ACHE of North Texas Executive Connections - Fall 2018 by ACHENTX

FALL 2018

Insights on Emergency Preparedness

F E AT U R E S 4 President’s Message Kevin Stevenson, FACHE 6 Regent’s Message Ken Hutchenrider, FACHE ACHE Texas - Northern Regent 7 Member Spotlights 22 Event Encore 44 National News 47 Calendar of Events 48 Membership Annoucements

14 Ready for Anything… Area Health Systems Share Insights on Emergency Preparedness

Editor-In-Chief

Joan Clark, DNP, FACHE Thomas Peck, FACHE

Contributing Writers Creative Direction

Marty Heath Tom Peck Naveena Reddy Audrianne Schneider

Advertising/ Subscriptions

info@achentx.org

Caleb Wills, calebsemibold.com

Questions and Comments: ACHE of North Texas Editorial Office, c/o Executive Connection 300 Decker Drive, Suite 300 | Irving, TX 75062 p: 972.413.8144 e: info@achentx.org w: achentx.org

2018 ACHENTX Board of Directors Jennifer “J” Alexander Operations Mgr of Imaging Systems & Services, UT Southwestern Jennifer Conrad Dir of Healthcare Business Development, EYP Architecture & Engineering Jacquetta Clemons-Davis, FACHE INTEGRIS Jessica Daw Fuhrman, FACHE Principal, Catalyst Advisory Partners Fraser Hay, FACHE President, Texas Health HEB Hospital

2018 Chapter Officers President

Kevin Stevenson, FACHE Executive Vice President IntegraNet Health

Edwin Kenneth “Ken” Hutchenrider, FACHE, President, Methodist Richardson Medical Ctr

President Elect

Jared Shelton, FACHE President Texas Health Presbyterian Hospital Allen

Benjamin Isgur, FACHE Leader, PwC Health Research Institute

Immediate Past President

Janet Holland, FACHE Exec Advisor BroadJump LLC

Kristin Jenkins, FACHE President, DFW Hospital Council Education & Research Foundation

Secretary

William “Scott” Hurst, FACHE Project Leader - Clinical Decision Support Methodist Health System

Treasurer

Dustin Anthamatten VP, Operations Methodist Charlton Medical Center

Valerie Johnston, FACHE Associate Professor, Texas Christian University Morten “Martin” Ostensen Univ of North Texas Health Science Center Amanda Thrash, FACHE VP of Professional & Support Services Texas Health Plano Nancy Vish President, Baylor Heart & Vascular Hospital

The ACHE of North Texas e-magazine, The Executive Connection, is published triannually 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.

Presidentâ&#x20AC;&#x2122;s Message I cannot overly express my gratitude for the opportunity to serve as the President of ACHE of North Texas. Serving with each of you in this capacity has truly been one of the highlights of my career. It seems like just yesterday that I led our Board Strategy Retreat to set the 2018 priorities and now 2018 (and my term) is almost over. As a chapter, we are blessed with tremendous leaders who are called to the ministry of healthcare and who volunteer their time and efforts to ensure ACHE of North Texas is the premier chapter in ACHE. I can honestly say there is no doubt that we are! We receive numerous calls from other chapters asking about our mentorship program or educational offerings or New Horizons event because we are renowned for our excellence. People maintain their membership in ACHE because of our chapter and the dedication and hard work of our volunteers who lead our various programs and events continually inspire me. Thanks to all of you and especially to those who served on the Board this year. I must also thank our Executive Director, John Whittemore. John is our glue, our organizer, our encourager. I have been in other chapters of ACHE, but this is my first with its own Executive Director. The difference is astounding.

John, again, thank you for your leadership and friendship. Ken Hutchenrider serves as our Regent and has been a great advocate for not only our chapter but all the chapters in his region. Ken, thank you for your leadership and commitment. I really appreciate you. Now, back to the aforementioned Board Strategy Retreat. Last year, the Board decided upon four areas we wanted to tackle this year. They were enhancing sponsorships, assisting members in transition, communicating the value proposition for ACHE and ACHE of North Texas and creating a marketing subcommittee. I would like to share a few updates on each. Firstly, the Board decided we would like a yearâ&#x20AC;&#x2122;s worth of working capital in reserves. This goal led to a lofty sponsorship goal to which we are still adding each month. The committee structure has been revamped, we have added new, less traditional sponsors and our funds exceed last year at this time. I have no doubt 2019 will continue to add to these reserves. Please speak with your organizations about sponsoring ACHE of North Texas for 2019. Many of us have been in career transitions and the Board wanted to take a more proactive approach to assisting

our members who are looking for their next opportunity. After reviewing options, our chapter has partnered with the Southlake Focus Group for the DFW-CSN Healthcare Focus Group. I attended a meeting recently and shared the resources of ACHE and our chapter and observed a collegial environment of people just helping people. I look forward to the evolution of this partnership. Because many organizations are no longer subsidizing dues, ACHE of North Texas and ACHE must be more intentional about the value we bring to healthcare leaders. I feel strongly that we have emphasized that value in each event, sponsorship ask, C-suite meeting and communication throughout this year. The FACHE credential is the gold standard for healthcare executives and shows we Fellows are board certified in healthcare management. Fellowship is earned and respected. Our chapter is uniquely positioned to partner with healthcare organizations in leadership, education, networking, mentorship, etc. Finally, to help promote these focal areas, the decision was made to create a marketing subcommittee under the Communications Committee. Marketing has reviewed collateral pieces, advanced our social media and brought an awareness to the image we as a chapter want to convey. From the many educational hours offered, the networking events, the community service opportunity, the mentorship relationships culminating in a wonderful General Membership Dinner with Cowboy great Tony Hill (#TonyfortheRing), this has been a great year for ACHE of North Texas. Again, thank you for the honor of being your President. Jared, here are my clown-sized shoes. Fill â&#x20AC;&#x2DC;em! Kevin W. Stevenson, FACHE President, ACHE of North Texas Executive Vice President, IntegraNet Health

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

Regentâ&#x20AC;&#x2122;s Message Dear Colleagues: Recently I engaged in a meeting with my Medical Staff in regard to changes to Board Certification. As many of you are aware, our various Medical Staffs are wrestling with how to deal with changes from their various professional organizations for their Board Certifications. As the discussions occurred, I mentioned that as a Fellow of the American College of Healthcare Executives I was Board Certified in Healthcare Management. Several Physicians turned to me and stated they were unaware of such a credential and they were glad their Administrator was Board Certified. This led me to the realization that we as Healthcare Administrators do not discuss our Board Certification and promote this to our up and coming leaders. I want to challenge all of us to continue to promote to our next generation of leaders the FACHE credential. As a next generation leader please continue to work toward your Fellow credential. Our local

ACHE chapter has led many efforts to assist you in receiving needed educational opportunities as well as study opportunities for our Board examination. Please take advantage of these opportunities. Additionally, we should all take appropriate opportunities to discuss your own FACHE credential to your facility and medical staff. I was pleasantly surprised as to the reaction I received from my Physicians and I think you may be as well. As we close this year, I want to thank each of you for your continued great work in Healthcare Administration and your support for ACHE and our local chapter. I continue to be so impressed with what we accomplish each year as a professional organization and I hope to see you at our 2018 ACHENTX General Membership Dinner on November 7th where we will celebrate many accomplishments for the year. As always, if I can help you in any way in my role as Regent, please call on me. Thank you for a great year and for all of your continued great work!!! Ken Hutchenrider, FACHE ACHE Regent for Texas â&#x20AC;&#x201C; Northern President, Methodist Richardson Medical Center

