SPRING 2018
THE CURRENT AND FUTURE STATE OF HEALTHCARE IN NORTH TEXAS
F E AT U R E S 4 President’s Message Kevin Stevenson, FACHE 5 Regent’s Message Ken Hutchenrider, FACHE ACHE Texas - Northern Regent 6 Member Spotlight 28 Membership Annoucements
14 The Current And Future State of Healthcare in North Texas 18 Event Encore
Editor-In-Chief
Joan Clark, DNP, FACHE Thomas Peck, FACHE
Contributing Writers Creative Direction
Raj Dhameja Naveena Reddy Phillip Breedlove Valerie Shoup, FACHE
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 Chapter Officers President
Kevin Stevenson, FACHE Executive Vice President IntegraNet Health
President Elect
Jared Shelton, FACHE President Texas Health Presbyterian Hospital Allen
Immediate Past President
Janet Holland, FACHE Exec Advisor BroadJump LLC
Secretary
William “Scott” Hurst, FACHE Project Leader - Clinical Decision Support Methodist Health System
Treasurer
Dustin Anthamatten VP, Operations Methodist Charlton Medical Center
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 Jessica Daw Fuhrman, FACHE Principal, Catalyst Advisory Partners Fraser Hay, FACHE President, Texas Health HEB Hospital Edwin Kenneth “Ken” Hutchenrider, FACHE, President, Methodist Richardson Medical Ctr Benjamin Isgur, FACHE Leader, PwC Health Research Institute Kristin Jenkins, FACHE President, DallasFort Worth Hosp Council Educ & Research Foundation Kelli Kilpatrick Director, Evening Graduate Programs Texas Christian University, Neeley School of Business Morten “Martin” Ostensen Univ of North Texas Health Science Center Amanda Thrash, FACHE Administrator, TX Health Neighborhood Care & Wellness-Prosper 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.
President’s Message The healthcare leader of today faces an ever-changing landscape that demands mission focus, strategic thinking, creativity, flexibility, collaboration, decisiveness and, ultimately, results. Our Type A personalities drive us to accomplish whatever is necessary to be successful. But what happens when we aren’t successful? Or, what if we just can’t achieve what we were tasked with doing? “Kevin, you’re talking about our colleagues, our physicians and others, not me. I can handle anything.” No, I am talking to you and also to myself. David Loveless states that highperforming leaders believe that they are strong enough to handle anything and can hold things together, no matter the challenge. He says that he “grossly overestimated what (his) body and soul could handle” and that “this myth got (him) far in life.” However, Loveless said that “this same myth also produced extreme levels of exhaustion” that left him “painfully vulnerable, eventually leading (him) to the most devastating failure of (his) life”. Loveless calls this the ‘arrogance of capacity’. In my career, I have suffered from the ‘arrogance of capacity’, not just feeling but knowing that I could accomplish everything thrown my way. My teams and I accomplished our goals but,
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as I grew in experience (a PC way of saying ‘older’), I realized that keeping the pedal to the floor was not good for my teams, our results, our families or even me personally. I had to have the courage to say ‘no’ at times for the sake of myself and my colleagues. I learned to delegate and prioritize and found that when I did that, stress levels decreased, results actually improved and burnout was reduced. Recently, I heard a quote attributed to theologian Rick Warren when he was asked how to alleviate burnout. He said “Divert Daily, Withdraw Weekly and Abandon Annually”. “Divert Daily” by taking breaks, even if it’s just for a few minutes, to refocus. “Withdraw Weekly” by ensuring that you experience renewal whether it’s in a worship setting or in a trout stream. “Abandon Annually” by using some of those vacation days that we all have plenty of to disconnect completely and reconnect with family and friends. Healthcare leadership is stressful but, unless we care for ourselves, how can we possibly provide the best care and attention to our patients and staff? By diverting, withdrawing and abandoning, we can refocus, recharge and renew ourselves to provide the leadership necessary to advance our organizations.
Kevin Stevenson, FACHE
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
Regent’s Message Dear Colleagues:
forward in being a part of the solution. We definitely live in challenging times
This spring message is my first as
and often we receive only negative
Texas-North Regent and I am so
news. Working together, I believe we
honored to have been selected by you
can help craft a positive message about
to serve in this capacity. I want to first
what our members and their facilities
thank John G. Allen for his outstanding
are doing to help with the difficult
service as our immediate past Regent.
times we face now and into the future.
His leadership and dedication leaves very large shoes to fill but I am ready to
For our newer ACHE members, I
hit the ground running!! Thanks, John!!
want to be a resource to you as you move through your healthcare career.
I want to continue the great work
Please call upon me to help you as you
that John and many other dedicated
progress and especially as you move
Regents have accomplished on behalf
toward becoming a Fellow in ACHE.
of all of us. I welcome your questions
While the path is not easy, it is truly a
and comments on how to continue
distinction worth the effort.
to move us collectively forward. I believe we have great potential to continue the great work
For all of our members I encourage you to attend ACHE events
which has been accomplished and blaze a trail of new ideas and
as your calendar will allow. I am always impressed with the
accomplishments.
quality of information provided and I look forward to seeing you at upcoming events.
