Utah Healthcare Executives
Winter Issue, 2022-23
Messages from our Chapter Leaders
Juliana Briscoe, MHA, MPH
The winter holidays are here and along with many, I like to take time to reflect as well as look ahead at what the next adventures may be.
The winter holidays are here and along with many, I like to take time to reflect as well as look ahead at what the next adventures may be.
Over the past 3 months, we have made great progress in building the UHE Board as we welcomed Dan Stoddard, Chair of Membership and JD Drasbek, Chair of Sponsorship. We also spent time developing the 2023-2025 UHE Strategic Plan. A few of our 2023 focus areas are providing more robust networking, mentoring and education events, growing our membership throughout Utah, and supporting our members through fellow advancement. I am also very excited to announce 3 of our board members received ACHE Recognition Awards in the Fall of 2022. Lisa Vitkus (Chair of Networking), Rebecca Hunter (Past-President), and Kurt Forsyth (Chair of Advancement) have been honored for their contribution to healthcare management excellence through volunteer service to UHE, ACHE and to the profession. I am honored to work alongside Lisa, Rebecca and Kurt. Congratulations again, and a personal thank you for being an inspiration to me and many of our members.
I want to thank each of you for your continued participation in UHE. As we head into 2023, I hope you take advantage of what UHE has to offer like attending our in-person and virtual events, volunteering on a committee, building a mentor/mentee relationship, becoming an ACHE fellow, and/or utilizing the vast array of resources ACHE has to offer. And always, please reach out if you have any questions.
I wish all of you and your loved ones a safe, happy, and mindful holiday season.
With much gratitude,
Renew Your Membership Today!
Keep your Membership Up-to-date and enjoy all the benefits!
As an ACHE Member, you can benefit from ACHE's unique array of programs and activities, unmatched by any other association, including:
If you have a minimum of a bachelor's degree and a commitment to the profession of healthcare management, then you are invited to join ACHE as a member. There is no better resource to have at your fingertips than the premier organization for healthcare executives.
Connect, Succeed, Learn, Advance and Lead
When you choose to become an ACHE member, you’ll join an extraordinary community of healthcare leaders with exclusive access to an array of programs, activities and resources. We are committed to enriching our members, increasing your capabilities and equipping you to become a force in the transformation of healthcare.
We Connect You – with people who will matter in your life now and for years to come. ACHE brings members together to exchange ideas, open doors to new opportunities, increase visibility and experience the fulfillment of helping others. Connect in-person at local chapter events and national conferences, virtually through our LinkedIn Group and make one-on-one member contact via our online directory.
We Help You Succeed – with tools and guidance to realize your potential and achieve your personal and professional best. ACHE’s members-only Career Resource Center helps you plan and navigate your career; wherever you are on your journey. Our tools and services are customized to meet your individual needs and include: personal strength assessments, enhancements to your value-proposition, marketing your abilities, personal coaching and mentoring, plus access to our job bank.
We Provide Lifelong Learning – with programs and experiences to embrace the power of knowledge during every stage of your career. You have numerous opportunities to participate in face-to-face local, regional and national programs, virtual seminars and webinars and programs tailored to specific audiences.
We Help You Advance – with a unique opportunity to achieve the distinction of board certification in healthcare management. Only ACHE members can earn the coveted FACHE credential, recognized as the symbol of professionalism, ethical decision-making, competence, leadership and commitment to lifelong learning.
We Foster Leadership Excellence – with an unwavering commitment to elevate established and emerging leaders into exceptional leaders. ACHE provides members exclusive resources, programs and volunteer opportunities to increase your leadership competencies, inspire others and effect transformational changes in your organizations, communities and across the realm of healthcare.
Advancements and Membership
Please join us in congratulating those who achieved or recertified as Fellows!
Members who achieved FACHE:
Dawn Herald, MD – Ogden Regional Medical Center
Please join us in welcoming new members to UHE in the 3rd Quarter.
Michael T. Jensen
Cheri L. Willard
Opportunities to expand your network!