Member Spotlight Fatima Altakrouri

What are you doing now? I am a full- time student at TWU, finishing my last semester. I will be graduating with my Masters in Healthcare Administration (MHA) management in the middle of December. I am an Upsilon Phi Delta Honor Society member, an Epsilon Omega Epsilon Honors Society Member, as well as the Golden Key International Honour’s Society member. I juggle many other long term volunteer work as well, such as helping to run a clinic offering free services to the uninsured, and another group that brings in children from overseas in need of extreme sclerosis operations, which is mostly done at Scottish Rite Hospital. I also recently became a volunteer at ACHENTX, in the education committee. I am very excited for this role, as I would love to give back to the many events ACHE has provided for us. My Goal is to keep giving back, no matter what is on my schedule of things to do. In your opinion, what is the most important issue facing Healthcare today? I think that the biggest issue we have today in Healthcare, is covering health services for those without insurance. ER’s have become clogged with non-urgent issues for those that could not get checked out with a general PCP. This causes unnecessary expenses for the hospitals and insurances alike, and prevents those that are in need of urgent care from receiving it immediately. Also, many of those that do not have insurance and do have urgent issues fear from going to the ER, as they are not aware of the EMTALA law that entitles them to do so. I have witnessed this with one of the patients that had a bad injury, and yet feared to go to the ER, despite insisting he does so. On the other hand, there are those that are insured, but will not use their insurances due to high premiums and out-of-pockets that they could not afford. This prevents the patients from receiving the necessary general wellness checkups that prevent illnesses from developing. There are many small issues here and there in the Healthcare

environment. In my opinion, they should all be tackled, since ignoring them would only lead to a larger problem at hand. How long have you been a member of ACHE? I have been a member of ACHE for a year. Why is being a member important to you? Has ACHE membership been a benefit to you in your career? Being a Member of ACHE is important to me, as it further strengthened the education I received in my University. It connected me with some of the brightest, most enthusiastic professionals in the field. It is a great place to network within, and learn from one another. Even though I did not land into any internships, as I wished to do, I have continued to build myself within this organization. It helps to see the many encouraging faces, and their kind words to never give up, and to keep doing what I am doing. I am hopeful that continuing my membership will land me in the correct place, in my first job. What advice would you give early careerists or those considering membership? Do it. Join. Be involved. This is your way of further developing your skills, networking, and expanding your education with wonderful education panels. Do not give up, and keep giving back. Make others benefit from what you achieved. Remember: “The meaning of life is to find your gift. The purpose of life is to give it away.” — William Shakespeare Tell us one thing that people don’t know about you. I love to travel and cook. I have an undergraduate degree in Nutrition, and taught Nutrition for Culinary students at Collin County Community College for almost 2 years. Also, I am a mother to two wonderful boys. I am bilingual, self- taught at the age of 16.

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

Member Spotlight Sean Dyer

What are you doing now? I re-launched our company’s (Medix) presence in the IT staffing and consulting space here in DFW. DFW is a dynamic healthcare IT market so we wanted to relaunch and the timing lined up that it made sense for my family to relocate here from Nashville so I could do that. We launched in summer of 2017 and are growing rapidly now. In your opinion, what is the most important issue facing Healthcare today? Cost, and complexity. (I guess that is two). I see the cost issue growing at an astronomical rate, and it doesn’t help that it is so complex at the same time. It seems like pricing transparency could fix a lot of this but I know that is a challenging thing to get to in healthcare. How long have you been a member of ACHE? Off and on, for probably 5 or 6 years now. More active the last couple of years. I’ve attended events without being a member for that whole time though. Why is being a member important to you? Has ACHE membership been a benefit to you in your career? It’s important because it allows you great learning, networking, and growth opportunities. The programming is fantastic

- ACHE offers the most consistent, affordable opportunity of any organization to hear from and network with leaders throughout DFW’s dynamic healthcare industry. What advice would you give early careerists or those considering membership? I would encourage them to join, attend often, and even get active in a volunteering capacity on a committee early and often. Tell us one thing that people don’t know about you. I am the oldest of 14. Besides having several blood siblings, my parents have fostered and adopted, so holidays are a ton of fun. :)

Member Spotlight Eddie Wen

What are you doing now? I am Scientific Director at Baylor University Medical Center at Dallas. I am pursuing my MBA at UT Dallas. I am on the Education committee of ACHE North Texas Chapter. In addition, I am working on translating scientific evidence published in journals (such as New England Journal of Medicine) into software algorithms to improve quality and safety of care. In your opinion, what is the most important issue facing Healthcare today? There are many perceivable issues facing Healthcare today in the United States and around the world. We have difficulties in confronting issues on all 3 elements of care delivery: Access, Quality, and Expense. It is a complex problem and cannot be resolved easily. In my opinion, the solvable strategic issue facing healthcare is over-differentiation. Medical care has become so differentiated that no single care team can solve the complex problems in care delivery. Integration is the key resolution.

Why is being a member important to you? Has ACHE membership been a benefit to you in your career? ACHE North Texas Chapter is the best run professional society that I have ever seen. ACHE North Texas chapter offers quarterly educational events to members. In these events, members have opportunities to network and learn the hot topic and resolutions from executive managements of various organizations in the North Texas region. What advice would you give early careerists or those considering membership? I would recommend all students become a student member and all early careerists become a regular member as soon as possible. It is important to get to know the issues in healthcare management so perspectives and creative solutions can be generated in studying and operations. Tell us one thing that people donâ&#x20AC;&#x2122;t know about you. My shoulder and neck pain bothered me for years. Swimming butterfly totally cured it.

How long have you been a member of ACHE? I have been an ACHE member since January 2017.

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Member Spotlight Mike Waters, LFACHE

Mike Waters, LFACHE, served for many years as President and CEO of Hendrick Medical Center in Abilene – a respected regional referral-based health care system serving many counties in west-central Texas. Upon his retirement, Mike and his wife Kathy relocated to the DFW area where he remains active in professional, community, and faith-based initiatives. Mike represents the values and ethical principles that have led to the highest degree of professional development and success. Mike was also the Chairman of Board of Governors of ACHE in 2000 and the recipient of it’s Lifetime Service Award in 2012. What was your last position as a health care executive and why did you choose to retire when you did? I served the last 28 years of my career at Hendrick Medical Center in Abilene, Texas, 24 as President and CEO, and the final four years as Senior Consultant. I retired because I wanted to consult, travel, and complete my “Bucket List.” Why did you choose the health care administrative profession? In undergraduate school at Lamar University in Beaumont, Texas, I worked in the evenings at the Baptist Hospital. That experience was the motivating factor in my choosing to go to graduate school in hospital administration and pursue hospital administration as a career. Who would you consider to be one of your most influential mentors and why? My first boss, Mr. Earl Skogman, was my most important mentor. He was Administrator of the Central Hospital of the Memorial System (now Memorial Herman) in Houston. He was a role model, mentor, and counselor throughout my career as long as he was in the field.

What was the best career advice you received? Listen, listen, listen, and ask questions. What is your advice to a fellow Affiliate who is considering advancement? Listen, listen, listen and ask questions. Dress the part, act the part, be compassionate about your service, and continue to participate in education, both as a student and as a teacher, throughout your career. Become a Fellow in the College as soon as possible, and always place the credential FACHE after your name when acting professionally. What advice might you give your fellow ACHENTX members to avoid career limiting decisions or actions? Be cautious and thorough in decision making. Be considerate to all of your colleagues...superiors, subordinates, and peers. If you had one “do-over”, what would it be? I would have taken courses in two other areas...accounting and insurance underwriting. I never had an accounting course in my undergraduate and graduate education, and it limited my understanding of financial matters. The new discipline of population health requires an understanding of analytics, and insurance underwriting – two areas that would have been very helpful to me educationally in retrospect. Conversely, what was one of the more successful risks you took and why? When I was 38 years old. The board of Hendrick Medical Center, a 400 Bed Hospital, selected me to be the CEO of the organization. I took a risk at that young age to undertake that task. With the help and support of my wife, Kathy, and the boards and my colleagues at Hendrick, I enjoyed all 24 years as the President and CEO. In retrospect, I realize what a risk it was for me to undertake that position at such a young and inexperienced age.