For those who attended ACHE Congress this year, the theme focused on being a great leader within your organization and
Thank you again for this opportunity to serve as your Regent.
also being a part of your community and making a positive
If I can be of service to you please contact me.
difference. I know that our North Texas ACHE members are committed to being great leaders in the communities we serve.
Thanks!!!
I continue to be impressed with the number of stories I am
Ken Hutchenrider, FACHE
hearing about our members and I want to help each of you move
AAPublication Publicationof ofthe theAmerican AmericanCollege Collegeof ofHealthcare HealthcareExecutives Executivesof ofNorth NorthTexas TexasChapter Chapter || SPRING SPRING2018 2018 5
Member Spotlight Shane Brumitt Director of Business Development Elior North America What are you doing now? I am the Director of Business Development for Elior North America. Elior is the sixth largest contract food service in North America with over 1300 clients and 15000 employees. Food can work like medicine for the body and promotes healing. In your opinion, what is the most important issue facing healthcare today? I think there are many issues facing healthcare today. With our aging population and the rising cost of healthcare, we are challenged with being able to provide access. However, I do believe the MOST IMPORTANT issue is that 14.7% of adults (over 6.3 million) in the US have some form of mental illness and remain uninsured. The national focus on healthcare access has improved this somewhat, but simply having insurance doesn’t guarantee access to treatment. Mental health illness not only affects the healthcare industry, but permeates into homelessness, ability to maintain employment as well as criminal activity. We MUST do better as a country to ensure we are helping the most vulnerable. How long have you been a member of ACHE? This is my fourth year to be a member of ACHE and my first year as a leader on the Membership and Networking Committee. Why is being a member important to you? Has ACHE membership been a benefit to you in your career? Being an active member in ACHE is important to me because it provides me the space to network and share ideas with likeminded professionals who share my passion for healthcare.
My ACHE membership has benefited me in many ways, the most important is the access it allows to healthcare leaders and executives where I can learn and grow from their expertise. The ability to spend time with these leaders that are making a difference in the lives of millions of people is simply invaluable. And honestly, we have a lot of fun – who doesn’t like to have fun? What advice would you give early careerists or those considering membership? I would encourage early careerists to not only join, but to get active in ACHE. Like everything else in life, we get out of any experience what we put into it. Just like with our careers and family, we give 100% to be successful – ACHE has limitless opportunities to grow professionally and meet individuals that share your passion – it is one of the best professional organizations I have ever work with – JOIN > GET ACTIVE > MAKE A DIFFERENCE Tell us one thing that people don’t know about you. Growing up I always wanted to be a pilot – I would dream of the glamourous life of jetting around the world and meeting people from all over the globe and getting paid to do it. For many years I would dress up as a pilot during Halloween with the medals and captains hat. Clearly like many others, life has a unique way of changing those aspirations. (between you and me, I would have been an awesome pilot)
Member Spotlight Christy Coyle, MBA, BSN, RN
What are you doing now? Currently, I am serving as the Chief Nursing Officer at Rapid Recovery Center of Fort Worth. After 13 years in the acute care setting, serving mostly in Critical Care, I made the transition to postacute care last year. As I learned more about Rapid Recovery Center and their innovative approach to rehabilitation, I knew this model would bring about much needed changes in the post-acute care space and I wanted to help make a difference. In your opinion, what is the most important issue facing Healthcare today? With so many complex issues facing healthcare today, it is difficult to choose one. However, with most of those issues directly impacting our inflated healthcare costs, it begs for our attention. With healthcare costs sitting at 18% of our GDP in 2016, the question is how can we lower healthcare spending without compromising quality? I believe that begins with defining quality for all Americans while aligning that definition across consumers, providers, and regulatory bodies. As the innovative healthcare leaders of today, I believe it is up to us to mold this definition and find solutions that offer the best of both worlds – quality and cost. The last thing we want to do is focus all our attention and efforts towards decreasing costs because quality will inevitably suffer. If we can focus on quality with an evidence based approach and define quality healthcare for all, I believe costs will begin to decrease over time. How long have you been a member of ACHE? I joined ACHE in November of 2017. Why is being a member important to you? Has ACHE membership been a benefit to you in your career? Even in the short amount of time that I have been an ACHE member, my membership has served me well. ACHE offers
healthcare leaders endless opportunities for professional and personal growth and development. It also offers tremendous networking across the industry and promotes building professional connections. These connections build a resource network that has already helped me expand my knowledge to drive clinical outcomes. Lastly, the mentorship that is available to members is invaluable. I quickly joined the mentorship program and have had the pleasure of connecting with a mentor within a matter of months. What advice would you give early careerists or those considering membership? Join. Do not sell yourself short by letting a year, or two go by as I did when I first considered joining. Too much is to be gained from the ACHE membership in the way of your own learning and growth. Tell us one thing that people don’t know about you. One of the most important things to me as a leader is helping those I lead connect to their “why”. Why were they inspired to serve in healthcare and why do they enjoy making a difference in the lives of others? Our “why” changes throughout our careers and if we are not purposefully reflecting on our “why”, we become disconnected and less impactful as clinicians, as well as leaders. Not many people know my original “why”. It starts over 25 years ago with a single mom, my mom, living in poverty and taking the plunge into nursing school. She began this journey later in life than most of her peers. Throughout her journey, I watched her struggle, succeed, cry, rejoice, and more than anything, grow. At the end of her long, hard journey she had gained purpose in serving others and she found worthwhile work that ignited a light in her that absolutely nothing could extinguish. She is my “why”, why I was inspired to serve others in healthcare.
