SUMMER 2011✹

CONTENTMessage from 4the Regent John M. Haupert, FACHE

President’s Remarks 5Brad Simmons, FACHE

Book Review: 6The Heart of Change by John KotterReview by Beth Guyton, CPHQ

Congratulations New 8 Members and Fellows

Brave New World 9Technology Transforms theMedical Workplace

Leadership Development 11ACHE of North Texas MentorshipProgram 2011-2012

Member Spotlight 11News from National 12

Event Encore 13

Calendar 16

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The ACHE of North Texas e-magazine, The Executive Connection, is published quarterly (Spring, Summer, Fall and Winter) and includes information on the latest regulatory and legislative developments, as well as the quality improvement and leadership trends that are shaping and influencing the healthcare industry. Readers get indepth reporting on the issues and challenges facing hospital and health system leaders today. We make it our job to tell you about the great things the organization and Chapter are doing every day to ensure the health of our community. If you have any news and updates that you want to share with other members, please e-mail your items to info@northtexas.ache.org. Microsoft Word or compatible format is preferable. If you have a graphic or picture that you’d like to include, please send it as a separate file. The following are the types of information that our members shared in past ACHE of North Texas magazines: Advocacy Issues, Legislative Issues, Educational Opportunities, Awards / Achievements, Promotions (Members On the Move), Committee Updates, journal submissions, conference submissions, and workshop participations, sharing mentoring experiences, etc.

RTKL.COMUSA ASIA EUROPE MIDDLE EAST

RTKL PROUDLY SUPPORTS ACHE North Texas Chapter

A Publication of the American College of Healthcare Executives of North Texas Chapter | SUMMER 2011 3

Editor-In-Chief Susan Edwards, FACHE

Managing Directors Joan Clark, DNP, RN, FACHE Angela CJVincent, MHS

Contributing Editors Felicia McLaren Caleb O’Rear Lisa Cox Brad Simmons Forney Fleming

Contributing Writers Beth Guyton, CPHQ Mia Johnson Christine Hammons Melissa Reichardt Felicia McLaren Joan Clark, DNP, RN, FACHE

Production Kay Daniel

Advertising/ Subscriptions info@northtexas.ache.org

Questions and Comments: ACHE of North Texas Editorial Office, c/o Executive Connection 3001 Skyway Circle, Suite 100, Irving, Texas 75038 p: 972.256.2291 | f: 972.570.8037 e: info@northtexas.ache.org | w: northtexas.ache.org

2011 Chapter Officers

President Brad Simmons, FACHE Parkland Health & Hospital System

President-Elect Scott Schmidly, FACHE Medical City and Medical City Children’s Hospital

Past President J. Eric Evans Lake Pointe Medical Center Chair, Nominating Committee

Secretary Ron Coulter, MHA, FACHE Texas Health Cleburne

Treasurer Jania Villarroel, MHA

2011 Board of Directors

John Haupert, MHA, FACHE Parkland Health & Hospital SystemEx-Officio, Regent

Beverly Dawson, RN, CCM, FACHEElder Care LPChair, Education Committee

Forney FlemingUniversity of Texas at DallasEx-Officio

Jay Fox, FACHEBaylor Medical Center, Waxahachie

Jonni Johnson, CPSMRTKL Associates Inc.Chair, Sponsorship

Winjie Tang MiaoTexas Health Harris Methodist Hospital AzleTexas Health Harris Methodist Hospital Aliiance

Michael J. Ojeda, MHA, FACHEVA North Texas Health Care SystemChair, Mentoring Committee

Caleb F. O’Rear, FACHEDenton Regional Medical CenterChair, Communications Committee

Rick StevensMethodist McKinney HospitalChair, Advancement Committee

Pam StoyanoffMethodist Health System

Matt Van LeeuweParkland Health & Hospital SystemEx-Officio, Student Council

Demetria WilhiteThe University of Texas at ArlingtonEx-Officio

Bethany WilliamsZirMedChair, Networking andMembership Committees

Lisa CoxThe Health Industry CouncilACHE Coordinator

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Message from the RegentJohn M. Haupert, FACHE

I hope all of you are enjoying your summer despite the record heat wave here in Texas. Our local ACHE chapter leaders have been busy planning educational and networking opportunities for all of us for this coming year. Many thanks to those of you who offer your time to serve as leaders in our local chapter. Your peers appreciate your efforts.

I want to take an opportunity to make sure you are all aware of the many career development services offered by ACHE. Many years ago, as a mid-careerist, I set aside time to take advantage of these services in order to gain a deeper insight into myself as a leader and to create a development plan for myself based on the feedback received. To this day, I rely on the feedback I received by the highly skilled facilitators at ACHE as they walked me through the results of the numerous assessments in which I participated. We seldom take the time out of our hectic lives to look deep within ourselves and to critically assess who we are as leaders and to constructively plan the next steps in our careers. I would encourage you to take a look at the numerous assessment tools offered by the ACHE under the “Career Services” tab at www.ache.org.

