci, 2016).  Now we start to see the development and importance of how changes are implemented (structure and human element), not when or if it will happen.  In the 2000’s, we saw the formation of change management discipline shift from concept to reality as organizations recognized the value and effectiveness of strategic change elements.
Change is inevitable and is happening on a consistent basis.  It is not about the actual “change”, it is about the management of processes and structures that ensure its ability to be seamlessly incorporated into an organizations culture, which ultimately leads to transitional success.  The root purpose of change management is to prepare, guide, equip and support transitioning teams to a future desired state.  As healthcare systems continually grow and redevelop their vision for the future, it is important that effective strategies for planning and execution are developed into a coherent plan of action in order to achieve a successful transition.


The Psychology of Change Management:  Common Barriers and How to Build Trust in the Employee for Effective Change to Happen.
Understanding human behavior is complex and frustrating.  The majority of us can probably relate in the fact that we know enough to get us through the human psychology to get us through daily interactions.  This is probably right, but what happens when you find yourself in a management or leadership position?  How much do we really know about human nature other than through experience and the occasional book?  When it comes to change management principles and engineering a specific work-force behavior, one must assess the complexity of the performance project or desired change. It is about adopting new processes and or changing an existing mind-set to reach the goal.  Emily Lawson, McKinsey & Company, poses this question: “[…] what if the only way a business can reach its higher performance goal is to change the way its people behave […]?” (Lawson, et al, 2003).  This could be viewed as a necessary shift in organizational culture from reactive to proactive with a sense of pre-occupation for failure. 

So, what things should be kept in mind to make a transition smooth?  First, it is necessary to determine the purpose of the change.  This change must be communicated effectively to affected employees to gain buy-in.  We can reference Stanford Social Psychologist Leon Festinger and his research on cognitive dissonance.  When employees find themselves in conflict with their beliefs and actions, personal behavior and change do not happen.  Making the agreement between the change process and overall purpose allows the employee to engage and develop a willingness to alter their individual behavior to serve the purpose (Lawson, et al, 2003). 

Second, there needs to be a clear and present reinforcement system in place.  This can come in many forms, but one thing to acknowledge is that when a goal is not enforced, employees are less likely to adopt it.  B.F. Skinner’s experiment with rats and positive reinforcement provides us with the framework to find the right incentive.  This could be team or individually driven where target goals, performance measures and financial and non-financial rewards are utilized and rewarded.  The reinforced change and its pathway must correlate with the desired outcome and follow the reward requirements.  If I was to ask for an employee to perform a task outside of the current process change and it did not move the measure, what would be the incentive?  Process outliers that are asked to be completed, but do not compute into the performance scoreboard, result in no value and employees are likely not to bother.

Third, match the right skills sets with the right position or train to desired performance levels.  Placing talented employees into a process change without equipping them with the right training and experience may result in failure.  Time and training are always necessary to develop the skill sets necessary to perform at an expected level.  If an employee is capable, but lacks the experience, pair them with an experienced leader to provide adequate time to absorb the new process, freedom to experiment, and the ability to utilize existing knowledge to build the bridge between confidence and aptitude.

Lastly, the idea of consistent role modeling is an important piece in the human psychology of behavior.  People model themselves off others and we find that behavior is engrained into the organizations culture.  Any lack of accountability in behavior tolerance can lead to organizational breakdown. This can be visualized at various levels within the organization to which they create both positive and negative effects.  I have found that people tend to model themselves off positions of influence and develop their leadership potential through behavior observation.  I also find that employees are affected not only by role models, but by the group with whom they identify.  The ultimate goal of consistency in modeling is to create an organizational culture that stays in alignment with the vision, so change is meaningful at every level, and that “[…] information flows upstream as well as down.” (Lawson, et al, 2003).


Performance Improvement with Big Outcomes: Utilizing Change Management for Change that Leads to Sustainment
Earlier this year, I was called upon to lead a high-profile process improvement project involving patient throughput for a high risk procedure department.  The immediate challenge was to build the right team with the appropriate skill sets (Subject Matter Experts) and to be the Change Manager.  Although this was a Lean project, it required significant change management utilization to get the project off the ground.  It was immediately determined early in the project, that there was no documented process or metrics to gauge the “As Is” state.  Additionally, employee satisfaction (subjective) was measured at “somewhat dissatisfied” and patient safety was of concern as improperly trained nursing staff was rendering post procedure care. 

