Western Florida

Spring 2020

Message from our President

President's Message

Western Florida Chapter supports you in your efforts to manage the impact of COVID-19. Thank you for the work you are doing.

Western Florida 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, MHA, CPH

ACHE Western Florida Chapter - Chapter President




Message from Your ACHE Regent

Spring 2020

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.


Warm regards,

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 state instructions.

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.

ACHE remains 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.
  • We are working to create virtual education options based on the excellent programming already planned throughout the year.
  • We will be partnering with local chapters to offer additional ACHE Face-to-Face Education credit opportunities.
  • We are extending recertification deadlines.

We know you have other questions and, as more developments transpire, additional information is forthcoming. Our Customer Service Center remains open Monday through Friday, 8 a.m. to 5 p.m. Central time at contact@ache.org.

As we navigate these unprecedented times, please keep in mind the tremendous network we have in one another. Thank you for your commitment to advancing healthcare management excellence, as well as for your patience and understanding.

Deborah J. Bowen, FACHE, CAE

President and CEO

American College of Healthcare Executives

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.

1. Patient advocacy. In 2020, there will be two primary forces at play in patient advocacy, Benedicto says. "Healthcare 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," she explains.

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.

"Our 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," Benedicto says.

2. 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."

3. 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 safety

Surgery centers 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.

"If 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."

"Over 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 harm."

—Adapted 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 and administrators. 
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.
Leaders who 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.
Mistakes happen. 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 practices.
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 promises.
—Adapted from "The Four Keys to Better-Performing Collaborations," O'Brien Group.


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.

Sponsorship Benefits Diamond
Annual Education Programs
Special Event: Dec. Chapter Awards Dinner
Single Education Program
Sponsorship Cost $2,500 $1,000 $500
Tickets Two tickets to each education program Two tickets to special event Two tickets to one education program
Website & Quarterly Newsletter Logo—with link to your website—on sponsor page for the full year Logo—with link to your website—on sponsor page for six months Logo—with link to your website—on sponsor page for three months
Program Flyer Logo on flyers for each education program Logo on flyers for special event Logo on flyer for single education program
Event Recognition Introduction as sponsor at each education program & logo on slide in PPT deck Introduction as sponsor at special event/logo on slide in PPT deck & other recognition Introduction as sponsor at single education program & logo on slide in PPT deck
Event Display 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 like more 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 sponsorship@wfcache.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.

Twitter: @wfcache

LinkedIn: ACHE Western Florida Chapter

Facebook: www.facebook.com/WFC.ACHE/

The WFC Communications Committee

Chapter Events

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 ...

“When 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.  

Remember, “When we have each other, we have everything.”

Sabrina Rice

WFC Programs Director


Six Strategies Leaders Deploy During a Crisis Like COVID-19

This is a 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 are consistent.  

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 3 

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. 

6. HYPER-COMMUNICATE 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 patients. 

Coming Soon

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.