Message from our President
Western Florida Chapter supports you in your efforts to manage the impact of COVID-19. Thank you for the work you are doing.
Chapter supports you in your efforts to manage the impact of COVID-19. Thank
you for the work you are doing.
As you know, we have
postponed or canceled Chapter events. Please know we are closely monitoring
the CDC announcements and will continue to
communicate new information. We will be transparent about our approach for
evaluating whether future events will occur as planned. We acknowledge that our
ACHE Chapter is an important source of education, so we are considering all options,
including virtual meetings.
While CDC are
recommending "social distancing” to help contain the spread of the virus,
this doesn’t have to equal social isolation. Part of the value of ACHE
membership is the connection with professional friends and colleagues. Please
remember to reach out to a trusted friend or colleague to check-in periodically
with each other. Consider enjoying a virtual cup of coffee or tea through
Google Hangouts, FaceTime, or Zoom video conferencing!
Now for a piece of
good news! We were one of four Chapters to be awarded a Chapter Innovation
Grant this year. Our proposed “Emerging Leader Mentorship Program” will improve
retention of early careerists. We will leverage an important asset of local
Florida communities: retired healthcare executives. This nine-month mentorship
program will create one-on-one mentor/mentee matches for early careerists
within their first two years of joining ACHE with retired Fellows and Life
Fellows. We look forward to rolling this program out soon.
Zachary Pruitt, PhD,
ACHE Western Florida
Chapter - Chapter President
Message from Your ACHE Regent
The current COVID-19 crisis has left
many feeling somber in solitude. As healthcare leaders, we face an unprecedented
time in history.
The current COVID-19 crisis has left
many feeling somber in solitude. As healthcare leaders, we face an unprecedented time in history. A time with fear and uncertainty, loneliness and panic, doubt
and despair. But let this time be a chance to shine brighter than before. May we come together as strong leaders to back the healthcare sector more than ever before.
We have the ability to make a difference, in this time, as the front-line workers in hospitals, clinics and healthcare facilities. We go to work every
day gathered at the monolith of our societies to care for the sick, provide for the poor, and promote the well-being of society. This is the moment our careers
become second in line as we focus on why we chose our careers in the first place: to serve those less fortunate. We shift our focus to helping others in need; sick and otherwise. Healthcare leaders maintain the orientation on the patient,
the center of our existence as caregivers, on the outcomes and well-being of those we serve, and most of all, our communities. Go forth and be the leader you have worked on day in and day out, so you maybe shine as the leader you have become.
Ann-Marie Knight, FACHE
Regent for Northern and Western Chapters
ACHE is Here for YOU
A Letter from the President and CEO of ACHE
Your commitment and dedication to patient care is remarkable.
Dear ACHE Members,
Your commitment and
dedication to patient care is remarkable. Behind the scenes of the COVID-19
outbreak are thousands of members working to tame the crisis, putting the
needs of patients first, and moving quickly to follow ever-changing federal and
The very core of the
American College of Healthcare Executives—leaders
working together to advance health—is on full display during this unprecedented period. I'm proud of the
work you are doing for patients, for our profession and for our field.
committed to supporting your professional development journey.
Our primary goal is
to serve and support you. To that end:
We have created a COVID-19 resource center with webinars, articles
and podcasts, which can be accessed at ache.org/COVID.
are working to create virtual education options based on the excellent programming already planned throughout the year.
will be partnering with local chapters to offer additional ACHE Face-to-Face
Education credit opportunities.
are extending recertification deadlines.
We know you have
questions and, as more developments transpire, additional information is
Our Customer Service Center remains open Monday through Friday, 8 a.m. to 5
p.m. Central time at email@example.com.
As we navigate these
unprecedented times, please keep in mind the tremendous network we have in
another. Thank you for your commitment to advancing healthcare management
excellence, as well as for your patience and understanding.
Deborah J. Bowen,
President and CEO
American College of
March 23, 2020
Articles of Interest from ACHE
Four Patient Safety Trends
Patient safety has been a pressing issue in healthcare, spurred by the publication of the landmark report ...