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
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Member Spotlight Catherine “Cathy” Campbell Life Fellow / Retiree The Communications Committee selected Catherine (“Cathy”) Campbell as its featured Affiliate for this edition of the ACHENTX Executive Connections. Cathy is a member of the Life Fellow/Retiree Sub-Committee, however one would hardly consider her a retiree after reading her profile below. What makes Cathy unique is not only her pursuit of her doctorate in nursing administration at this phase of her career but the fact that she was recently placed on the waiting list for a kidney transplant at the UT Southwestern kidney transplant program. Even more remarkable, is that Cathy will be self-dialyzing in her home via peritoneal dialysis. One could not help but be inspired to listen to Cathy describe her situation – one which she is confronting with the highest degree of optimism on both counts. We hope you are equally inspired as you get to know Cathy a bit better. Hopefully it will give you an added sense of resolve as you encounter the rigors of your profession! How long have you served in the health care field and how long have you been an affiliate of the ACHE? My initial position was an EKG technician advancing through business and nursing educational achievements: Chief Executive Officer, Chief Nursing Officer, Director of Case Management, and nursing instructor. Education has been an ongoing pursuit to advance knowledge and career positions. Pursuing a master’s in business administration, master’s in nursing, and certifications in healthcare administration, case management, and most importantly, a Fellow in American College of Healthcare Executives, joining in 2002. I have been in healthcare for 52 years with current volunteer contributions as Treasurer and Board of Director for Case Management Society of America, ANA Advisory Committee, and a UTSW patient representative on the NIH Kidney Precision Medicine Project in Washington, D.C.
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Who do you consider your mentors over your career and what was the best career advice you received? During my years in healthcare, several individuals motivated and encouraged my career improvement pathway. There is one individual who has been a mentor, friend, and demonstrated belief in my career abilities. Jose Alejandro, PhD, RN, CCM, FACHE, FAAN, has been my mentor since 2009. His consistent encouragement, recommendations, and unwavering belief in my abilities, has been inspiring and motivational. His mentorship has been a key factor in building my career path and reaching beyond aspirations in education and certification. During your career, what were your guiding principles and your most significant achievements? The most prevalent principle during my career has been integrity. Once there is a question in integrity, employees and peers are unable to maintain commitment leading to decreased collaborative productivity. This principle is valued in management, leadership, and employee retention. Participative management is a profound leadership skill that allows staff to recognize their contributions are valued and welcomed, allowing a sense of belonging. Are there any “do overs” and what advice might you give your fellow ACHE affiliates to try to avoid career limiting actions? Educational achievements have been accomplished over a lengthy time sequence. The value of a mentor cannot be phrased in a few words, believing a mentor early in my career could have supported seeking achievements in a timely manner. The educational aspiration interruptions presented barriers to timely promotions during my career. Pursuing educational achievements are recommended in a consistent timeframe allowing preparation for career promotions as they become available.
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
Your situation is inspiring to us. From where or whom do you draw your inspiration and strength? My inspiration and strength comes from my faith. Pursuing additional education was precipitated by the untimely death of my 23-year-old son. As a finance manager, my son had shared, with the secretary, how proud he was of me in my career growth. This situation provided motivation to pursue my MBA. A traumatic incident had the power to intervene in my life facing crossroads and striving for further achievements. How has your self-dialysis process impacted your physical and professional activities? Self-dialysis is plan B, in the event that a donor is not identified in a reasonable time. Selecting night-time home dialysis (peritoneal dialysis-PD) allows continuing daily activities. Daily activities will provide hours for online teaching of Health Information Technology and Electronic Medical Record to undergraduate and graduate MBA students. This also provides hours to complete my Doctor of Nursing Practice Program and fulfill my volunteer obligations. What observations do you have as a health care consumer – particularly with respect to this significant event? The healthcare providers related to Chronic Kidney Disease (CKD) and Acute Kidney Disease (AKD) have been observed as dedicated and committed staff. The National Institute of Health (NIH) has made a giant step forward by including CKD/ AKD/transplant patients in the Kidney Precision Medicine Project. The scientists, technology experts, pathologists, and pharmacists have verbalized the revelation of learning the impact this disease has on one’s life. This has given experts a perspective that this disease is more than tissue review, spreadsheets, or tracking systems. What is your advice to a fellow Affiliate who is considering advancement? My professional recommendation is to participate in a mentor program, reach out for advice, present fears, feelings of self-confidence, and honestly share professional aspirations. Be prepared to give 110% as a mentee, completing tasks, mentor-meetings, and sharing collaborative goals. No successful healthcare professional climbed the promotional ladder without being knocked down, resulting in persistence to climb again. Failure only comes without trying.