What advice would you give to an early careerist who is struggling to achieve their potential in the profession? A career in health administration is a challenge in todayâ&#x20AC;&#x2122;s environment. Education, hard work, discipline and tenacity are the important attributes necessary for success. Not to mention, a lot of luck. Who one knows and associates with is also extremely important. I would encourage early careerists to attach themselves to a mentor, connect with other peer group professionals in the field, and be loyal (very loyal) to their employers and superiors in their respective positions as they pursue their career. I recommend reading The Testament by John Grisham and a daily reading of the Bible or their faith book to guide their values.

Panama Canal, Voyegers National Park, Yosemite, Zion, Bryce, Canyonlands, Arches, and Grand Canyon National Parks, and other places. Still on my list are Fenway Park, Key West, the Mormon Tabernacle (even though I am a devout Baptist), and Field of Dreams. Other places might be added. I have been married to a wonderful woman, Kathy, for nearly 42 years. She is my soul mate, my friend, and my inspiration. Retirement has been great because I have my health, financial security, and a great wife to share it with me. My two grown daughters, their husbands, and our four grandchildren enrich my life.

What observations do you have as a health care consumer? As a consumer, it is important, first and foremost, to develop a relationship with a primary care physician and his or her staff as you maintain your health status. Have regular checkups (I am always surprised at my colleagues who didnâ&#x20AC;&#x2122;t), and be the example of good health practices. Today, an individual has to take a great deal of responsibility for his or her own health...no one will or can do it for you. What are you doing these days to maintain an active and rewarding lifestyle? When I retired, I had a bucket List. It included travel and continuing activity in the field. I serve on four boards, as a volunteer concierge at Baylor University Medical Center every Thursday morning, as a mentor in the ACHENTX mentorship program, and I am just about to complete my bucket list. My bucket List included the following: Civil War battlefields (I have visited more than 25 battlefields, several more than once), the Alaska Highway, Wrigley Field, Machu Picchu, the

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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Ready for Anythingâ&#x20AC;¦ Area Health Systems Share Insights on Emergency Preparedness Tom Peck, FACHE

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Healthcare organizations have been among the leaders in planning for emergencies, holding regular drills to test their preparedness and to identify opportunities for improvement. Over the past several decades, DFW health systems have faced a variety of emergency situations – the Delta tragedy at DFW airport, the shooting in downtown Dallas that resulted in five police deaths, the Ebola crisis, weatherrelated casualties, multiple shootings, and many more. Throughout these crises, DFW health systems and their dedicated staffs have risen to the occasion, providing care and reassurance to the people of North Texas. We asked representatives of DFW’s leading healthcare organizations – Texas Health Resources (THR), Baylor Scott & White Health (BSWH), Methodist Health System (MHS), and Medical City Health (MCH) -- about their approach to planning for and responding to emergencies.

Q: Preparedness is a broad term – what does it encompass? A: THR defines emergency preparedness as encompassing five disciplines – emergency management, business continuity, physical security, non-clinical safety, and enterprise risk management. These disciplines are interrelated, forming a synchronized foundation for proactive risk identification and mitigation throughout the entire system. MCH uses emergency operations to describe an all-encompassing approach to include all traditional phases of emergencies of preparedness, mitigation, response, and recovery. BSWH views preparedness as encompassing the actions that improve, test, or validate existing knowledge, plans and systems at the system, hospital, department, family and individual levels. Its biggest challenge is building a culture of preparedness so that every new process, program, or new employee and contractor ensures continuity of service, patient care and safety. MHS: Preparedness is a combination of ability and composure. Ability implies being sufficiently equipped—knowledge, skills and materials. Composure concerns how abilities are organized and deployed when it matters. This is true for individuals as well as organizations. Preparedness is never fully and finally achieved. It’s a constant effort of improvement – of growing new and needed capabilities, fixing broken or deficient ones, and building confidence in the people and methods you turn to in a crisis.

Q: When you think about preparedness, what are the top five things every hospital, health system or healthcare organization should have in place at all times? A: While the top five lists include many similarities, there are some differences as well: • reliable hazard analysis • flexible notification system • commitment to exercising • strong visual cues (signs, vests, kits, etc.) • relationships with community partners • a functional downtime program • establishing ways to communicate, collaborate and coordinate effectively in crisis when traditional modes fail - a communication plan and backup plan that address how to reach all stakeholders • functionally trained and exercised special hazards teams • responsible and responsive leadership • an all-hazards emergency response plan and associated training • provisions for a power outage • an ability to lockdown the facility quickly • defined areas in healthcare facilities to handle mass casualty incidents • good plans • good training • focus (beyond meeting regulatory requirements) • benchmarking and lessons learned. Q: How is your health system structured for preparedness? Which functional groups in your system do you work with the most? A: MCH: Our parent, HCA Healthcare, has a well-thoughtout governance structure and framework for emergency operations that is patient- and family-centered with additional focus on staff and family and the whole-of-community. We operate a federated governance structure at the local facility, the division and the enterprise levels that actively engages in daily preparedness activities and activates into the emergency operations center during a time of crisis. Each line of business has a seat at the table and key role to play in our operations centers. THR: We have a small System Preparedness and Response (SPAR) team based at our system headquarters. The SPAR directors are subject matter experts and operational planners in all disciplines of preparedness. They work with our hospital, physician practice and business unit leaders to develop local risk

mitigation and crisis response capabilities. The approach we take is to engage our leaders in preparedness, not just update our leaders on the status of preparedness, so our SPAR team spends a lot of time on the road meeting with leaders in all areas of our system. MHS: Methodist uses a single model implemented separately at each site. Our hospital Emergency Management (EM) committees consist of the same disciplines. Our Incident Management teams are identically organized, as are the command centers they activate and the emergency operations plans that guide the responses. This enables the individual hospitals to identify the best fits for key response roles, and to activate emergency procedures at their own discretion. It also allows for more seamless support and reinforcement from the system level. While several functional groups contribute to our preparedness efforts, there is special emphasis on the unique expertise of our emergency department nurses and physicians, facilities crews, infection prevention teams, supply chain managers, and police departments.

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BSWH: Emergency management is a team effort at BSWH. Our emergency management committee is our first line of defense at the facility and includes infection prevention, public relations, security, physicians, nursing, clinical staff, engineering, emergency services, administration, legal, risk management, and several other key departments. This committee connects closely with our system level emergency management team through our formal incident command structure. These individuals participate in drill planning, preparation, execution and evaluation each year. Q: What preparedness training do you recommend for healthcare employees? A: Here’s the list provided by the five organizations: • incident management • communication • patient surge/mass casualty incident • workplace violence and active shooter • cybersecurity • chemical, biological, radiological, and nuclear

• role-specific training targeted to address different types of emergency events (clinical staff versus business or support staff) • annual training and new-hire training in orientation • broad topics such as active shooter and weather responses as well as more focused responses for incidents such as patient decontamination, business continuity and safe behaviors • “micro drills” at the individual department or clinical unit level • organization-level exercises which incorporate table-top functional and full-scale components that engage leaders and community partners • make a concrete connection to an individual employee’s home turf • training that equips staff to respond confidently to all types of emergencies affecting their area.

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Q: Any other words of wisdom to share? A: MHS: A very real challenge to preparedness is that disasters invite selective attention. They are hypothetical things until the moment they aren’t. When seas are calm, our attention is slack. When they’re rough, it becomes acute and emotionally charged. It’s hard to make headway in either situation – when routine duties make claims on our time, and when distress distorts our thinking. Too much of our planning is rash because too little is done in the sober stretches between emergencies. THR: Preparedness activities within your organization should enable leaders to lead. Do not let preparedness be the exclusive domain of the safety officer or emergency management coordinator. Practicing shared ownership around preparedness will set the conditions for successful organizational outcomes when your normal environment takes that unexpected turn. MCH: Emergency operations in health care has matured greatly and has become its own specialty that increasingly requires facilities to staff and fund dedicated resources.