Sometimes making a community healthier is about building parks. It’s about

supporting local schools and stocking food banks. As the largest not-for-profit,

faith-based health system in North Texas in terms of patients served, we value

our relationships within our communities. We are proud to continue a tradition

of being a responsible, major employer in every city we serve and to building

healthier communities beyond our walls. 1-877-THR-Well • TexasHealth.org

SHOULDN’T A HOSPITAL’S

COMMITMENTTO A HEALTHIER COMMUNITY EXTEND

BEYOND ITS WALLS?

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President’s RemarksBrad Simmons, FACHEI have been a member of ACHE of North Texas now for nine years. More than any other year, this year has taught me the true benefits of this organization. As I have attended the educational, networking and other events I have realized there are three things that all members should take advantage of with their membership: professional development, mentorship and networking.

The mission of our local chapter and national organization is to be the leading source of professional development for healthcare executives. Our education committee has done an outstanding job this year of providing category I credit in the Dallas-Fort Worth area each month. Whether you are a student, early-careerist or a seasoned executive it is difficult keeping up with the latest best practices, trends, or legislative matters. If we expect to lead others then we must commit to continually developing our knowledge and skill set. I would encourage you to make time for professional development.

I am constantly asked by students and early careerists what they can do to further develop themselves into healthcare leaders in our community. As a member of this organization I feel it is my duty to mentor others to help them build the skill sets and knowledge to be strong leaders. I have been fortunate in my career to have outstanding mentors. Some have been in my organization and others have been through the ACHE Mentorship program. These mentors have given me the confidence and advice to take on challenges and develop my management skills. I have now been both a mentee and mentor and have found both to be very rewarding. Our chapter is currently seeking both to fulfill our Fall Mentorship program. If you are interested in building one of these relationships please reach out to our Mentorship committee for details.

Last but certainly not least is networking. To me, this may be one of the biggest rewards that membership provides to us. Whether you are a student, a professional seeking employment, or simply looking for a group of colleagues to bounce ideas off of, networking is essential in our industry. Healthcare is a very “small” industry when it comes to networking. It is not uncommon for me to reach out to a colleague in Dallas or another city to seek a best practice or gain knowledge about a new technology. Most of these colleagues are people I have networked with over the years and have built strong relationships with.

These three things I feel are the rewards of being a member of the organization and our local chapter. ACHE has given me opportunities to develop, mentor, and meet new people within the industry. I look forward to seeing you at our next event.

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The HeartOf Change by John Kotter

continued on page 7

Book Review submitted by Beth Guyton, CPHQwww.interactivequality.net

I recently read a worthwhile book on organizational change. Considering the immense changes taking place in healthcare, it makes sense to hone your existing skills as well as acquire new tools in order to facilitate cultural change and drive practice change. “The Heart of Change” by John P. Kotter delivers practical insights that can be applied to healthcare quality.

Professor Kotter is an internationally recognized expert on leadership and organizational change. He is the Konosuke Matsushita Professor of Leadership at the Harvard Business School. He has authored more than 18 books and numerous papers on leadership and change.

In “The Heart of Change”, Professor Kotter presents a proven eight step process for organizational change.

KOTTER’S 8 STEP PROCESS FOR CHANGE: 1. Increase Urgency 2. Build the Guiding Team 3. Get the Right Vision 4. Communicate for Buy-In 5. Empower Action 6. Create Short-Term Wins

7. Don’t Let Up 8. Make Change Stick

I would like to share a few pearls that I gathered as I read Kotter’s book. I hope these are helpful as you face challenges in championing change and moving your frontline’s practice into the future of patient safety and quality care.

A powerful concept is that you must reach people’s emotions to really connect and gain their commitment to change. Kotter explains that successful change is not so much about analysis and logic as it is about helping people see a truth and that revelation then influencing their feelings. Therefore, the key to successful change is more about helping people see a new truth.

In Step #1 Increase Urgency; Kotter cautions “don’t allow the urgency to be abstract”. It is best to clearly identify the problem. In increasing urgency, the focus should be on the behaviors of those unaware of the changes impacting them and patient care. Ideas that work are very concrete. During this step it is also very important to acknowledge fear and transform fear to urgency. You want individuals to feel a need to change and believe they can have a positive impact on bringing about the necessary change.

In Step #2 Build the Guiding Team; The focus is on the behavior of those in the position to guide the change. The guiding team must display commitment in their attitude, word, and actions. They must earn the

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trust of those being asked to change. An effective guiding team is one that has the right people committed to the task with the capacity to work well together. Kotter emphasizes that it is important to “fix” the team if it is broken.

Step #3, Getting the Right Vision; This can pose a challenge for even the best guiding teams. Kotter suggests the team ask the following questions: What change is needed? What is our vision of the new organization? What is the best way to make the vision a reality? What should NOT be altered? What change strategies are unacceptable?