Patient safety has been a pressing issue in healthcare,
spurred by the publication of the landmark report To
Err Is Human: Building a Safer Health System in
1999. Anne Marie Benedicto, a vice president at healthcare accreditor The Joint Commission, recently shared her thoughts regarding the
patient safety outlook for this year. She detailed four ongoing trends she
feels will dominate the safety landscape in 2020.
Patient advocacy. In
2020, there will be two primary forces at play in patient advocacy, Benedicto
providers have become more commercial in how they track patients as
'customers,' and patients are becoming more like consumers and using those
skills to help navigate the healthcare system. This means more and more
patients feel they have a say in what diagnoses mean for them, how they are
treated and how they engage with their care teams,"
Health systems and
hospitals are increasingly embracing patient advocacy. For example, Benedicto's
division at The Joint Commission is working with a Texas-based health system to
boost quality improvement skills in neonatal
intensive care units. The effort initially focused on clinicians, but the
health system wanted to achieve quality and safety gains through empowering
patients' families as well.
biggest surprise has been that the organization not only wanted clinicians
trained in improvement skills, but also the patient
advisory council. We also provided training to parents of babies who were in
the NICU for long periods of time. We found that the training gave parents
permission to talk about quality issues with clinicians in a way that we had
not seen before,"
Improving the work environment. Ensuring
adequate staffing at healthcare organizations is a key element of patient
safety, and health systems, hospitals and physician practices need to step up
efforts to care for caregivers, Benedicto says. "This
is an ongoing trend because we are already seeing clinician
shortages. We are not recruiting and retaining enough medical staff members to
meet the demand."
She also stressed
how healthcare organization leaders must shape work environments in ways that
ease stress on staff members. For example, clinicians often struggle to find
equipment or supplies such as medication pumps. It may be a small
inconvenience, but repeated occurrences can add frustration and danger to an
already stressful day. "The
solution to this challenge is to put the proper systems in place, such as supply chain
management, that make it easier
for staff members to do their work."
High reliability. Falls
with injury represent an example of a persistent patient safety problem that is
actually a missed high-reliability opportunity, Benedicto says. "Often, an
organization will target falls every couple of years, saying that their fall
rates are unacceptable. They come up with a solution, put it in place, it lasts
for a few months, then the old practices creep back."
There needs to be
an understanding that persistent problems in healthcare persist because they
are complex, and they require structured and sustained solutions, she says. "The use of highly
reliable process tools is necessary to get to zero harm. It's not just a matter
of picking the easiest solution and putting it in place. It's a matter of
stepping back and figuring out why the problem is happening, finding out why it
is persisting, looking at the contributing factors, then developing solutions."
4. Surgery center
need to adopt patient safety protocols that have become common at hospitals.
With increasing numbers of procedures shifting from the hospital setting to
ambulatory surgery centers, improving safety
at these centers will
be a top concern in 2020, Benedicto predicts.
patients can get care in less complicated settings, then those options should
be pursued. However, this opportunity comes with a risk. Many surgical centers
do not have the same levels of protection that hospitals have. For example,
more and more spine surgeries are happening in surgical centers, and those
centers may not know what to do when there is a serious complication."
the past decade, hospitals have been investing in process improvement and
improvement methodologies, so they could make their care as safe as possible.
That same type of trend needs to happen in other settings of care such as
surgery centers, Benedicto says. "Achieving
zero harm not only requires embracing high reliability as a goal, it means
making sure that resources are in place to get to that goal—stronger
improvement skills, stronger safety culture, and leadership commitment to zero
from "Four Patient
Safety Trends for 2020," HealthLeaders, by Christopher
Cheney, Jan. 8, 2020.
Quality Patient Outcomes Begin With Trust
The forces shaping the future of healthcare are putting increasing pressure on all players in the medical community to forge more effective partnerships and collaborations ...