BSWH: Patient centered care is the core of emergency preparedness, which is why training is so important. “All roads lead to hospitals” is a phrase we’ve coined to communicate a sense of urgency. Regardless of the type or location of an incident, it eventually will affect the hospital so the need to improve preparedness continually is paramount. What about the public side of emergencies? ACHENTX sought insight about emergency preparedness from the communication professionals at these health systems and here’s what they told us. Q: How much of your planning includes preparing for media and public inquiries? How prepared is your organization to deal with the logistical issues that come with a media onslaught? A: BSWH: We participate all year in our system’s preparedness effort. For any event, understanding how the media function and anticipating their needs helps you address logistical issues quickly.

for relocation to a designated area. Our recommendation is to let security have these conversations. Our PR team has walked every campus and worked with security and leadership teams to identify media staging areas. Be ready for some pushback, especially if there is not an ideal location for the satellite trucks, large antennas, etc. Local print and radio reporters will have the upper hand since they have the ability to park closer to campus. This may cause acrimony among the larger network affiliate TV crews. MCH: At each level, facility, division and enterprise, our company has a media relations staff that each dynamically support the others during the preparedness state and emergency incidents They are all integrated into the emergency operations command structure and have emergency plan playbooks to stand up operations. This structure is always immediately notified during any crisis our company faces so that they can be integrated from the start of the incident. Our communication teams collaborate with media agencies to ensure accurate and accessible information to the community in a timely process, but also to help manage appropriate communication. Q: Communication preparation typically includes functions like public/media relations and internal communications. How involved have other related functions been in your organization – legal, compliance, government affairs and privacy, etc.?

MHS: Our PR team takes part in every disaster drill and actively participates in Emergency Management Committee meetings at all four wholly-owned campuses. The PR team will bring up points of interest for media and the public and how we plan to address those issues, including working on the best ways to disseminate information, as well as ways to protect privacy for patients and families. We have a designated area for live trucks, as well as a designated area for media to comfortably set up laptops and gear. The location is strategically located far from the ED and close to PR. We have another area for patients’ families. PR representatives are located in both areas. THR: Based on previous experience at individual campuses, some are more prepared than others. If it’s a quickly evolving situation that occurs after hours (as most emergencies seem to) it is possible that media will park wherever they feel most comfortable and can get the best exterior shot. This can exist for a short time, but the longer it goes on, the harder it will be to move them, so you have to be willing to have the conversations needed

A: MCH: Our communication team works alongside frontline clinical staff and hospital leaders, ensuring that crisis communication is part of any disaster drill preparation and practice. We also work closely with legal, compliance and other entities on a daily basis to ensure that proper protocols are in place, in advance of any media or disaster event. BSWH: Through our hospital incident command structure, multiple departments are involved for cross collaboration and support. THR: They’re involved at a fairly significant level. Most of them are involved in drills or we tap them via cell and email during drills to get input and answers to different scenarios that we encounter. Despite all of the scenarios that we’ve drilled, there are situations during disaster exercises with new or surprising elements, which is a good thing. That’s why all of these departments should train at some point with the rest of the teams. Q: How well do hospital and system leaders understand the degree to which they will be called to oversee clinical and operational functions while tackling communication issues along with the PR and internal communication teams? These could be pedestrian problems to significant issues that affect

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the image of the organization and the public’s confidence in its ability to care for victims.

Thanks to the following for contributing their knowledge and insight for this article: Texas Health Resources: William H. Craig, FACHE, vice president, System Preparedness, and Steve O’Brien, director, Stakeholder Engagement. Medical City Health: Janet St. James, assistant vice president, Strategic Communications Methodist Health System: Ryan Owens, director, Public Relations Baylor Scott & White Health: Nick Sloan, MBA, CEM, CBCP, CHS-I, system director of Emergency Management, and Deke Jones, director of Media Relations.

A: THR: In training, we see hospital and system leaders engaged in communication, along with logistical/operational concerns that more directly impact patient care, which makes sense. But, in a real situation, it’s important to be aware that leaders at different facilities will have different reactions, and many will lean on what they see as the most pressing issues and what they’re most comfortable with, such as patient care-related challenges. Over time, leaders need to understand that there will be a need to communicate with the public and with internal stakeholders/audiences. This should be a primary tool to allay larger concerns, disseminate operational instructions and enable people to do their jobs with more confidence and assurance that the big picture is being addressed. MHS: The Methodist PR team works well with leaders. In fact, leaders typically alert us to issues early on. Leaders understand that PR is here to take any public-facing pressure off of them while they focus on clinical and operational functions. At least one PR leader will be in the command center with key leaders, so PR gets information in real time Our overall disaster plan includes working with PR to make sure our employees and staff get information through appropriate channels. MCH: Communicating emergency information to patients, staff and the community is something that is trained and exercised for at all levels of our company. BSWH: Our leaders are highly engaged because of preparation. Unfortunately, our system has had to deal with several emergency events including the West explosion in 2013, the second Fort Hood shooting in 2014, the Waco biker shooting in 2015, the Dallas police shooting in 2016, Hurricane Harvey in 2017, and the Coryell hospital explosion this year. Experience from these events has helped improve how we communicate internally and externally. Preparation is important, but we must continually identify ways to improve crisis communication.

Putting your health above it all. At Texas Health, we will be there for you and your loved ones. With an experienced staff and technologically advanced care, our dedication is to your health. Whether you need 24-hour emergency care or wellness services, we’re equipped to handle your health care needs. Advanced Surgical Procedures ■ Behavioral Health Cancer ■ Diabetes ■ Digestive Health Emergency Department ■ Heart & Vascular Neurosciences ■ Orthopedics ■ Weight Loss Surgery Women & Infants ■ Wound Care

1-877-THR-WELL | TexasHealth.org

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A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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Breakfast with the President July 31, 2018 by: Audrianne Schneider, FACHE

Joseph DeLeon, president, Texas Health Harris Methodist Hospital Fort Worth, shared insights about the changing landscape of health care, along with some personal stories from his 27-year career. More than 50 members attended the July 31 event. DeLeon began his health care career in the business office of St. Joseph’s Hospital in Bryan, Texas, under the leadership of Sister Gretchen Kunz, CEO. DeLeon credits Sister Kunz for instilling the importance of remaining focused on the mission, which was composed of three tenets: reverence, service and stewardship. DeLeon said he has carried that lesson — and those tenets — with him throughout his career. He emphasized that now is the time for health care leaders to join with civic and community leaders to build programs that promote healthy lifestyles, fight chronic disease and address the social determinants of health, citing the Blue Zones project in Fort Worth as an example. DeLeon also touched on the largest expansion in Texas Health’s history – the Jane & John Justin Patient Surgical Tower, which will be built on the Texas Health Fort Worth campus. The event concluded with a lively Q&A, with questions ranging from Texas Health’s relationship with UT Southwestern Medical Center to the hospital’s staffing/recruitment plans to the need for more behavioral health services across North Texas. ACHENTX extends thanks and appreciation to Mr. DeLeon and Texas Health Fort Worth for hosting this event and to the members who attended.