In Step #4 Communicate for Buy-in; It is essential that communication is pervasive. There should be a two tiered goal: 1) Understanding and 2) Gut level buy-in. Kotter cautions that good communication is not just data transfer. Effective communication shows people something that addresses their anxiety; that accepts their anger; that is credible on a gut level; and that evokes faith in the vision. Good communication answers: What does this mean to me? Why is this important to me? Why should I be on board?

Step #5, Empowering Action; This is simply about removing barriers. Kotter mentions 5 common obstacles. They are: 1) middle management problem, 2) reward system problem, 3) information system problem, 4) boss problem and 5) a mind problem. You must know what your obstacles are and address them.

In Step #6 Create Short Term Wins; It is very important to carefully choose the initial project. It should be a quick, visible win. Focus is essential. Kotter emphasizes that the order of projects matters. If well executed, short term wins offer four benefits. Successful short term wins can: 1) provide valuable feedback, 2) create emotional lifts, 3) build faith, and 4) take power from cynics.

Step #7, Don’t Let Up; This is all about keeping the faith. Kotter emphasizes the importance of continued collaboration and visibility.

In Step #8 Make Change Stick; The challenge is to make the change part of the culture. Adopt a philosophy of “everything speaks”. This is a customer service philosophy that emphasizes how everything is capable of contributing to a business’s image or detracting from it. Be consistent in everything

including attitudes, physical environment, daily interactions, communications, promotions, rewards, and projects. Kotter states that true cultural change occurs when a new way of operating is proven to be successful over time. Change isn’t a quick process. It takes perseverance.

In conclusion, Kotter again mentions that the key to changing behaviors is in seeing and feeling, not so much about analysis and thinking. He emphasizes that successful change requires sensitivity to the emotions that undermine change. He details those emotions as 1) anger, 2) false pride, 3) pessimism, 4) arrogance, 5) cynicism, 6) panic, 7) exhaustion, 8) insecurity, and 9) anxiety.

But these emotions should not be seen as entirely negative. They can be put to good use in a change effort. They are excellent catalysts for facilitating communication. An effective communication strategy can channel these emotions into “seeing”. And “seeing” leads to new “feeling”. These new facilitating emotions are: 1) faith, 2) trust, 3) optimism, 4) urgency, 5) reality-based pride, 6) passion, 7) excitement, 8) hope, and 9) enthusiasm. Effective communication is concrete. It offers ways for the individual, to see, hear, touch, and become a part of the story. Good communication is engaging and emotionally compelling.

Kotter also emphasizes that the number of “change agents” matters. He clearly states that many change efforts fail because there aren’t enough change agents involved. According to Kotter, almost anyone can be a key player in achieving a short term win. Considering how important it is to have more change agents, strategies that facilitate “leading from the front line” make sense. It is smart and effective to develop front line clinicians as change agents.

Change agents should be trained in three critical areas. They should understand 1) the power of emotion and effective communication, 2) the power of concrete communication, and 3) the importance of visible wins.

Concrete and emotionally engaging messaging is crucial. Strategies for engaging the front line and developing change agents will maximize short term wins. Our challenge in quality is to translate valuable patient safety data into emotionally touching messages that move clinicians to a new place with a new view of patient safety and quality of care.

APRILBrett Chambers, Flower Mound

Paula Cleaver, Bedford Brian A. Cohen, Dallas

Tammy Cohen, PharmD, Dallas Kristaizell Darby, Mesquite

Chad Fragle, Plano Jeannette Grey, Rockwall

Amy Hartt, Irving Kyley Harvey, Dallas

Chad W. Higbee, Dallas Tom Hoerl, Dallas

Jack Holmes, Rowlett Haley L. Houser, Flower Mound

Tiffany Huynh, Carrollton Colleen Kohls, Arlington

Tina E. Larsen, Dallas Timothy D. Martin, The Colony

Kathy Mason, Carrollton Philip A. Mathew, Irving

Lynne Meers, Dallas LaKeyshia Moore, Grand Prairie

Rhonda Moore, Plano Bradley K. Morgan, Lewisville

Catherine Pistor, Dallas Lisa C. Reed, Richardson

Allen Roeseler, Dallas

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Congratulations to the following memberswho advanced to Fellow status

MAY

Kyle A. Cavin, FACHE, Dallas James R. Murray, FACHE, Mansfield

JUNE

Jonas P. Barisas, FACHE, Keller

Welcome New MembersAdolfo Rubio III, Arlington Tom K. Tolleson, McKinney

Sunil Verma, Wylie Natalie A. Wilkins, Dallas

Alan R. Willis, Celina Ryan Wolford, Frisco Mansi Zaveri, Plano

MAYKeti Abazi, Dallas

Farhana Abdullah, Dallas Cristine S. Brown, Dallas

Kenneth Chambers, Flower Mound Candance M. Conerly, Dallas

Jennifer A. Conrad, Dallas Frances Dare, Dallas

Lydia R. Dejong, Rowlett Cindy Douglas, Dallas

Tom Faucher, Allen Samuel Geltner, Dallas

Beth Guyton, Dallas Suzanne Hall Lewis, Dallas

Jessica C. Harrod, Lewisville Nicholas A. Ireroa, Prosper Marcus Jackson Sr., Desoto