Visit us online achentx.org
Member Spotlight Velvette Davis
What are you doing now? Director of Pharmacy Services at Methodist Mansfield Medical Center in Mansfield, Texas. In your opinion, what is the most important issue facing Healthcare today? The overall cost of adequate healthcare and the disparities of care between those with and without healthcare. Wow long have you been a member of ACHE? April 2017
What advice would you give early careerists or those considering membership? Membership is both an opportunity to gain insight on current and future healthcare forecasts as well as promote professional growth through mentorship. Tell us one thing that people don’t know about you. Healthcare is my passion, working on cars replacing intake manifolds, water pumps, power steering, and fuel pumps in a garage is my hobby.
Why is being a member important to you? Has ACHE membership been a benefit to you in your career? ACHE membership provides an additional footprint within healthcare and leadership. The benefits of membership exemplifies recognition within leaders of the healthcare industry.
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A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
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A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
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THE CURRENT AND FUTURE STATE OF HEALTHCARE IN NORTH TEXAS If you’re trying to figure out the current and future state of healthcare in north Texas, chances are your crystal ball is a little cloudy. For the past year, ACHENTX has been planning to publish this article, but the rapidly changing, unpredictable nature of the healthcare environment has made it nearly impossible for expert sources to provide sound counsel. Now, with a slightly greater degree of clarity, we have reached out to these experts for their opinions on the topic. We sent our questions to representatives of hospitals and health systems, associations, physician groups, payers and others. We are pleased that the following responded to our request for responses: • • •
David Tesmer, senior vice president, community engagement and advocacy for Texas Health Resources Stephen Love, president, DFW Hospital Council Jim Walton, president and CEO, Genesis Physicians Group.
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How has your organization navigated the choppy waters of healthcare over the past 12 to 18 months? Tesmer: We have continued to focus on our primary mission, improving the health and wellbeing of the people in the communities we serve. We believe a value-based model is the future of healthcare and we have maintained a focus on delivering that model. Because healthcare is local, we have continued to monitor and strive to influence decision makers where we can. We can’t wait on others to solve our industry’s problems. Love: As the voice for DFW Hospitals, we have advocated for the Affordable Care Act (ACA), supported Medicaid expansion and health insurance marketplaces. Walton: Provider networks such as Genesis Physicians Group have been actively engaged in securing value-based health plan contracts and developing the systems and tools needed to support physicians in these new reimbursement models. This includes information technology systems needed to collect, analyze, and report quality and cost information to providers, educating physicians and practice staff on improvement strategies, and assisting practices in the coordination of care for patients. What have been your organization’s three biggest challenges in terms of dealing with the current state and anticipating and planning for the future state? Walton: Actually, we have more than three: debating buy or build strategies, identifying partners, having enough ramp time to develop competency, having enough funding to execute in a reasonable timeframe, competition in the
marketplace, and consolidation. Love: Challenges related to coverage, adequate reimbursement and public policy. Tesmer: Uncertainty around policymaking causes hesitation, but we have to move forward on value-based care. That’s what employers are doing – trying to control costs, improve quality and ensure workers are happy with their health plans. Second, with the move toward value-based care, we are challenged with aligning our physicians and hospitals so that we can provide quality care that is seamless for caregiver and patient. Finally, uncompensated care for government-funded patients continues to be an issue as more north Texans turn 65. That, coupled with growing charity care as Medicaid reimbursements remain unsustainable for most providers, putting pressure on our rates with commercial insurers as we look to create a sustainable model of care. What are your organization’s leading priorities in terms of healthcare public policy? Love: Coverage, access, reimbursement, and outcomes. Tesmer: In terms of legislative and regulatory issues – preserving health insurance coverage, protecting consumer access to high-value care, advancing innovation and system transformation, strengthening quality and safety, promoting primary care, prevention and wellbeing, and enhancing coordination of care for our consumers. Stabilizing the health insurance marketplaces – fully funding the cost-sharing reductions, implementing a reinsurance program, ensuring accurate risk adjustment for plans, increasing federal outreach and
enrollment efforts, protecting against plans that don’t offer sufficient consumer protection. Protecting the 340B Drug Pricing Program. Removing outdated regulations that are no longer compatible with the new realities of healthcare delivery – the Stark Law and certain civil monetary penalties. Creating a safe harbor under the anti-kickback statute to protect clinical integration arrangements so that physicians and hospitals can collaborate to improve care. Urging CMS to reduce the overall administrative burden imposed on hospitals, health systems and post-acute care providers. Addressing gaps in behavioral health services and the shortage of mental health professionals. Preserving health insurance coverage, including Medicaid. Obtaining a favorable resolution to the CMS Disallowance in north Texas. Walton: We are principally concerned about the increasing volume of CMS regulatory burden for independent physicians relative to collecting and reporting specific quality performance and patient satisfaction measures. Additionally, concerns with the lack of interoperability of EMRs with Health Information Exchanges makes the exchange of information very expensive to create and operate. Where do you and your organization think healthcare will be in the next six to 12 months? In the next three years? Tesmer: The shift to value-based care will continue as individuals bear more of the financial burden. A shift away from acute care and hospital service will continue. We will look to grow and add pieces that fill out the entire continuum, from birth to death, health to sickness. Hospitals will always have a role for the sick and injured,