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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Breakfast with the CEO, Charles Gressle, CEO, Medical City Plano and Medical City Frisco, Plano Campus August 16, 2018 “Boom!” That was how Medical City Plano CEO Charles Gressle opened the August Breakfast with the CEO event in the Medical Office Building conference room at Medical City Plano. It was an apt way to start the event, drawing from a 2015 internal video featuring clips of several of the hospital’s leaders and staff summarizing the successes of the preceding year. Medical City Plano has been booming over the past few years, having added a Level 1 Trauma Center designation, a burn center, a surgery center, another medical office building and now building a $107 million cancer tower on the north side of the campus. The annual videos are one of the tools Gressle uses to share and engage the team in his vision for achieving success and building the service culture that will deliver it. In the 2015 video, prompted to come up with something catchy to lighten up the message, Gressle looked at the camera, gestured and said “Boom!” It caught on. The event was well attended with approximately 50 members participating. The medical center has a long history in Plano, starting as 66 bed Plano General Hospital in 1975. As Plano grew, so did the hospital. Now known as Medical City Plano, the campus now

staffs 567 beds, has an active medical staff of 1,800 physicians, 2,070 employees and has created an economic impact of $3.5 Billion. As a for-profit organization, the Plano location contributes an annual $17 million in local taxes and $24 million in federal taxes. Expanding access to care is a priority. The Plano campus has recently added a Maternal Fetal Medicine program and is adding behavioral health telemedicine capability via Green Oaks. The urgent care chain Care Now is one of their primary care access points, along with a few other clinics such as QuestCare. In 2017, HCA acquired the former Forest Park hospital location in Frisco and opened as Medical City Frisco. Mr. Gressle and his senior leadership team also lead that location. They’ve recently added Women’s Services and are planning to quadruple in size over the coming years, including construction of a 15 story patient tower on an adjacent lot and a 5 story Medical Office Building. Frisco will also be adding surgery centers and imaging extending the system’s reach beyond the hospital campus. The chapter thanks the Medical City Plano team for hosting this wonderful event!

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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Mentorship Mid-Year Networking Event August 9, 2018

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A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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ACHENTX Third Quarter Education Event August 23 2018 How can acute hospital networks facilitate care coordination for their patients and promote positive outcomes in population health? This was discussed at the ACHE North Texas third quarter education event on August 23 2018 at Parkland Health and Hospital System. We had 100 members, careerists and students, register for this event to hear from the leadership of major health systems in Dallas Fort Worth area. The audience actively participated in the event by asking questions and commenting on the topics. Panel 1: Care Coordination: Acute Hospital Becoming a Preferred Provider in the Narrow Network. Moderator: Leah Throckmorton, Director of 360 Services, Wise Health System. Panelists: Sunita Koshy-Nesbitt, Deputy Clinical Operations Officer, Southwestern Health Resources, Aaron Bujnowski, FACHE, Chief Strategy Officer, Texas Health Resources, and Marilyn Callies, RN, MBA, ACM, SVP, Transitional & PostAcute Care, Parkland Health & Hospital System. The panelists started the session discussing the challenges and opportunities of Accountable Care Act. They reported that the readmission rate has been both a challenge due to social determinants and an opportunity as it enabled them to partner with community in defining the care coordination. The need to address mental health in patient population was stressed and then the

panelists and moderator shared some of their best practices to tackle this challenge. The panelists also shared details of their organizationsâ&#x20AC;&#x2122; care coordination models such as telephonic counseling, improved access to mental health counseling, and oversight of and/or collaboration with post-acute systems. Panel 2: Improving the Bottom Line by Optimizing Patient Throughput. Moderator: Francesco Mainetti, Director of Business Sustainability/ Development, Parkland Health & Hospital System Panelists: Debi Pasley, FACHE, SVP & CNO CHRISTUS Health, John Phillips, FACHE, CEO, Methodist Mansfield Medical Center, and Karen Watts, EVP & CNO, Parkland Health & Hospital System. The panelists started the session discussing optimization of patient throughput such as telemedicine, community partnerships, etc. They then shared some of the initiatives and the results at their own organizations that improved patient throughput. ACHE North Texas sincerely appreciates Parkland Health for hosting the event and the members for participating in this event. For more information on future events, please visit us at www.achentx.org or send us an email at info@northtexas.ache.org

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

Healthcare goes by one name.

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Cocktails with the Chiefs September 25, 2018 The Reata rooftop in Cowtown was abuzz as more than 120 members gathered for great food, networking and Cocktails with the Chiefs. Moderated by Anna Brewer, CVA, Partner, JTaylor, the panelists enlightened the group with answers to questions ranging from their first jobs to virtual health to hiring strategies for the future. Panelists were Laura Burnside, SVP, Chief Experience Officer/Strategy, JPS Health Network, Rick Merrill, President and CEO, Cook Children’s Health Care System, Rebeca Tucker, President, Texas Health Harris Methodist Hospital Southwest Fort Worth/Clearfork and Janice Whitmire, COO, Baylor Scott & White All Saints Medical Center. When asked about advice they would provide to millennials about health care as well as growth areas, the panelists responded with “…explore patient experience…it provides exposure to lots of different areas” (Burnside), “…there is no higher calling than health care” (Merrill), “…keep your mind open and have a strong work ethic” (Whitmire) and “…get involved as early as possible; network and stay connected” (Tucker). In answer to the question about virtual health, the panelists agreed that there needs to be an appropriate balance between technology and the personal touch. Bricks and mortar will always exist but will look different (Whitmire mentioned Baylor Scott & White’s newer entities in Central Texas and Tucker discussed Texas Health’s Neighborhood Care & Wellness Centers as examples). All also agreed that technology is important to connect patients to information and caregivers to the care plan. Tucker emphasized that technology must be layered into the consumer experience. Merrill outlined the Cook Direct Connect program, which has been very effective in connecting clinicians to expedite care.

The event concluded with a lively Q&A that included the question, “When you retire, what project will you be most proud of?” Tucker responded that hers would be building and launching the Texas Health Neighborhood Care & Wellness Centers, expanding ambulatory access for people in North Texas; Whitmire said her legacy would be the Andrews Women’s Hospital – building from the ground up and forming the Women’s Council; Merrill got the audience laughing when he said, “Being from West Texas, I just want to be known as the guy who spoke in complete sentences without dangling participles!” He then said that he would want Cook’s to be known for fulfilling its promise and being known as one of the highest quality hospitals in the country, along with being a father and husband who balanced his career with his family. Burnside said that the chance to change someone’s life (many of the patients at JPS are disrespected/homeless) and caring for the caregivers. The event concluded with Clint Sanders and Jonathan Leer presenting a donation to the ACHE Legacy Fund (designated for career advancement) in honor of the panelists and moderator. ACHENTX extends thanks and appreciation to the moderator and panelists who made this event so memorable - and to the members who attended.

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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Multi-Chapter Education Event September 27, 2018 For the first time ever, ACHE of North Texas partnered with three other area Chapters to host a full day educational event. With the support and attendance form the East Texas ACHE Forum, Sooner Healthcare Executives, Texas Midwest Healthcare Executives and our own ACHE of North Texas more than 110 participants attended a four part session. The highly interactive four-part session touched all areas of healthcare from patient centered care to physician integration and crossing over to community health and palliative care. The first panel focused on integrating the Principles of Patient Centered Care. With Ken Hutchenrider moderating the discussion kicked off with the panel he noted that patient centered care would seem straight forward, just keep the patient at the center of the business. As the panel further discussed many comments were made that this is easier said than done. There are a lot of systems and processes that are designed without the patient in mind and thus it becomes increasingly difficult Staff engagement was highlighted as one of the simplest ways to promote patient centered care. The key is setting the tone for staff at the time of onboarding that patient centered care is part of the organizationâ&#x20AC;&#x2122;s culture. It is also really important that tenured staff go back through patient centeredness training so that everyone can see that this is foundational to providing an exceptional patient experience. The panel closed by highlighting the importance of measurement. Celebrate the top, acknowledge the bottom, and focus on those that score in the middle. The second panel focused on Physician-Hospital Integration in the 21st Century and was moderated by Chris Whybrew. The panelists began by commenting that physician integration varies from organization to organization. Those who do it usually do it well but a majority of organizations struggle. At the core of integration is trust but all too often physicians are brought into organizations and after the paperwork is signed they are