Cassidi McCollum, Flower Mound Patti G. McCoy, Flower Mound

Will C. Potter, Dallas

Shauna Robinson, Arlington Jessica Shephard, Grapevine

Andrew B. Smith, Dallas Theresa A. Taft, Garland

Dawn Workman, Garland

JUNEDean Achterberg, Dallas

Thomas F. Carlson, PhD, Lake Worth Mark S. Colangelo, McKinney

William Cooksey, Little Elm Josiah J. De La Garza, Sachse

Zaundra Ellis, Southlake Colene Fielding, Fort Worth

John M. Fiffick, Plano Jolie B. Fotoohi, Dallas

Tom H. Frazier Jr., Plano Carlie R. Gotlieb, Dallas Leslie T. Hearn, Dallas Mary J. Henson, Keller

Kim D. Hightower, Lewisville Dan Hoffmann, Flower Mound

Stephen Jones Jr., Plano Amy King, Dallas

Daniel D. Mayfield, Dallas Jordan T. Wathen, Dallas

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Published: Jun 23, 2011Reproduced with permission of the Robert Wood Johnson Foundation, Princeton, NJ

As iPads replace physician memos, smartphone apps become medical texts and health care providers invest in computer-based records systems, health information technology is rapidly changing life for the health care workforce, in ways both good and bad. The Department of Labor projects a 30 percent increase in health technology-related jobs by 2014. “It’s a really exciting time to be in medicine,” says Adam Landman, M.D., a 2008-2010 Robert Wood Johnson Foundation (RWJF) Clinical Scholar. “And new technologies can definitely improve patient care,” adds Landman, the clinical lead on the design of Brigham and Women’s Hospital’s new emergency department (ER) electronic medical records system.

But Landman is also realistic about the pros and cons of technology. “As the latest technologies become available, we need to study them and very carefully decide what to use and when,” he says.

Electronic Health Records: Teamwork Equals Progress

That warning is especially relevant to the growing adoption of electronic health records (EHRs). As the federal government pushes for every American to have an EHR by 2014, and backs up that promise with financial incentives to hospitals, Landman says, “I worry about the push for implementation. Technology must be accepted and effective for users. If not, it can create errors by changing workflow.”

“I try not to introduce too many new technologies at once because there is a learning curve for everyone,” says Mary Ellen Smith Glasgow, Ph.D., R.N., ACNS-BC, an RWJF Executive Nurse Fellow (2009-2010) and professor of nursing at Drexel University. “I’m a great fan of mobile, bedside technology,” Glasgow adds, “but nurses also experience alarm fatigue from an overload of call buttons and other devices. All of this has to be considered as new technologies come into the workplace.”

Brave New World:Technology Transformsthe Medical Workplace

continued on page 10

“Some practitioners see electronic medical records as an intrusion and many nurses and physicians view much of this as extra work,” explains Alan Cohen, Sc.D, executive director of Boston University’s Health Policy Institute and national director of the RWJF Scholars in Health Policy Research program. “We also have a long way to go before we have fully interoperable EHR systems across the health care system,” adds Cohen, who is also the author of Technology in American Health Care: Policy Directions for Effective Evaluation and Management. “Fewer than 50 percent of hospitals and medical practices have fully capable EHR record systems at this point.”

Research also suggests mixed results from EHR use. While recent Agency for Healthcare Research and Quality data shows that newer systems reduce medical errors, a study published in the May Archives of Internal Medicine reports no consistent relationship between EHR use and a better quality of care. The

study authors suggest that more mature EHR programs and better physician training might improve those results.

For these reasons, Landman’s approach to the design of the Brigham and Women’s EHR system may serve as a valuable model. “We are trying to capture the rich information that can be lost with structured data entry, such as drop-down menus. Some software packages make it difficult to understand what’s happened to a patient because some of the richer data [care provider’s written notes] are missing. We are also gathering input from all of the potential users of the EHR system—nurses, physicians, medical assistants—everyone participates in meetings and contributes to design ideas.”

Landman is also preparing for the next step for EHRs. “Eventually,

ambulances, fire departments and other pre-and-post medical entities will need to exchange data across the entire health care delivery system,” he says.

An excellent idea, says Jeremy Moody, a paramedic with 21 years on the job. “Because of HIPAA, we cannot access hospital information now, but we create an electronic record the moment someone enters the ambulance. We report vital signs treatments and other information, then give it to the emergency room staff,” explains Moody, who was named Pinellas County Florida’s

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Emergency Medical Technician (EMT) of the year in May.