The forces shaping the future of healthcare are putting
increasing pressure on all players in the medical community to forge more
effective partnerships and collaborations if they are to achieve quality
patient outcomes at reduced cost. The foundation of these successful
partnerships and collaborations is trust.
Trust can be simply
defined as an outcome based on repeated interactions, characterized by specific
behaviors that drive high performance. Research has shown that trust isn’t a given, but has
to be earned. Further, once compromised, it is not easily restored. So, what
does it take to trust and be trusted? Here’s
a look at some trust-building practices.
This is saying what
you mean and meaning what you say. We tend to admire people like this because
they bring decisiveness and direction to situations where it’s needed.
Straightforwardness is essential when, for example, clinicians are giving a
diagnosis, prescribing a treatment plan or offering a team member feedback. It
is a key trait whenever critical business decisions need to be made, standards
upheld or policies enforced. It is essential for the governance of healthcare
systems, which relies on the strength of the relationship between physicians
Trust grows when
your actions are aligned with your thoughts, values and beliefs. In other
words, when you’re
straightforward with people, their trust increases because they never have to
guess what your intentions are.
Transitioning to a
leadership role in any organization is fraught with pitfalls. This is
especially true for physicians ascending to leadership in the governance of a
hospital or healthcare system. The independent, authoritative approach that
often works well for physician practitioners falls flat when it comes to
leading organizations at a high-level. To succeed in this more complex kind of
leadership, physicians need to cultivate the quality of openness.
internalize the concept of openness have the psychological hardiness to
interact with others in ways that make them want to open up too. So when
problems arise in the trenches, when timelines slip or mistakes are made, the
probability that their colleagues will share relevant information before it
becomes a crisis is raised. Time and money are saved, objectives are met,
trusting relationships are solidified and everybody wins.
People forget, drop the ball and break agreements. Leaders encounter any or all
of these situations in the space of a day, sometimes within themselves. How
they respond reflects their level of acceptance: the ability to attack the
problem and not the person; to consciously work to uphold the dignity of others
even when justifiably unhappy with them.
People who make
mistakes, voice resentments, dig in their heels and otherwise make a leader’s job difficult are
just that—people. Bias can be
subtle and insidious, but its counterpart, acceptance, is a skill that can be
learned. The payoff is psychological safety and the absence of fear, which
makes it possible for people to engage in all of the other trust-building
Making and keeping
promises is the foundation of reliability and it is essential to good
leadership and good business. The absence of reliability leads to breakdowns in
the form of conflict and loss of credibility. Reliability is a practice that
distinguishes the “go-to” people—those who are
always busy, yet always have the energy to take on the next thing. They are
counted on because they inspire confidence that they will come through again
and again on the promises they make. Trust grows when you make and keep your
Sponsorship Opportunities Available
Gain visibility, establish vital relationships ...
Gain visibility, establish vital
relationships and position your products and services with
healthcare professionals in the local healthcare industry who
are members of ACHE and have an opportunity to provide promotional
materials to those who are expected to attend the events.
Annual Education Programs
Dec. Chapter Awards Dinner
Single Education Program
||Two tickets to each
||Two tickets to
||Two tickets to one
|Website & Quarterly
||Logo—with link to your
website—on sponsor page for
the full year
||Logo—with link to your
website—on sponsor page for
||Logo—with link to your
website—on sponsor page for
||Logo on flyers for
each education program
||Logo on flyers for
||Logo on flyer for
single education program|
sponsor at each education program &
logo on slide in PPT deck
sponsor at special event/logo on slide in PPT deck & other recognition
sponsor at single education program &
logo on slide in PPT deck|
||Opportunity to set
up display table and hand out brochures at each education program
||Opportunity to set
up display table and hand out brochures at two education programs
||Opportunity to set
up display table and hand out brochures at single education program|
Our Sponsorship Application Form is available on our Chapter
website. There are still many opportunities to sponsor programs in 2020. Do not miss this opportunity to put your product or
service in front of this group of healthcare decision makers!