left to find their own way. It is important to spend time with these physicians well beyond contracting to assure they are successfully incorporated into the organization. The panelists suggested that as alternative payment models further develop so will the need to holistically integrate physicians. Now that these payment models are applying to a variety of settings it has provided an opportunity to open a conversation with providers which previously were difficult. Improving the Health of Your Community was the focus of the third panel and was moderated by John Allen. The panel discussed identifying what is working and not working to improve community health should be the start of the solution, but it is important to remember that community health is everyoneâ&#x20AC;&#x2122;s issue. As stakeholders, figuring out what matters and how to measure it will aid in bringing everyone together to speak the same language. Public health and epidemiology can assist with describing the health and wellness of friends, neighbors and families; it can help generate questions whether simple or complex. The panel closed by contrasting how process improvement projects are similar to community health. A problem is identified and then the goal is to go as far upstream as possible to plug in interventions. The closing panel for the day focused on Palliative CareAdvancing Quality and Improving Costs as moderated by Alfred Levy, MD. The panelists started with a definition of palliative care. With input from the audience, palliative care was described as a multidisciplinary team-based process aimed at relieving suffering of patient and families of the seriously ill, offered simultaneously with other care. In discussing when palliative care should start, the panel agreed that it should start up stream at the point when a patient is diagnosed with a lifelimiting illness. Palliative care can start many years up stream while aggressive care is still being administered where as a hospice is highly regulated around timing.

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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ACHENTX Annual Women’s Breakfast October 2, 2018 The annual Women’s Breakfast event was held on Tuesday, Oct. 2, at the La Cima Club in Las Colinas. The panel discussion was moderated by Judy Hoberman, president, Walking on the Glass Floor and Selling In A Skirt, and author, Walking on the Glass Floor: Seven Essential Qualities of Women Who Lead. The three panelists addressed a variety of topics, including the top qualities of a great leader, ways to work through tough situations, how to look for champions (men and women) and shared some experiences of women not being kind to other women (and how women can advocate for each other). The panelists were: Teresa Chan-Leveno, MD, associate professor, Department of Otolaryngology- Head and Neck Surgery, UT Southwestern Medical Center; Patricia M. Currie, FACHE, president, Hospital Operations, Baylor Scott & White Health and Pamela McNutt, senior vice president & CIO, Methodist Health System. The last section of the presentation included a Q&A session with the more than 150 attendees. The audience was riveted as the panelists responded to the question, “Have you ever been asked to compromise your integrity?”. In summary, the overall response was “Yes – but never compromise your integrity – draw that line in the sand.” The event concluded with a donation to the ACHE Legacy Fund (designated for the mentor program) in honor of the panelists and moderator. ACHENTX extends thanks and appreciation to the moderator and panelists who made this event so memorable - and to the members and guests who attended.

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Volunteer Engagement Gathering October 11, 2018

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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Breakfast with the CEO Frederick Cerise, MD, MPH, CEO, Parkland Hospital and Health System October 16, 2018 “If you want to run a successful business, watch everything we do, and then do the exact opposite!” With these words of advice, Dr. Cerise opened the Breakfast with the CEO event in October, 2018. Approximately 45 ACHE members braved the cold rain to participate in the event. Why not do as they do? Because Parkland, as a public health system, is the system of choice for the large population of uninsured and underinsured people in Dallas and beyond. Approximately 45% of their patients are entirely uninsured and another 30% have coverage through Medicaid. Because Texas has so far refused to expand Medicaid, as available through the Affordable Care Act, that payor mix is unlikely to change soon. As a result, the business model is very different from other hospitals. A substantial portion of PHHS funding comes via the 1115 Medicaid waiver program, disproportionate share, taxes and other funding. Because of the differences in reimbursement models, the system can pursue alternative programs. One third of the budget is provided by Dallas county (40%) taxes, rather than tied to patient visits, so PHHS can take a global approach to preventive care. Nearly 1 million uninsured or Medicaid patients are seen each year.

In a recent Merritt Hawkins survey on access to Medicaidaccepting providers, Dallas is the major metro area ranked lowest for access to multiple medical specialties, with an acceptance rate of 17%. Hospitals take it, but outpatient providers largely don’t. Consequently, PHHS outpatient clinics are the major provider for Medicaid patients in the city. They expanded into a system of outpatient clinics in underserved areas over the past couple decades, and the majority of the patient visits and medical care is provided in the community, on an outpatient basis. In one innovative approach, the system has learned that some services by specialists can be done by consult without seeing the patient. As many as 40% of specialty consults now done by email. The consult program helps patients reduce incidents of missing work, transportation problems, and other difficulties going in person to specialists for consultation. Clinics and hospital are staffed by UTSW physicians, meeting the dual purpose of providing high-quality medical care for patients while providing cases for medical students and faculty. The system has also found value implementing the “Choosing Wisely” program created by the American Board of Internal Medicine. This program identifies wasteful practices such as referrals for services whose costs exceed their utility and eliminates them. This approach helps PHHS save hundreds of thousands of dollars per year. The chapter thanks the Parkland Hospital and Health System staff for their hospitality!

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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ACHENTX Fourth Quarter Education Event October 25, 2018 The fourth quarter education event on Thursday, Oct. 25, at Haynes and Boone, LLP in Dallas, featured two timely panel discussions. The first panel topic, Disruptive Innovation in Healthcare Delivery, was moderated by Paul Aslin, FACHE, Chief Transformation Officer and Senior Vice President of Strategic Alignment for Wise Health System. The engaging discussion covered a variety of health care innovation examples, including medical school training, the move to value-based care models, transition from predictive to prospective analytics, a focus on the social determinants of health and price transparency for consumers. The second panel, It’s All About Vision: The Role Vision Plays in Your Strategic Planning Process, was moderated by Ken Hutchenrider, FACHE, President, Methodist Richardson Medical Center. Panelists shared perspectives on their definition of “vision”, how you create a vision, communicate its intent and help all members of the organization understand what it means to them. Each panel included a Q&A session. One of the questions after the second panel was, “How do you work through a major change?”. Aaron Bujnowski, FACHE, Senior Vice President and Chief Strategy Officer at Texas Health, offered a nautical tacking analogy, stating that you can actually sail faster against the wind by adjusting the sail along the way and reiterated that the destination must remain in front of you. The event concluded with a donation to the ACHE Leadership Fund in honor of the panelists and moderators. ACHENTX extends thanks and appreciation to the moderator and panelists who made this event so engaging, to Haynes and Boone, LLP, for hosting, and to the members and guests who attended.

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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General Membership Dinner November 7, 2018 Reflection, celebration and anticipation filled the room at Las Colinas Country Club on the evening of Wednesday, November 7, as more than 200 healthcare professionals gathered for the annual general membership dinner of ACHE of North Texas. Kevin Stevenson, FACHE, 2018 chapter president welcomed attendees and quickly reviewed highlights of the year: • 17 members advanced to Fellow, one passed the Board of Governors Exam, and 62 have recertified as Fellows so far this year. • Three newsletters, periodic updates, weekly announcements, and social media posts highlighted the chapter’s communications efforts. • 18 Face-to-Face education panels (27 hours) delivered locally, eight of those in partnership with the East Texas ACHE Forum, Sooner and/or Texas Midwest chapters. We partnered for the third year with the University of Alabama at Birmingham for an additional 17 hours of Face-to-Face education credits. • 49 mentee/mentor matches (a 45% increase from last year) for another successful Mentorship Program. • ACHENTX was one of the largest chapters in the country with 1,538 members. • Six networking events were held as well as the annual community service event with DME Exchange and four breakfast with the CEO meetings. Stevenson presented the nominating committee’s recommendations for officers and board members for 2019: Board Nominations: Kyle Armstrong, FACHE, Baylor Scott & White Medical Center Felixia Colon, FACHE, Schumacher Clinical Partners Thomas Peck, FACHE, Tom Peck Communications Officers: President: Jared Shelton, FACHE, Texas Health Presbyterian Hospital Allen

President-Elect: Scott Hurst, FACHE, Methodist Health System Past President: Kevin Stevenson, FACHE, IntegraNet Health Secretary: Amanda Thrash, FACHE, Texas Health Neighborhood Care & Wellness Prosper Treasurer: Dustin Anathamatten, Methodist Charlton Medical Center Attendees voted to accept the recommendations and the new board members and officers were approved.