“It’s a wonderful tool,” says Moody, who also trains new EMTs on the ZOLL software used to record patient information. “You can identify problems you would not have known existed and it cuts errors.”

And EHRs are not the newest kids on the block. “We’re rolling out our first computerized physician order entry (CPOE) system,” says Sherrill Hardgraves, an applications administrator at Asante Health System in Oregon, who trained for her new health informatics career in the Jobs to Careers (J2C) program. “Our nurses already do orders on computers at bedside, but this system will be for physicians. There is a lot of opposition,” says Hardgraves, “but other doctors want an iPad so that they can enter their orders from anywhere, anytime,” says Hardgraves, who is part of the team that trains physicians on the new software and gathers their input for the tailoring the CPOE system.

Linking Oral Health and Primary Care

“For us, new technology is a major plus,” says Donna Grant-Mills, D. D. S., principal investigator for the RWJF Dental Pipeline program. “Many of the medically underserved patients we see at our Washington, D. C. clinics require extensive dental work. Electronic records link us across disciplines to help us care for them. I can look at blood sugar, cardiovascular health and other issues right away and know how to proceed with treatment.”

At Chicago’s Goldie’s Place dental clinic for the homeless, Dental Pipeline program graduate Esther Lopez, D. D. S., says, “we use electronic records and digital X-rays to save money and staff time. Digital X-ray set-ups are more expensive at first, but it takes an assistant two or three minutes to pull up the X-ray, as opposed to 30 minutes with the old method and it cuts patient radiation exposure by 80 percent.” Lopez also adds, “having an electronic database in a low-income community dramatically increases care continuity for patients.”

And both Lopez and Andre Farquharson, D.D.S., who works on Grant-Mills team at Howard, are excited about innovations such as “the smartphone app that allows us to pull up pharmaceutical data (Epocrates Medtools),” Farquharson says, “especially the contraindications that are so important for dentists. The [Orasphere] app also lets us show patients a dental procedure so that they know what to expect.”

Simulation: Tech’s Win/Win

In the world of medical technology, simulation lab training is one area with benefits solidly supported by research. That’s why Landman will be training his ER team on simulated EHR systems at Brigham’s STRATUS Simulation Center. Medical simulators—most often sophisticated robots with carefully engineered anatomy, vital signs and responses that can be programmed for a variety of situations—allow students and professionals to practice code blue scenarios, surgeries even general patient care.

While a single simulator can cost $40,000 or more, “the return on the investment in some cases has been shown to be seven to one,” says Chuck Pozner, M. D., director of Brigham and Women’s Neil and Elise Wallace STRATUS Center for Medical Simulation, citing a recent study.

Other studies show that simulator trained medical professionals are able to operate in less time, make fewer medical errors and in some cases, have lower rates of certain types of infections among their patients.

A leader in the use of medical team simulation, the STRATUS Center, unlike some medical schools, consistently trains interdisciplinary teams, in an effort to “get people to work across the silos and hierarchies that exist in medicine,” Pozner says. “It can change the culture of an institution and improve patient care.”

Ultimately, technology will bring physicians, nurses and frontline workers toward a safer, more efficient practice of medicine, but like all revolutions there will be battles and casualties before victory. The best advice, says Cohen, is to collaborate, be vigilant and stay the course. “Today’s care providers will do best if they accept the fact that the world will continue moving quickly in this direction. They can and should question the value of new technology as it emerges, but as long as they focus on working as a team, they are more likely to find the benefits for patient care.”

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LeadershipDevelopment:ACHE of North Texas Mentorship Program2011-2012

ACHE of North Texas Mentorship Program is now accepting applications for Mentors and Mentees. Experienced healthcare professionals will be matched in a mentoring relationship with early careerists who have graduated from a Master’s program within the last 5 years or graduate students who will graduate within 1 year from a Master’s program. Mentors will discuss career opportunities and healthcare topics in general. This is a 5-month program beginning on September 5, 2011 and ending January 31, 2012.

The Mentor will be responsible for providing 16 contact hours that can be broken into multiple sessions. A portion of this time may be spent with colleagues or leaders who can assist the Mentee. Availability for monthly contact by the Mentee in person, by phone or e-mail is required.

Mentees will be required to complete 16 contact hours with the Mentor and/or organization staff. The Mentee must initiate monthly contact with the Mentor by meeting, phone call or e-mail. Mentees must be a member of ACHE at the national level and ACHE of North Texas at the time of application submission. Participants are also required to write a 2-5 page report/journal on their program experience which will be due by January 31, 2012 in order to fulfill program requirements.

Both Mentors and Mentees are required to attend the program reception in March 2012 to complete the program. Applications can be downloaded from the home page of the ACHE of North Texas website, beginning June 15th (http://northtexas.ache.org). The application is due by July 29th and can be e-mailed to info@northtexas.ache.org or faxed to 972.252.6062. Matches will be confirmed by August, 19, 2011.