but wellbeing and preventive programs will continue to expand. We think that high-performance networks that provide a variety of services through partnerships and collaborations will continue to grow. Walton: There will still be a focus on value over volume as well as continued pressure to reduce spending. There will be more narrow networks and a need for providers to better navigate patients to “preferred” specialists and facilities. We see more engagement and communication directly between employers and provider networks because the employers are frustrated that the health plans have not been able to deliver on the promise of lower costs. Love: There will be continued chipping away at providers in the near future. In the next three years, more capitated payments and increased eligibility barriers for government plans. As a player in the local healthcare scene, how do you think changes in health policy will shape the delivery of healthcare in north Texas? Walton: We believe that CMS is the first to enact meaningful change in delivery and reimbursement models. Commercial health insurers tend to follow suit soon after. We also believe that employers will increasingly become activated to work more directly with physician/provider networks that are clinically integrated. Love: Delivery will be similar to today, except more rural providers will be closing. Reimbursement will be reduced. Tesmer: Even with the removal of the ACA individual mandate, individuals won’t stop looking for high-value services. This makes it even more important that we provide value and move away from transactional medicine. The shift to
risk-based models of care will continue, meaning everyone will have skin in the game, especially providers. We think the primary tenets guiding valuebased care with CMS will remain. We are committed to delivering value no matter what policies are enacted. Our ACO, Southwestern Health Resources Accountable Care Network has saved the CMS more than $73 million over the past three years, while maintaining a quality score over 95 percent. How is your organization working with elected officials? Tesmer: We are working with elected and appointed officials to build an appropriate continuum of care to ensure that every individual gets the right care, at the right time, at the right cost, in the right setting. Sound public policy is required to achieve this. Texas Health’s participation in the public policy process is critical to advancing our mission, vision and values, as well as the interest of our patients, employees and organization. It is more important than ever to educate and inform policymakers on the reallife impact of healthcare legislation and regulations. Our advocacy strategies include grassroots efforts to educate and engage our employees, magnify our agenda with key stakeholders, conducting research to provide data regarding the impact of potential policy changes, and focused communications through a variety of media platforms. We provide a unified voice for the organizations at the federal, state, and local levels by shaping the public policy process, coordinating advocacy and engagement initiatives, facilitating effective and timely communications, and collaborating with key stakeholders to maximize impact.
Walton: Most of our advocacy work is handled through our relationship with the county medical society and the Texas Medical Association. Love: We meet regularly with elected and appointed officials to educate them on the healthcare issues. Overall, are you and your organization feeling optimistic, pessimistic or neutral about the future of healthcare delivery in North Texas? What are the biggest changes you see ahead that will impact providers, payers, members and patients? Love: We are optimistic on healthcare delivery, but pessimistic on reimbursement, especially potential Medicaid block grants. Walton: We’re feeling optimistic. The DFW metropolitan area has some of the highest health care spending in the nation While this could be seen as a negative factor, we believe the landscape is ripe with opportunity and there may be a “burning platform” to break old habits and do things differently. Tesmer: We are proactive and optimistic. Our pivot to the consumer – supporting people on their journey to lifetime health and wellbeing – sets us apart from other providers in the region and nation. Through partnerships and other business relationships, we are building an organization with peerless depth and breadth for delivery of products and services. The result is that we are financially strong and sustainable.
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
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EVENT ENCORE
After Hours Networking Event With HFMA at Four Corners Brewing Company December 7, 2017 ACHE members braved a chilly December evening for an afterhours event held in conjunction with the Lone Star chapter of the Healthcare Financial Management Association (HFMA) on December 7, 2017 . Those who attended were rewarded with good company and tasty craft beer from Four Corners Brewing Company. The evening formally began with ACHENTX Membership and Networking Chair Julio Perez presenting a check to Vicki Dale of the Texas Hospital Association as a contribution to their efforts to help the victims of Hurricane Harvey. The funds raised by our chapter were matched in a generous offer by Jamie Hill–Walters of Healthcare Payment Specialists. Vicki spoke movingly of the scale of the disaster and the resulting need, and how
appreciative the staffs of the various Houston hospitals were by the response statewide, including the funds donated that night. The Four Corners facility is an impressive structure, and event attendees were treated to a talk covering the history of the brewery, which recently outgrew its Trinity Groves location. Then it was on to the tour to see first-hand where the magic happens. Thanks to the HFMA Lone Star chapter for helping put on an entertaining and beneficial event!