At the start, the team was pessimistic about the project, as each team member vocalized what they believed was the root problem, all pointing a finger at various problems and stating, “Why are we doing this?  The leadership will never approve this project”.  An important fact to note was the team the structure with comprised of employees from multiple directorates and departments; each held the belief that their area was of utmost importance with little collaboration.  At this point in the transition, it is important that the Change Manager remain flexible during discussions and allow the voice of the customer to be heard, while keeping the project (change) on track and moving forward along its intended path.  It is necessary for the Change Manager to create a cohesive team environment that involves all employees at every level, and maintain constant communication.  At the first meeting, the discussion was loosely structured and focused on introductions and project goals and intentions; the subsequent meeting was when the work began.  At the very beginning, the team was not a team.  Building trust is the foundation to a successful team.  Create a culture of trust through communication and respect and listening first and speaking last.  To meet this measure, I choose to utilize the Nominal Group Technique (Focus Group).  This allowed team members to vent all frustrations related to the project. These concerns were documented, reviewed and consolidated at the proceeding meeting and addressed.  As the project progressed, team members grew into a cohesive team, with increased engagement and active communication remaining at the forefront of the management structure.  It is good practice that anytime a team member cannot attend a meeting, that the Change Manager meet with them to provide an overview of the project in its current state and allow them to provide feedback.  As the weeks turned into months, the project only became stronger in involvement and enthusiasm.

Through strong teamwork and collaboration, the root problem was discovered, metrics were collected (qualitative & quantitative), analyzed and reported, and the team perspective changed from fragmented to transformed.  Together, they were driven toward a purpose and developed a realization that their voice would be heard by leadership and that change management, if executed correctly, may perhaps create sustainment in a problem and instill purpose and confidence for future changes.

Sustainment of Change Management
Dependent upon if you plan to utilize change management practices in your organization, it is important to understanding change management, it’s prominence in organization culture development, knowing how the psychology of human engagement affects the change management process and that having a purpose that employees that get behind is vital.  Through the proper execution of the change management practices that employ the use of functional team solutions, support in change management structures create significant value in desired behavior modifications and processes which can generate sustained organizational transformations into the future.

References
Cheese, Peter. "What's so hard about corporate change?" Fortune.com, 20 May 2013,
     fortune.com/2013/05/20/whats-so-hard-about-corporate-change/. Accessed Sept. 2016.
Hertz, Harry. "Are Change Management, Continuous Improvement, and Innovation the Same?"
     Blogrige: The Official Baldridge Blog, 6 Jan. 2015, nistbaldrige.blogs.govdelivery.com
     /2015/01/06/are-change-management-continuous-improvement-and-innovation-the-same/.
     Accessed Sept. 2016.
Hiwale, Rahul. "Change Management!" My thoughts on Product Lifecycle Management, 25 Apr.
     2015, rhiwale.wordpress.com/2015/04/26/change-management/. Accessed Nov. 2016.
Lawson, Emily, and Colin Price. "The psychology of change management." McKinsey
     Quarterly, McKinsey & Company, June 2003, www.mckinsey.com/business-
     functions/organization/our-insights/the-psychology-of-change-management. Accessed Sept.
     2016.
Prosci. Prosci Inc, 2016, www.prosci.com/change-management/thought-leadership-library/
     history-and-future-of-change-management. Accessed Nov. 2016.
"Think Different, Manage Different: Thrive!" Deming Quotes, World Press,
     demingcollaboration.com/deming-quotes/. Accessed Nov. 2016.

 

New Degree Programs at Eastern Virginia Medical School

There will be two new degree programs starting at Eastern Virginia Medical School in August 2017. The first is a Master of Healthcare Delivery Science (MHDS), which consists of 10 courses (30 credit hours) and is completed in five consecutive semesters. The MHDS Program Director is Dr. Tina Cunningham. The second is a Doctor of Health Sciences (DHSc), which consists of 14 courses (42 credit hours) and is completed in eight consecutive semesters. Jeffery Johnson, DHSc is the Program Director. Both programs are fully online (asynchronous), which provides maximum convenience for students who are working professionals. Both programs are currently accepting applications.

Below are the links to both programs. Please contact Jeffery Johnson at  johnsoja@evms.edu if you have any questions or if there is additional information needed to provide to your membership.

MHDS Program: http://www.evms.edu/education/masters_programs/healthcare_delivery_science/

DHSc Program: http://www.evms.edu/education/doctoral_programs/doctor_of_health_sciences/

HCAT Tidewater Communications Committee

We'd like to recognize the Communications Committee Members for 2016

James (JD) McCoy, Mark Gornitzka, Maria Kronenburg and Meredith Strand.

If you have any information or articles that you think would benefit our members for the next newsletter please send to Meredith Strand at mbstrand@Sentara.com