Member Spotlight Steve Newton, FACHEPresident, Baylor All Saints Medical Center

What are you doing now?

I currently serve as the president of Baylor All Saints Medical Centers, which includes our 534 bed downtown Fort Worth campus and our 71 bed southwest Fort Worth campus. In addition, it has been my privilege to serve on a variety of community and professional boards including the DFW Hospital Council, the American Heart Association, Cancer Care Services, Carter Bloodcare, Fort Worth South and the Healthy Tarrant County Collaborative.

In your opinion, what is the most important issue facing Healthcare today?

There really is not a single, most critical issue. The challenges relates to the convergence, right now, of several critical issues at the national, state and local levels. Leaders will be challenged to respond to increasing service demand as baby boomers begin reaching Medicare age, decreasing reimbursement as public and private payers move to new payment approaches, workforce shortages in critical areas including primary care and increased pressure for greater transparency and better satisfaction for all constituents. The core competency for health care leaders in this environment is much the same as it has always been: seeing the details and the big picture with equal clarity, and working collaboratively to assure that those we serve, our patients, remain at the center of our work.

How long have you been a member of ACHE?

I have been a member for about 23 years.

Why is being a member important to you?

Membership is important for several reasons. Because our work is complex and the environment is very dynamic, it is very helpful to have a resource like ACHE to support high professional standards, continuing education, and networking to solve common problems.

What advice would you give early careerists or those considering membership?

Membership in ACHE has been an important developmental step for me, and I believe it offers great benefit for early careerists. In general, it is important that those entering the profession look for wide ranging opportunities to build their general healthcare knowledge base, while also becoming exceptionally proficient in a more focused area, always remembering that the best way to get to the great job in the future is to do a great job where you are right now.

Tell us one thing that people don’t know about you.

I left college after my freshman year and worked for 5 years in direct patient care for a large metropolitan ambulance service before returning to complete college and graduate school.

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A Publication of the American College of Healthcare Executives of North Texas Chapter | SUMMER 2011 12

NEWS FROM NATIONAL

Fund for Innovation Offerings

Are You

with ACHE?The American College of Healthcare Executives (ACHE) Official Group on Linkedln is exclusively for affiliates and provides ongoing networking with healthcare leaders. They can exchange information, build contacts and share ideas. For more information and to register, visit ache.org and click on the Linkedln icon.

ACHE is offering two new special sessions in conjunction with upcoming seminar cluster offerings. Funded in part by ACHE’s Fund for Innovation in Healthcare Leadership, these programs are one way the Fund brings innovation to the forefront of healthcare leadership.

Featured at the New York Cluster is “Ethical Challenges and Responsibilities of Leaders,” taking place on Wednesday, August 10. Howard T. Prince II, PhD, director of the Center for Ethical Leadership at the Lyndon B. Johnson School of Public Affairs of the University of Texas at Austin, will lead this program about the erosion of ethical standards in this environment of fierce competition and diminishing operating margins. Some of the ethical failures have arisen in areas such as Medicare fraud, inappropriate influence of elected officials, unethical research practices and questionable human resource decisions.

This enlightening, half-day workshop will dive into the sources of and solutions to this kind of ethical misconduct. Participants will:• Discuss how the words and actions of leaders are some of the

most powerful influences on ethical choices and behaviors of others in their organization

• Employ an approach to identify the causes of questionable and unethical behavior and develop strategies to reverse any negative trends

• Discover how to more effectively influence those you lead and strengthen the culture of your organization to prevent incidents of ethical misconduct

In addition, a selected group of ACHE Fellows will share their experiences confronting ethical challenges in healthcare organizations. Participation in this workshop qualifies for 4 hours of Category I (ACHE education) credit.

On Tuesday, October 11 in conjunction with the San Francisco Cluster, ACHE and the Fund are presenting “ACOs and Medical Homes: Steps to Creating Value-Based Healthcare.” This timely seminar will be presented by Brian Silverstein, MD, senior vice president at CareFirst BlueCross BlueShield, Baltimore. In concept, an accountable care organization (ACO) is a network of healthcare providers assuming joint accountability for coordinating and delivering efficient patient care. Medicare’s ACO program is scheduled to begin in January 2012, but details remain in flux due to increased scrutiny by Congress. The program seeks to open the door to new forms of payment that incentivize value, efficiency and high-quality care. To improve outcomes and lower costs, there is an increased focus on accountable care, bundled payments, physician integration and patient-centered medical homes (PCMHs). Integrally related and a key component, the PCMH empowers providers to coordinate care for patients across the continuum of care. This essential, six-hour session will help you understand these value-based payment approaches and the key competencies required of ACOs and the PCMH.

In addition, two selected groups of healthcare leaders will share perspectives about the medical home model. Participation in this workshop qualifies for 6 hours of Category I (ACHE education) credit.