Stevenson then turned the program over to the newly elected 2019 president, Jared Shelton, FACHE. Shelton thanked Stevenson for his service and presented him with an award of appreciation. He also recognized chapter sponsors and those organizations that purchased tables for the dinner. He also recognized the 2018 board of directors and presented awards of appreciation to the three board members who are completing their terms - Jessica Fuhrman, FACHE, Janet Holland, FACHE, and Kristin Jenkins, FACHE. He also recognized the 2018 committee chairs and co-chairs and all the volunteers who contributed to the chapter’s success. Shelton recognized the new Fellows in 2018. Special awards were then presented, honoring the 2018 National Award winners: Ken Hutchenrider, FACHE, Charlene Kesee, FACHE, Jared Shelton, FACHE, and Jyric Sims, FACHE. Amanda Thrash, FACHE, received the chapter’s Early Careerist award. Communications committee members Marty Heath, FACHE, and Chris Grossnicklaus received Volunteer of the Year awards for their work on the social media subcommittee. Josh Floren, FACHE, received the Mentor of the Year award. This year, the chapter honored Bob Walker, FACHE, president and

CEO of Texas Scottish Rite Hospital with its Senior Leader of the Year award. Shelton presented this year’s case study competition teams, executive coaches, and judges. Competitors included teams from UNT Health Science Center, University of Washington, UT Tyler, UT Health Sciences Center at Houston School of Public Health, Texas State, University of Texas at Dallas, and Texas Christian University. After preliminary judging, the three finalists were UNT Health Science Center, University of Washington, and University of Texas at Dallas. The winning team was the University of Washington. Winning team members came to the stage to accept their award and describe the case study and their approach to it. Executive coaches included Paul Aslin, FACHE, Bob Ellzey, Scott Hurst, FACHE, Ben Isgur, FACHE, Shane Jones, Marjorie Quint-Bouzid, and Vanessa Walls. Judging the competition were David Helfer, FACHE, Rosemaria Levinsky, J.D., FACHE, Arthur Gonzalez, L-FACHE, and Dr. Mary Wylie, FACHE. Ashley Sadlon, the chair of the Membership & Networking committee then presented the ACHENTX Heart of Healthcare

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

EVENT ENCORE Award to Community Hospice of Texas. Accepting the award on behalf of the hospice were Victoria L. Jingle, MBA, CEO of CHOT and Deidrea Laux, immediate past chair of the Community Hospice of Texas Board of Directors and mother of perinatal hospice patient, Thomas Laux. Ted Shaw, president and CEO of the Texas Hospital Association, presented an update on Hospital Employee Assistance Fund and an outlook on the future of healthcare in the state after the mid-term elections. Shelton then introduced the eveningâ&#x20AC;&#x2122;s featured speaker, Tony Hill, former Dallas Cowboys player, by running a highlight reel of Hillâ&#x20AC;&#x2122;s most famous receptions and plays. Hill spoke about his time as a Dallas Cowboy, memorable times with his teammates and what his experience taught him about leadership and how it shaped his philosophy about life. He then answered questions from the audience. To cap off his presentation, Hill auctioned off a Cowboys helmet autographed by himself, Roger Staubach, Tony Dorsett and Drew Pearson. The $1,500 paid for the helmet was donated to the ACHENTX Leadership Legacy fund. The chapter also made a donation to the fund in honor of Hill. Shelton then adjourned the meeting and wished everyone a good evening.

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Mentorship Program Closing Ceremony November 15, 2018

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

National News Save the Date for the 2019 Congress on Healthcare Leadership

Leading for Safety: Mastering Vision and Board Engagement

The American College of Healthcare Executives’ Congress on Healthcare Leadership brings you the best in professional development and opportunities to network with and learn from peers. At the 2019 Congress, to be held March 4–7 at the Hilton Chicago/Palmer House Hilton, you will have access to expert faculty and the latest information to enhance your career and address your organization’s challenges in innovative ways.

On Dec. 4, explore two of the six domains—Vision and Board Engagement—outlined in Leading a Culture of Safety: A Blueprint for Success during the complimentary ACHE webinar, “Leading for Safety: Top Down, Bottom Up and Across the Organization.”

Join your peers in 2019 for countless opportunities to innovate, collaborate, grow and transform. The opening date for Congress 2019 registration and to reserve hotel accommodations was Nov. 13. Save your spot today!

Showcase Your Innovations at Congress ACHE’s Congress on Healthcare Leadership gives you two exciting opportunities to share your innovations, network with other innovators and discuss pressing issues in healthcare with other leaders seeking similar solutions. You can apply to participate in the Management Innovations Poster Session and/ or the Technology Innovations Session. The 35th Annual Management Innovations Poster Session is a unique opportunity for you to share the innovative work being done at your organization that might be helpful to others, including innovations to improve quality or efficiency, enhance patient or physician satisfaction, implement EHRs, use new technology and similar topics. Innovations that apply technological or digital solutions (e.g., apps, software, automated texts, etc.) to meaningfully improve the efficiency of an organization or the effectiveness and/or access of care delivered can also be submitted for ACHE’s first ever Technology Innovations Session. Applications for both the Management Innovations Poster Session and the new Technology Innovations Session are due Jan 10. Click here to learn more about application requirements and selection.

The presentation will provide strategies and techniques required for the Vision and Board Engagement domains and how to scale this initiative across an organization. This webinar is Part III of a three-part series. We encourage participants to attend all three webinars in the series to gain the maximum educational benefit. Access Part I and Part II of the series in ACHE’s On-Demand Webinar Recordings. Learn more about the webinar and register today. Visit ache. org/Safety to download the blueprint and take the We Lead for Safety pledge.

Apply for Fellow Status The importance of earning the distinction of board certification as a Fellow of the American College of Healthcare Executives cannot be overstated. Earning the FACHE® credential demonstrates a healthcare leader’s competence, leadership skills and commitment to excellence in the field. The ACHE of North Texas encourages you to take the next step in advancing your career. When you achieve Fellow status, this accomplishment benefits your professional goals and the healthcare management profession. Applicants who successfully meet all requirements by Dec. 31, including passing the Board of Governors Examination, will be eligible to participate in the Convocation Ceremony at the 2019 Congress on Healthcare Leadership.

Access Complimentary Resources for the Board of Governors Exam For Members starting on the journey to attain board certification and the FACHE® credential, ACHE offers complimentary resources to help you succeed. Two resources available to get you started are the Board of Governors Examination in Healthcare Management Reference Manual and quarterly Advancement Information webinars. • The Reference Manual, found at ache.org/FACHE, includes a practice 230-question exam and answer key, a list of recommended readings, test-taker comments and study tips. • Fellow Advancement Information webinars provide a general overview of the Fellow advancement process, including information about the Board of Governors Exam, and allow participants to ask questions about the advancement process. An upcoming session is scheduled for Dec. 14. Register online at ache.org FACHE.

of both your former and your new job, as well as a highresolution headshot, to he-editor@ache.org.

Find Open Positions With ACHE’s Job Center Did you know you can apply for healthcare management positions quickly and easily with ACHE’s Job Center? This member-exclusive resource allows you to search through nearly 1,500 open positions across the nation based on your preferences such as location and desired salary. We’ve recently added an Internship Tab to help students and recent graduates navigate opportunities. To gain more exposure to potential employers, all members have the option of posting a resume for review. To provide additional value, the Job Center is complete with a Career Learning Center to help you enhance your resume and leave a lasting impact during your next interview. To take advantage of these resources and more, visit ache.org/ JobCenter.