EVENT ENCORE
Breakfast with the Executive Vice President January 30, 2018 ACHE North Texas hosted its first Breakfast with the CEO event for 2018 on January 30 at the Moncrief Cancer Institute, UT Southwestern Health System in Fort Worth, TX. Dr. Mack Mitchell, M.D., Interim Executive Vice President for Health System Affairs at UT Southwestern Health System was the honored speaker at this event. He earned his medical degree from Johns Hopkins University School of Medicine, and has been listed as one of D Magazine’s Best Doctors in Dallas. Sixty five members of ACHE North Texas attended this event. Dr. Mitchell presented healthcare transition from volume to value based care, specifically at UT Southwestern. He started his presentation with a general overview of the healthcare status in the United States compared to other developed countries, and then presented the trend of moving from volume to value based care. Dr. Mitchell discussed UT Southwestern’s collaboration with Texas Health Resources to form an Accountable Care Organization called Southwestern Health Resources. The results of this partnership were presented as an evidence of cost savings, improved access to care and better outcomes than the benchmark. The meeting ended with questions from the audience ranging from current trends in the healthcare market to UT Southwestern Health System’s other initiatives. ACHENTX appreciates UT Southwestern Medical Center for its hospitality and members for attending. For more information on future events, please visit us at 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 | SPRING 2018
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EVENT ENCORE
First Quarter Education Event February 22, 2018 On February 22, in recognition of Black History Month, ACHE North Texas held a quarterly dual education event at the campus of Medical City Ft. Worth. The two panels discussed related topics of achieving equity of care across demographic segments representing the entire community, and building a diverse staff Panel 1: Equity of care Moderator: - Virginia Rose- Harris, Texas Health Dallas Panelists: - Tiffany Capeles, Christus Health - James Sammons, MD- Texas Health Arlington Memorial - Nydia Gonzalez, JPS Health system It’s widely agreed that the quality of care should not depend on patient demographics, but all recognize that there are widespread disparities in access and the quality of care received. What can systems do to improve these factors? Nydia presented four principles applied by JPS: - Complete support from the board and leadership - Understand where the system is starting from, including views of the community, the staff, the leadership profiles and suppliers - Have a clear understanding of the goal the system is seeking - integrate thinking about diversity into all aspects of the organization, including the strategic plan. Dr. Sammons focused on the DSRIP program and the impact on pre-natal care. Where the community had previously experienced higher than usual rates of complications due to a lack of pre-natal care, Texas Health is taking the approach that by reducing the episodes of unnecessary, high cost care, including uncompensated NICU stays, providing more accessible pre-natal care reduces the financial impact on the system. Tiffany discussed the approach Christus takes to ensuring equity of care in terms of four pillars:
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- ensure that the leadership is representative of the associates within the organization, and that it is representative of the community it serves at the level of organizational leadership and the governing board; - cultural competency is a central pillar of the effort, so staff at all levels are trained to the values, mores and sensitivities of the communities in which the hospitals operate; - the system is selective about community partnerships and how those partnerships support positive outcomes in clinical terms and in achieving care equity targets; and - the system uses data to evaluate the effectiveness of the effort and to improve outcomes over time. The DSRIP program, discussed by Dr. Sammons, offers opportunities to take creative approaches to improve the equity of care. In particular, outreach from the hospital into the community can reduce unnecessary re-admissions. In Arlington, the facility contracts with Emergency Medical Services to deploy EMTs to assess and intervene with at-risk patients in their home environment to recognize risks while keeping their clinical skills sharp. The overarching themes consistent among the panelists were the emphasis on commitment to achieving equity of care throughout the organization starting with leadership, creating a measurable plan of action, and education of all staff to the needs of the community, with particular attention to the needs of the underserved demographics. Panel 2: Diversity in healthcare management: value-added business sense Moderator: - Guwan Jones, Baylor Scott & White Health Panelists: - Jyric Sims, Medical City Ft. Worth - Nkem Okafor, Methodist Hospital of Dallas - Paula Turicchi, Parkland Hospital and Health System What do we mean by “diversity”? How do we know when we’ve achieved it? And why is it worth pursuing? These were the questions explored by the second panel of the evening. Each of the facilities represented serve highly diverse populations, in racial, socio-economic, cultural backgrounds, gender, age and health status terms. Addressing diversity or inclusiveness requires recognizing and incorporating the many ways that patients and staff are alike, as well as how they are different. Healthcare systems and providers in general
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
EVENT ENCORE must adapt and respond to the diverse demographics and sensitivities of the populations they serve, or face irrelevancy at the hands of more adaptive competitors. Health systems must now also come to terms with the different expectations and needs of the younger generation now becoming an increasingly important segment of the workforce. Younger workers have notably different expectations of work, are instinctively more inclusive of racial, gender and sexual orientation difference, and have different preferences and styles of communications. Cultural competency is a model expectation that caregivers are able to meet the medical, social, spiritual needs of their patients and staff within the context of the cultural expectations that constitute their perceptions of care. It was not long ago that caregivers addressed older Spanishspeaking patients by using their children as translators. Expectations are changing, and caregivers have to address these patients needs in a more comprehensive way. The implications for care are very real. At Parkland’s pre-natal clinic, management identified the problem of missed appointments through a different lens. Instead of blaming patients for missing appointments or failing to follow care plans, clinicians began probing for root causes behind the missed appointments. What they found is that some patients had transportation issues beyond their control that resulted in the missed appointments. Some had to choose between medication and rent. They also found that many of the uninsured patients were eligible for Medicaid, but needed assistance with enrollment. When the clinic began to address some of these issues by connecting patients with social services and enrollment in Medicaid, they observed dramatically higher compliance resulting in improved clinical outcomes. Achieving cultural competency within the organization, all panelists agreed, required a strong commitment from senior leadership, with an intentional approach to achieving diversity goals. Jyric credited the practice of managerial rounding to visit clinical care areas as an important tool for digging into the patient experience to drive improvements. Selecting staff based on humility, cultural awareness and passion for caring for people is critical to building a capable team. Also, it’s important for staff, including medical staff, to see how patients live. Many clinicians come from relatively privileged backgrounds and do not have a first-hand experience of life in lower socio-economic neighborhoods. Gaining the broader experience of patients as whole people is key to keeping people healthier.