For those already participating in the New York or San Francisco cluster, continue your professional growth by adding one of these important sessions, or participate solely in these programs as a means to professional growth and development. For more information about these special sessions and the Fund for Innovation in Healthcare Leadership, visit ache.org/Innovation or call ACHE’s Customer Service Center at (312) 424-9400.

Member Census(As of January 1, 2011)

Members 24,184 Fellows 8,963 Full-Dues-Paying Affiliates 33,147

Student Associates 4,517 Faculty Associates 244 International Associates 107 Retired Members 257 Life Fellows 2,462 Honorary Fellows 32 Non-Full-Dues-Paying Affiliates 7,619

Total Affiliates 40,766

EVENT ENCOREA Publication of the American College of Healthcare Executives of North Texas Chapter | SUMMER 2011 13

Breakfast with the CEO: Mark Valentine, The Heart Hospital Baylor PlanoSubmitted by Christine Hammons

On Wednesday, April 13, 2011, Mark Valentine with The Heart Hospital Baylor Plano hosted the Breakfast with the CEO Series. Organized by Madhu Rao, the event was attended by 45 ACHE members and guests.

Mr. Valentine provided the participants with an overview of The Heart Hospital since it’s’ development in 2007. With 116 licensed beds, the facility is the second largest cardiovascular hospital in the country. The physician joint-ventured hospital treats patients from all 50 states, and is known for its’ customer service experience tailored from the Ritz Carlton. The hospital is also a strong supporter of the Living for Zachary Foundation to raise awareness of heart abnormalities in teen athletes. The Heart Hospital Baylor Plano has provided low-cost physicals and testing to over 600 students to-date. For more information on future events, please visit us at www.northtexas.ache.org or send us an email at info@northtexas.ache.org.

Bill Ashcraft, Greg Johnson, Jenifer Greenway,and Catherine Pistor

Host - CEO Mark Valentine and attendeeMark Gearner, GE Healthcare

Jason Flanary, Rachel Gonzalez, Jason Garnett

Medical Tourism:The Globalization of HealthcareSubmitted by Mia Johnson

On Thursday, April 21, 2011, ACHE of North Texas held its Medical Tourism: The Globalization of Healthcare Event at Methodist Dallas Medical Center. The event was organized by Jessica Daw, Account Executive, Hammes Company; Wendeline Jongenburger, Director of Global Health, UT Southwestern; Cynthia Nguyen, Internal Auditor, UT Southwestern; and Joanna Rhodes, Site Manager, Aetna.

Featured guest panelists Berk Smith, Vice President and General Manager, Dell Healthcare & Life Sciences, Margaret Ball, President, Health Links International, and Christian Ellison, Senior Vice President, Development and Consulting Services, Health Inventures discussed the impact of globalization on healthcare delivery. Clifton Orme, FACHE, Chief Operating Officer, International Hospital Corporation, CIMA (Centro Internacional de Medicina) moderated this discussion with an audience of 32 ACHE members.

This discussion provided insight to which areas of the world are most successful at attracting foreign patients to the medical tourism marketplace. While the audience expressed concern for US patients choosing to travel to other countries to receive a variety of medical services, the panelists successfully assured participants the media has overstated the number of US patients receiving health care in foreign countries.

ACHE of North Texas extends appreciation to the hosts and the members for attending and participating. For more information on future events, please visit us at www.northtexas.ache.org or send us an email at info@northtexas.ache.org

Moderator - Clifton Orme, FACHE,International Hospital Corporation

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Implementing Strategic Plans for Successful OperationsSubmitted by Joan Clark, DNP, RN, FACHE

On Thursday June 16, 2011, Methodist Dallas Medical Center hosted a presentation on Implementing Strategic Plans for Successful Hospital Operations. Organizers Bill Carder (Quorum Health Resources), Paul Christensen (Christensen Financial Consulting Services), Jessica Daw (Hammes Company), and Lynn Pappas, FACHE provided a great venue for networking and idea sharing among 43 participants at the event.

The event featured a panel of speakers including Virginia Rose, VP Strategic Planning and Business Development, Texas Health Resources, Craig Sims, Regional Vice President, Quorum Health Resources, and Doug Welch, CEO, HCA Lewisville Medical Center. The panel was moderated by Mark Coughlin, Vice President, Strategy and Planning, Hammes Company. The session was interactive, led by questions from the moderator and the audience, and covered such areas as who should be involved in planning, how to involve stakeholders yet maintain confidentiality for competitive reasons, and how to get buy-in and inspire physician and other leaders in making changes.

The importance of acknowledging the culture of the organization in strategic planning efforts was also stressed. The old adage that “culture eats strategy for lunch” was used to caution leaders attending that regular review of initiatives with a willingness to adjust the plan was a key factor in the success of any strategic planning efforts. Accountability was also identified as critical to the execution of the plan and the panel members all related examples of planning efforts that either benefited or failed because of attention to these factors.