UHE Exam Prep Study Session
Studying for the Board of Governor's exam to achieve your "Fellow" status? UHE has you covered!
UHE Exam Prep Study Sessions
The first session will take place February 10th. If you are interested in joining the virtual study group, contact firstname.lastname@example.org.
2023 Board of Governors Exam Prep Study Group will be held every 2nd and 4th Thursday at 4:30pm.
Whether you are an early-careerist or an executive-level leader, a mentor can help you identify, clarify, and develop goals to further your career!
UHE, in conjunction with the UHE Mentorship Committee, is proud to provide numerous volunteer mentors from various health care facilities and institutions across the state. Check out the "Mentorship" tab on our website to request more information!
UHE Committee Announcements
Join a UHE Committee
Do you want to be a part of one of the many UHE committees and help make a difference in your healthcare community?
Do you need help studying for the FACHE examination?
See inside for more details!
If you are interested in learning more about the various UHE committees or would like to join one (or multiple), please submit your information!
The networking committee is actively seeking more members; please email Lisa Vitkus for more information specific to the networking committee (email@example.com).
UHE Student Committee
Volunteers will be primarily involved in supporting events that will attract students and increase student involvement in UHE. Student volunteers will be members of the Student Committee of UHE and be called student liaisons.
Student Liaison Responsibilities:
- Encourage student participation in ACHE/UHE
- Assist in scheduling UHE’s annual Higher Education Network presentation on ACHE/UHE memberships to students within the universities healthcare administration or management program
- Assist the Student Section Chair in organizing and hosting events for students
- Identify ways UHE can provide support to students seeking mentoring, networking, and ongoing education to support their development
Student Ambassador Responsibilities: (One student from each university may serve as the lead for all student volunteers at the program)
- Attend UHE student section committee meetings and disseminate information to other student liaisons at the university
- Coordinate meetings to plan and organize UHE events on campus
- Serve as point of contact for student section chair to better understand needs of students
- Must be a current student associate member of ACHE in good standing
- Communication, leadership, and organizational skills
Student Committee Responsibilities within Utah Healthcare Executives:
- Assists with the Networking, Mentoring and Membership committees to improve professional relations between student members and local healthcare executives and provides assistance in planning events in conjunction with the university programs
- Arrange and/or present at annual Higher Education Network presentations in partnership with the Utah Regent
UHE Membership Committee
The membership committee has a wonderful opportunity available to UHE members. We are seeking additional volunteers to join as committee members to support increasing our chapter’s membership and retention levels. Membership within our Utah chapter opens great opportunities including education, networking, mentoring, etc. Our efforts to recruit and retain members directly impacts the chapter’s mission as well as opportunities available to UHE members. It will be time well spent! If you are interested in joining or have questions, please contact Dan Stoddard (firstname.lastname@example.org).
ACHE full Members and Fellows under the age of 40 automatically qualify for ECN special benefits and opportunities.
If you are under age 40 and a full Member or Fellow of ACHE, you automatically belong to the Early Careerist Network (ECN). For those who qualify, this unique benefit of ACHE membership offers a ready-made community of peers building healthcare careers to learn with and from, along with resources to propel career momentum.
Article of Interest
Where's the Fire?
Where's the Fire?
The pandemic has required hospital CEOs to put certain priorities on the back burner so they could effectively respond to their communities’ needs and ensure staff members’ safety. As healthcare organizations emerge from crisis mode, however, a lack of focus on pre-pandemic priorities has had a steep cost to these organizations and created new challenges. Healthcare leaders now face the daunting task of leading their teams in a new environment and with an overwhelming number of concerns that need to be addressed.
For healthcare organizations to continue to serve their communities effectively, they must prioritize supporting their communities and staff, patient safety and quality, financial growth, and operational excellence. Following is advice for how leaders can stay focused on what matters most so they can deepen their impact on their organizations and communities.