EVENT ENCORE
New Horizons Event February 8, 2018 The North Texas chapter of the American College of Healthcare Executives (ACHE) is proud to announce another successful year for the 2nd annual New Horizons Education & Networking Event at the Texas Scottish Rite Hospital for Children held on February 8, 2018. The event was moderated by Britt Berrett, PhD, FACHE, Clinical Professor and Director, University of Texas at Dallas and panelists included: Winjie Miao, EVP, Chief Experience Officer, Texas Health Resources; Andrea Newman, RN, BSN CIC, Director of Quality, Texas Health Harris Methodist Hospital Stephenville; Nayan D. Patel, CHCIO, FHIMSS, PMP Avis Advisors, Managing Director, IT Strategy & Performance; Jared Shelton, FACHE, President, Texas Health Presbyterian Hospital Allen; and Michael Wiggins, FACHE, Administrator, Children’s Medical Center Plano, Sr. Vice President, Children’s Health.
More than 70 ACHE members participated at this special educational event that allowed an opportunity for graduate and undergraduate students to be mentored by our local executives across the DFW metroplex. In the first half of the session, brief mock interviews and resume reviews were conducted by 30 healthcare human resources experts from around the metroplex. A total of 73 graduate and undergraduate students had a professional development opportunity to receive direct feedback from the recruiters. In the second session, the attendees received information on healthcare leadership from the strong lineup of panelists. We appreciate all members that were able to attend. Special thanks to the Membership & Networking Committee for hosting this event.
EVENT ENCORE
New Member Network Blitz February 27, 2018
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
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EVENT ENCORE
ACHENTX at ACHE Congress March 26-29, 2018
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A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
Saturday, May 5
Thursday, June 7
Community Service Event
After Hours Networking Event
Tuesday, May 8
Local Program Council Education Event Panel Topic: “It’s All About Vision: The Role Vision Plays in Your Strategic Planning Process”
DME Exchange in Dallas
Life Fellows/Retirees Breakfast Baylor Scott & White Medical Center in Irving
Rangers Game in Arlington
Thursday, June 21
Baylor Scott & White in Waxahachie
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National News Check Out ACHE’s Enhanced Executive Coaching Directory
ACHE’s Career Resource Center is pleased to bring you an enhanced version of the Executive Coaching Directory. Executive coaches offer personalized support to individuals pursuing professional growth. While ACHE is not endorsing the firms or individuals listed, we hope that our directory accelerates your research process as you assess the qualifications, practice methods and fees of an array of executive coaches. Not only does this upgrade provide a better experience for members seeking executive coaches, the coaches promoting their services benefit as well. The new platform features include: • Enhanced search capabilities for members seeking an executive coach. You can now search coach profiles based on location, area of expertise and more! • Improved profiles, including the listed coaches’ website, social media outlets and a professional headshot. • Advanced technology that provides members and coaches with a more user-friendly experience. Check out the Executive Coaches Directory today! If you have questions or need assistance, please contact us at coach@ache.org.
ACHE Senior Executive Program
ACHE’s Senior Executive Program is designed for senior-level C-suite healthcare executives who strive to become visionary leaders. Past participants have included vice presidents, health system leaders, COOs, CMOs, CNOs and CFOs who aspire to become CEOs. The program’s locations and dates are as follows: • Chicago (June 11–13) • San Diego (Aug. 20–22) • Orlando, Fla. (Oct. 29–Oct. 31) The Senior Executive Program is tailored for senior leaders, providing them with an opportunity to gain skills in decision making, problem solving and team building. Participants explore crucial topics impacting the healthcare environment, how to lead an organization to success and ways to achieve lifelong learning goals. Enrollment is limited to 30 healthcare executives, and participants must attend all three sessions. A limited number of scholarships are available for qualified individuals. For more information, contact Catie L. Russo, program specialist, in ACHE’s Division of Professional Development, at (312) 424-9362, or visit ache.org/SeniorExecutive.
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ACHE Executive Program
ACHE’s Executive Program is designed for the next generation of healthcare executives who strive to excel in management and achieve organizational excellence. Past participants have included mid-career executives or administrative directors, service-line leaders and department heads. The program’s locations and dates are as follows: • Chicago (June 11–12) • San Diego (Aug. 20–22) • Orlando, Fla. (Oct. 29–Oct. 31) The Executive Program is tailored for mid-level managers, providing them with an opportunity to assess their skillsets in order to develop stronger leadership capabilities and prepare them for change within their organizations. Participants explore a wide range of topics essential to their professional career growth and their healthcare organization’s advancement. Enrollment is limited to 30 healthcare executives, and participants must attend all three sessions. A limited number of scholarships are available for qualified individuals. For more information, contact Catie L. Russo, program specialist, ACHE’s Division of Professional Development, at (312) 424-9362, or visit ache.org/Executive.
Board of Governors Exam Fee Waiver Campaign: March 1–June 30
The Board of Governors Exam fee waiver promotion for ACHE Members to save $200 when they submit their Fellow application will take place between March 1 and June 30, 2018. Eligible members must submit their completed Fellow application, $250 application fee and meet all requirements— including the three years of ACHE membership tenure and five years of executive-level healthcare management experience— by June 30 in order to receive approval to take the Board of Governors Exam. Pending application approval, ACHE will waive the $200 Board of Governors Exam fee.