ACHE of North Texas wants to acknowledge all of the panel members, host facility, and moderators for providing such an enriching education opportunity for all involved.

Ashley Sadlon, Kimberly Anderson, Victoria Odom, Angela CJVincent,Bethany Williams, Beverly Dorney, Felicia McLaren, Winjie Tang Miao

Women’s Panel BreakfastSubmitted by Felicia McLaren

At 7am on April 28, 2011 a large group of DFW based female healthcare professionals joined together at the beautiful Warwick Melrose Hotel for the 1st ACHE Women’s Breakfast networking event. Event moderator Bethany Williams, Client Executive at PricewaterhouseCoopers, and a diverse member panel consisting of Beverly Dorney, Senior Vice President at FKP Advisors, Victoria Odom, Southlake Specialty Care Center Administrator at Children’s Medical Center and Winjie Tang Miao, President at Texas Health Harris Methodist Hospital Alliance and Texas Health Harris Methodist Hospital Azle shared abundant insight from their wide array of professional experience.

The panel offered their own personal tips on leadership, professional advancement, and healthy work-life balance that left attendees rejuvenated and ready to tackle any obstacles standing in the way of their career success. ACHE of North Texas wants to acknowledge all of the panel members, organizers and the event moderator for providing such an enriching networking and learning opportunity.

Kevin Stevenson, Beth Guyton,and Organizer Jessica Daw

Panelist Craig Sims, FACHE,Quorum Health Resources

Organizer, Jessica Daw Panelist Virginia Rose, THR

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Farhana Abdullah, Jodi Landon,and Ray Dziesinski

General Membership DinnerMay 3, 2011

Moderator Amy Schornick, THR

Farhana Abdullah

Moderator - Amy Schornick, THR; Attendees Natalie Dean Wood

and Lisa Reed

Panelists - Scott Alabosta, BlueCross BlueShield and Tim Kirby,Methodist Health System

Will Turner, Scott Turner, Jeff Guest and Organizers Kyllan Cody

and Robert Deen, FACHE

Organizers Kyllan Cody,Robert Deen, FACHE and

Alice Masciarelli

Chapter President Brad Simmons

After Hours Networking EventSubmitted by Melissa Reichardt

On Thursday, April 7, 2011, an After Hours Networking Event was held at Jasper’s Restaurant, in Plano, Texas. John P. O’Neill, FACHE, CEO, Medical City Children’s Hospital graciously hosted the event and spent his time mingling with attendees and ensuring fun was had by all.

Approximately 50 ACHE members and guests attended the event and shared in great conversation over free appetizers. The assorted attendance represented students, early, mid, and advanced careerists allowing all those that attended a diverse range of conversation and networking.

As always, the North Texas Chapter of ACHE is thankful to the hosts that make these important events possible. For more information on future events, please visit us at www.northtexas.ache.org or send us an email at info@northtexas.ache.org.

CALENDAR

ACHE of North Texas thanks the following Corporate Sponsors for assisting the organization’s mission. By sponsoring various events throughout the year, these sponsors are provided local and national exposure with an opportunity to showcase their organization, brand, career opportunities, products and services to the ACHE membership and its affiliates.

September 15, ThursdayCat I: Managing for MoraleEffective Management Techniquesto Retain Your StaffTime: 7.00-9.00am

September 23, FridayExecutive Session: Possibilities, Probabilities and Creative Solutions: Breakthrough Thinking for Complex Environments Speaker: Kevin O’ConnorTime: 8.00am-2.00pmLocation: Baylor University Medical CenterOrganizers: Beverly Dawson and Gail Maxwell

We are currently working on new educational and networking opportunities for 2011. For the latest updates please check our website or watch your inbox for the event guide.

August 10, Wednesday Networking EventLocation: Ballpark in ArlingtonHost: Winjie Tang Miao, President, Texas Health Harris Methodist Hospital Azle and Texas Health Harris Methodist Hospital AllianceSponsor: Sterling Barnett Little

August 18, ThursdayCat I: The Path to Electronic Health Records Implementation: Strategies for Success Time: 5.30-7.30pmLocation: Baylor All Saints Hospital, Fort WorthSpeakers: Mike Alverson, North Texas Regional Extension Center Joe Taylor, Health Care Service Corporation DuWayne Willett, MD, UT Southwestern Medical Center Alex Calle, mHealthOrganizers: Brian Corcoran, Beverly Dawson, Aaron Miri, Cynthia Nguyen, Madhu Rao

September 8, ThursdayAfter Hours Networking EventTime: 5.30-7.00pmHost: John Haupert, FACHE, COO, Parkland Health and Hospital System, Chapter Regent

September 14, WednesdayBreakfast with the CEOHost: Oscar Amparan, President, Texas Health Harris Methodist Fort WorthTime: 7.30-9.00amLocation: Texas Health Harris Methodist Hospital Fort WorthOrganizers: Heather Vines and Bethany Williams