It’s important for hospitals and health systems to understand that though communities are no longer in pandemic crisis mode, they are still struggling. Communities are navigating challenges such as lack of available mental health services, changes within their homeless populations, an unstable food supply, increased crime and the subsequent strain on local police departments, and an economic downturn exacerbated by businesses that closed during the pandemic but could not reopen.
Often, hospitals are one of the largest employers in a community and are deeply connected to its economic health. To identify and help meet the needs of their community, healthcare leaders need to prioritize effective communication and collaboration with community leaders. The decision to make the needs of the community the top priority, even when so many other needs are competing for attention, has the power to form leaders into true community advocates and solidifies their personal values in a way that will shape the trajectory of their careers.
It is crucial that those within the healthcare community support each other so they are in a better position to support their patients and communities. The pandemic has created new stresses and strains within the hospital work environment and has exacerbated issues, such as clinician burnout, that existed pre-2020. Today’s employees also are facing immense pressures from outside their work environment.
Healthcare professionals’ work is physically and mentally challenging. Leaders have a responsibility to ensure they provide their colleagues the necessary support to help them meet these challenges head-on while keeping their personal health and well-being intact. To address these challenges, organizations can offer training, places within the facility for employees to rest and restore during the workday, and support groups where staff members can talk openly about the issues they’re facing. Other examples of solutions include employee assistance programs and extensive executive rounding programs so leaders can better understand the challenges employees face and help in ways that are meaningful and effective.
Patient Safety and Quality
A lack of available staffing is an issue plaguing hospitals globally. An increase in temporary and travel staff, while helpful in responding to the staffing crisis, has made it more challenging to maintain a safe environment and a focus on quality outcomes for patients and staff. It seems the trend in temporary staff will continue to grow in the coming months, but healthcare organizations cannot allow quality or safety to degrade.
It is leaders’ responsibility to communicate the organization’s quality and safety goals to all employees, but it takes an entire staff to create a culture of patient safety. This requires that employees feel confident in speaking up about potential safety issues. Leaders can encourage constant communication on these topics through daily safety huddles in each department, leadership rounding and clearly defined safety stop processes. Like pulling a handle to stop the line at a factory, leaders need to make sure nothing “moves” until the safety issue is rectified.
The upheaval of the past two years has had major financial implications. As organizations adjust to the current environment, it is crucial to resume focus on regular investment in the organization’s long-term financial health. This is essential to hospitals’ and health systems’ ability to continuously improve themselves and deliver high-quality services to meet the evolving needs of patients.
Not every financial initiative has to result in a new bed tower—there are scalable ways to approach this. Examples include a new telehealth platform to reach new service areas or an expansion of mental health services. There are many ways to deliver care to the community, but keep in mind which opportunities have the greatest potential to meet community need while promoting financial growth.
It can be easy for leaders to become distracted by the crisis of the day, especially after two years of addressing the ever-changing circumstances of a once-in-a-century pandemic. It’s essential, however, that organizations remind themselves daily about their overarching operational goals.
In primary care practices, that goal might be ensuring patients are seen regularly. In the ED, operational excellence could mean minimizing wait times. In hospitals, the focus may be on discharging patients efficiently into the appropriate level of care. Use of accurate and relevant metrics can help illuminate for leaders whether the staff’s everyday work is adding up to the delivery of quality care that the organization seeks to provide. That is why it’s so important for all staff to access trended data and compare it against a standard benchmark or goal, which leaders can review with their teams.
Part of growing as a leader is learning to discern which key areas must be made a top priority when every issue seems urgent. The current transition into an endemic state is an ideal training ground for healthcare leaders as they address challenges that have not received close attention in over two years. Now is the time for leaders and organizations to refocus on supporting their communities and staff, patient safety and quality, financial growth, and operational excellence to strengthen their organizations and communities.
—Adapted from “Where’s the Fire?,” Healthcare Executive, Rand O’Leary, FACHE, senior vice president, Northern Light Health, Brewer, Maine, and president, Northern Light Eastern Maine Medical Center, Bangor, Maine.
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