Both offerings supplement other Exam resources such as the Board of Governors Review Course and Online Tutorial.

ACHE Call for Nominations for the 2020 Slate List Your Postgraduate Fellowship With ACHE ACHE would like to know if your organization is offering a postgraduate fellowship for the upcoming year. If so, they encourage you to add it to their complimentary Directory of Postgraduate Administrative Fellowships at ache.org/Postgrad. As a healthcare leader, you know how crucial it is to attract and develop highly qualified professionals in your organization. Gain exposure and attract top-notch applicants by posting your organization’s program on ACHE’s Directory. You may add a new listing or update a previous one at any time by completing the Online Listing Form. Questions? Please contact Audrey Meyer, membership coordinator, at (312) 424-9308 or email ameyer@ache.org, Monday through Friday, 8 a.m. to 5 p.m. Central time.

ACHE’s 2019–2020 Nominating Committee is calling for applications for service beginning in 2020. ACHE Fellows are eligible for any of the Governor and Chairman-Elect vacancies and are eligible for the Nominating Committee vacancies within their district. Those interested in pursuing applications should review the candidate guidelines for the competencies and qualifications required for these important roles. Open positions on the slate include: • Nominating Committee Member, District 1 (two-year term ending in 2022) • Nominating Committee Member, District 4 (two-year term ending in 2022) • Nominating Committee Member, District 5 (two-year term ending in 2022) • Four Governors (three-year terms ending in 2023) • Chairman-Elect Please refer to the following district designations for the open positions:

Share Your Professional Announcements Improve your visibility in the healthcare field and build your professional brand by sharing career updates with ACHE. Have you started a new job or been promoted recently? Are you planning to retire? Let ACHE know for a chance to be listed in the “On the Move” section of Healthcare Executive magazine. All you have to do is email the job title, organization and location

• District 1: Canada, Connecticut, Delaware, Maine, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont • District 4: Alabama, Arkansas, Kansas, Louisiana, Mississippi, Missouri, New Mexico, Oklahoma, Tennessee, Texas • District 5: Alaska, Arizona, California, Colorado, Hawaii, Idaho, Montana, Nevada, Oregon, Utah, Washington, Wyoming

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

National News (cont’) Candidates for Chairman-Elect and Governor should submit an application to serve that includes a copy of their resume and up to 10 letters of support. For details, please review the Candidate Guidelines, including guidance from the Board of Governors to the Nominating Committee regarding the personal competencies of Chairman-Elect and Governor candidates and the composition of the Board of Governors. Candidates for the Nominating Committee should submit only a letter of self-nomination and a copy of their resume. Applications to serve and self-nominations must be submitted electronically to jnolan@ache.org and must be received by July 15. All correspondence should be addressed to Charles D. Stokes, FACHE, chairman, Nominating Committee, c/o Julie Nolan, American College of Healthcare Executives, 300 S. Riverside Plaza, Ste. 1900, Chicago, IL 60606-6698. The first meeting of ACHE’s 2019–2020 Nominating Committee will be held on March 5, during the 2019 Congress on Healthcare Leadership in Chicago. The committee will be in open session at 2:45 p.m. During the meeting, an orientation session will be conducted for potential candidates, giving them the opportunity to ask questions regarding the nominating process. Immediately following the orientation, an open forum will be provided for ACHE members to present and discuss their views of ACHE leadership needs. Following the July 15 submission deadline, the committee will meet to determine which candidates for Chairman-Elect and Governor will be interviewed. All candidates will be notified in writing of the committee’s decision by Sept. 30, and candidates for Chairman-Elect and Governor will be interviewed in person on Oct. 24. To review the Candidate Guidelines, visit ache.org/ CandidateGuidelines. If you have any questions, please contact Julie Nolan at (312) 424-9367 or jnolan@ache.org

Tuesday, January 15

Breakfast with the Vice President - William Daniel, M.D., M.B.A. UT Southwestern Medical Center North Campus 7:30-9am

Tuesday, February 19

Winter New Member Networking Blitz

UT Southwestern Medical Center - North Campus 7:30-9am

Thursday, February 28

Wednesday, February 13

New Horizons Event - Student Council Texas Scottish Rite Hospital 5:30-8:30pm

First Quarter Education Event: The Value of Developing and Implementing Alternative Care Models Behavioral Healthcare: Approaches to Increase Value for the Organization and Meet Community Needs TBD 3-7:30pm

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

ACHENTX’S

NEWEST

FELLOWS

JULY Sara K. Little, FACHE

AUGUST Curtis L. Stipe, FACHE Jason Wren, FACHE

SEPTEMBER John T. Barnhart, II, FACHE Carol A. Daulton, FACHE Nancy Hill, FACHE

WELCOME ACHENTX’S NEWEST MEMBERS JULY

AUGUST

SEPTEMBER

OCTOBER

Jovelyn Castellanos Ron Collins Frederick Curcio, IV Tu X. Dao, DO Kirsi Hayes, MHA Jim Hemmingway Eli F. Hernandez, MS, SHRM-SCP Deepika Kamath Christopher Merrill Milka W. Ndungu, DNP, RN Maura Pothier Shelly T. Sheets PO3 LaKenya J. Simpson Evelyn D. Standish, CPA SSgt Sherri L. Stetzer Rev. Clifton S. Turner, MBA Lance Waring Susan L. Watson

Jon T. Beezley, DO Jennifer DeSouza Asha M. Hamilton, MBA Joanne K. Hoppe Dwayne E. Isbell Carolyn Karabinos Darren R. Kiefer Christin Loudermilk Carol Lucky Chris Maedel Javier Montemayor Michael D. Popovec, MBA Tawny Schaffer Carolyn Simons Matthew J. Simpson Trevor W. Till Loren Wilson

Leslie Chandler, MBA Corey Cotton John K. Cross Dustin Davis, MSN Rachel Delevett Mike Durbin Marnese B. Elder, MBA Holly Heironimus James Henderson Oluleke Jeboda, DMD Nicole M. Johnson, MBA, BSN, RN Jason Knight Jenny R. Kramer-McPhail Stephanie MacVeigh Cal McCarthy Joseph Painter, III Milan M. Patel Jennifer Schmitt Ashlyn N. Strength Debi Turner, MBA, BSN, RN David White

Micaela Alexander, MBA Blake Alleman Meagan Bailey Mary Blake Jean L. Chirico Todd K. Connor Vera Johnson, MHA Stephan A. Lopez Barbara D. Mueller Michelle Olson Rishabh Parmar Capt Jean-Paul Puryear John R. Ramirez, Jr. Rob Royston Paridhi Sheth Cory Sockwell Garrett C. Stewart, MBA Baiwab Subedi Christina T. Waller

RECERTIFIED FELLOWS JULY

OCTOBER

Michael Belkin, JD, FACHE

Michael P. Aslin, FACHE

Rosemaria Levinsky, JD, FACHE Michael D. Sanborn, FACHE

Madhura Chandak Bajaj, FACHE Tammy S. Cohen, PharmD, FACHE

Lloyd W. Scarrow, Jr., FACHE

Gary Fullerton, RN, FACHE

AUGUST

Mark C. Hood, FACHE

Richard R. Baland, CPA, FACHE

Eric D. Jacobsen, FACHE

Sally A. Deitch, FACHE, RN Susan Steed, FACHE Paula S. Turicchi, FACHE

SEPTEMBER

Fraser Hay, FACHE

Debra L. Pasley, FACHE Roger R. Rhodes, FACHE Joan Shinkus-Clark, DNP, FACHE M. S. Stansbury, FACHE

Brian A. Cohen, PharmD, FACHE Virginia V. Cohen, FACHE

MEMBERS WHO RECENTLY PASSED THE BOARD OF GOVERNORSâ&#x20AC;&#x2122; EXAM MAY Nishu Wadhawan

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2018

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