If you have questions or would
information about our planned events and programs, or wish to
arrange for an
online link for payment by credit card, please contact our sponsorship
chair at firstname.lastname@example.org.
ACHE WFC Social Media Presence
Stay Connected with your Chapter!
During these times of social distancing and home-quarantining, it is proving difficult to quench the thirst for social interaction and connection.
During these times of social distancing and home-quarantining, it is proving difficult to quench the thirst for social interaction and connection. People are leveraging, more than ever, their ability to connect online with others. You can stay connected to The Western Florida Chapter
on all our Social Media platforms. As many of you are aware, we currently have a website with
our events, career tools, and board information. And, did you know the Western
Florida Chapter is also on Facebook, LinkedIn and Twitter? If not, please take a
moment to connect with us on all platforms for the latest news, updates and
entertainment. Social media is a great way to
stay connected with the chapter and casually engage in relevant content with
chapter members and affiliates, so please feel free to tag us on your posts and
share with us your endeavors. If you have any interesting content you would
like to share with the chapter, please do not hesitate to reach out on any
social media platform and connect with us in the digital domain.
LinkedIn: ACHE Western Florida Chapter
The WFC Communications Committee
A Letter from the Programs Director
The Chapter continues to monitor the COVID-19 situation and is taking the necessary steps to protect the health and well-being of our membership ...
we have each
other, we have everything.”
The Chapter continues to monitor the COVID-19 situation and is taking the necessary steps to protect
the health and well-being of our membership, so you may be wondering why I
selected this quote when government orders and social distancing procedures
increasingly limit our public interactions. I believe it is critical to
highlight that, although we may not share the same physical space, we do still
have each other.
Like many of you, I
have grown personally and professionally through the offerings of ACHE and the
Western Florida Chapter. I lean heavily on the relationships I’ve built with
fellow members throughout the years and, as I reflect on the uncertain times
that are impacting us all, am comforted to know that this network of “extended
family” continues to support me, just as I support them.
Our Chapter strives to continue to presenting opportunities throughout the year in order to further
the fostering of relationships and sharing of ideas. As soon as an updated
calendar is available, we will be sharing it with you all. In the meantime, it
is my personal wish that we continue to support and lift each other up through
our networking channels.
we have each other, we have everything.”
WFC Programs Director
Six Strategies Leaders Deploy During a Crisis Like COVID-19
This is a time for Transformational Leadership ...
THIS IS THE TIME FOR TRANSFORMATIONAL LEADERSHIP
During the U.S. Coronavirus crisis, there is a need for leaders who can lead during a crisis.
So, what does a leader do in a time of crisis? In crisis we need leaders who:
“It is said that one who knows himself and knows others will not be
endangered.” – Sun Tzu
1. LEAD WITH CHARACTER
AND COURAGE Leaders need to know their strengths and limitations. This is not
time for ego but for humility. This is the time to ask for help from others and
not try to do it all yourself. Crisis defines our character. “One who faces and
who fears the right things and from the right motive, in the right way and at
the right time, possesses character worthy of our trust and admiration.” –
Aristotle During crisis, we look for leaders with the following 8 Cs: Have
courage (exude a can-do attitude) display comfort in their own skin, remain
true to their character, show candor, demonstrate composure, embrace change and
2. ANCHORED IN PURPOSE
““Efforts and courage are not enough without purpose and direction.” – John F.
Kennedy In times of crisis, leaders anchor their teams in the purpose of the
organization and their individual burning ambition. Caring for COVID-19 is the
perfect opportunity to rally and engage the team. Ultimately, this is why all
of us got into healthcare: To help and heal people that need help the most.
During uncertain times, leaders are clear about what matters the most. Leaders
remind and focus the team on clarity of purpose. With clarity of purpose, we
can eliminate the unnecessary activities and have clarity of what matters the
most. Today, what matters the most is the health and safety of our loved ones,
our employees and our clients.
3. LEAD WITH AGILITY
AND INNOVATION “Strategy is like water. It adapts to the terrain it finds
itself into.” – Sun Tzu During times of uncertainty, we need agile strategies.
This is the time for leaders to engage their teams in scenario planning and
simulation. When I do strategy work with my clients, we typically go through
scenario planning where we lay out every potential scenario and ask questions
like: • What is? • What if? • What are the opportunities and threats we face
now? • How can we use uncommon thinking versus common thinking? We then plan
for best and worst case scenarios. When resources are scarce, we tend to
innovate. After all, necessity is the mother of innovation. With fewer resources,
we are inspired to innovate. As leaders, we should not let a crisis go to
waste. We can use this opportunity to rethink our paradigm and shift our
thinking. For example, when travel is restricted, we can innovate new ways to
deliver training remotely or use telemedicine to deliver care. 1 Know and Lead
Themselves First: Lead with Character and Courage Are Anchored in Purpose Lead
with Agility and Innovation Execute Flawlessly (Lead for Results)
Empathetically Lead Others Hyper-Communicate 2 3 4 5 6 ctileadership.com
4. EXECUTE FLAWLESSLY
(LEAD FOR RESULTS) “The Pinnacle of excellence is not marked by the number of
the victories, fame for wisdom or courageous achievement, it is about flawless
execution” – Sun Tzu Never waste a crisis. Sometimes we tolerate inefficiency
as there is no sense of urgency to change. Use this potential crisis to create
the sense of urgency to reduce waste and remove hassle factors for your team
and providers. Difficult times are the times to remove every obstacle in the
way of your providers and their ability to do their work. This is the time to
ensure flawless execution.
5. EMPATHETICALLY LEAD
OTHERS “It is better to lead from behind and to put others in front especially
when you celebrate victory when nice things occur. You take the front line when
there is danger. Then people will appreciate your leadership.” – Nelson Mandela
In difficult times, we have to lead from the front. We have to show empathy and
care for the wellbeing of our team members and our clients. This is the time
for leaders to lead with higher emotional intelligence by understanding that
people have fears for their safety or that of their loved ones. As leaders, we
must understand that emotions are more contagious than viruses.
During crisis, hyper-communication is critical. As in the lack of information,
people make up their own stories. Transparency is critical. Communication in
crisis demands certain humility and taking personal responsibility for our
actions; it means admitting when we are wrong, accepting the blame and learning
from it. In crisis communication, it is critical as a leader to:
- Gather the facts and focus only on them.
- We must understand the situation, its components, results and future implications as much as possible.
- Tell the truth. Don’t try to hide anything. There is no substitute for this.
See full article HERE
Author Mo Kasti
Mo is the CEO and
founder of CTI and the nationally recognized Physician Leadership Institute
(PLI) dedicated to accelerating healthcare transformation through leadership
and innovation. PLI has converted thousands of clinicians to clinician leaders
and improved outcomes for hundreds of healthcare organizations and their
Virtual Networking Event
The Virtual Networking Event will be facilitated by Mo Kasti, an ACHE WFC Board member, Mo Kasti ...
On April 23rd at 4:30 pm, our Chapter will host a Virtual
Networking Event facilitated by Mo Kasti, an ACHE WFC Board member,
distinguished author, thinker, speaker, strategy advisor and leadership coach.
Mo is the CEO and founder of CTI and the nationally recognized Physician
Leadership Institute (PLI).
During this Virtual Networking Event, Mo will
facilitate best practices from our healthcare leaders across Western Florida.
Mo will help members share healthcare management ideas and gather stories of healthcare
heroes. The Virtual Networking Event will support sharing ofleadership best-practices during a crisis, including this information from Gallup poll,
stating that during this pandemic, employees need leaders who:
- Communicate a clear plan of action in response to COVID-19\
- Clarify expectations, readjust roles, reinforce how they will meet the mission of the organization
- Review material and equipment needs,
- Express genuine concern for your employees’ best interests, which includes
- Model best practices for social distancing so that the organization can return to normal operations
Click here to register.
We look forward to connecting with you all for
this Virtual Networking event on April 23rd at 4:30 pm.