ACHE’s Leader-to-Leader Program
When you share the value of ACHE membership with your colleagues through encouraging them to join or advance to Fellow status, you can earn points to obtain rewards such as a gift certificate toward an ACHE education program, a polo shirt, a backpack tote, a water bottle and an umbrella. If you sponsor three or more Members who successfully achieve Fellow status, you can even be entered into a raffle for a free registration to ACHE’s Congress on Healthcare Leadership. Each time a person joins ACHE or advances to Fellow status and lists your name as a sponsor on the application, you earn a point. The more points you earn, the more rewards you can receive. Points expire on Dec. 31 of the year following when they were earned (e.g., a point earned on Jan. 1, 2018, will expire on Dec. 31, 2019). You can check your available points and discount
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2018
program coupon codes in the My ACHE area of ache.org. To ensure colleagues reference you, referral cards are available that you can pass out so you receive the credit you deserve. When you help grow ACHE, you make a strong statement about your professionalism and leadership in the healthcare field and also strengthen the organization. For more information on the program, go to ache.org/L2L.
ACHE Member Communities Enhance Membership Experience
ACHE offers four community groups that align with our members’ professional backgrounds and commitment to diversity and inclusion. Make members in your area aware of these communities and encourage them to join one or more that meet their professional needs and goals (pending they meet the requirements). ACHE Forums: Asian Healthcare Leaders | LGBT | Healthcare Consultants | Physician Executives Sign up today: Join or renew one or more of these groups for an annual fee of $100 each in addition to your ACHE membership dues. All benefits are accessible online and include a newsletter, an exclusive LinkedIn Group and special designation in ACHE’s online Member Directory.
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 of both your former and your new job, as well as a high-resolution headshot, to he-editor@ache.org.
ACHENTX’S
NEWEST
FELLOWS
NOVEMBER Benjamin Isgur, FACHE Orel A. Rhodes, FACHE DECEMBER James L. Voiland, DNP, RN, FACHE Jared G. Richey, FACHE Matt Richardson, DrPH, FACHE William M. Turner, FACHE
JANUARY Nick Johnson, FACHE Krishandra Y. Sanders, FACHE William M. Turner, FACHE Ashley M. Vanicek, FACHE FEBRUARY Daniel Alemayehu, FACHE
WELCOME ACHENTX’S NEWEST MEMBERS NOVEMBER
DECEMBER
JANUARY
FEBRUARY
Brandy Marrow
Barry Owen
Emeka Anyanwu, JD
Enrique Aguirre
Charles Ndunda
Brennan Bryant
Mike Boate
Julie A. Camp
Christian R. White
Casey A. Ausherman
Tiffany Bryan
Nevin Chacko
Christina R. Coyle
Duc Nguyen
Mary Case
Gregory D. Chesley
Grayling D. Yarbrough
Katie Newman
Jamie Davis
Dr. Crystee Cooper
Jennifer R. Clark
Kimberly Hatchel
Elisabeth G. Henderson
Brittany Cordes
John Rankin
Morgan J. Grant
Lara Lee Hogg
Rebekah Craig
Sana Merchant
Phillip Bozzo
Amanda James
Stephanie Gary
Stephen Marsh
Phoebe Hawkins
Adam J. Klement
David Goldmeyer
Timothy J. Wilson
Robert Bass, MD
Lori Kornely
Landon A. Gregg
Walter Taylor
Stephen L. Price
Elizabeth S. Lindert, RN
Shenita W. Guillory
Will Cyrus
Tonya Jones
Donald W. McLaughlin
Darrick Hopkins
Austin Campbell
Tricia Wilkerson
Anthony S. Morgan, RN
Christie Hutchinson, RN
Lauren C. Uriegas
Sharon K. McQuown, RN
Benjamin Walker
Herron Mitchell
Shelton T. Williams
K. Randolph Peak, II
Thomas Zellers, MD
Priscilla Stuart Charlotte Williams
RECERTIFIED FELLOWS NOVEMBER
JANUARY
Beverly Hardy-Decuir, DNP, RN, FACHE
Meera Ananthaswamy, PhD, RN, FACHE
Cynthia K. Paris, RN, FACHE Laurie W. Breedlove, FACHE
Candace D. Baer, FACHE Kyllan A. Cody, FACHE
Timothy C. Ruse, FACHE
LCDR Deepak D. Devasthali, FACHE
DECEMBER
J. Eric Evans, FACHE
Michael T. Dossey, FACHE
Akela McDonald, FACHE
Douglas G. Haas, CPA, FACHE
Fran Laukaitis, RN, FACHE
Michael R. Hicks, MD, FACHE
George L. Pearson, JD, FACHE
Marcus Jackson, Sr., FACHE
Glenn W. Bodinson, FACHE
Mitchell Koger, FACHE
Jim R. Kendrick, Jr., FACHE
Vivian D. Leopold, FACHE
Steven R. Newton, FACHE
Sharn C. Lotten-Barbarin, FACHE
Susan Edwards, FACHE
Shelly Miland, CPA, FACHE
FEBRUARY
April M. Myers, FACHE
Randolph B. Bacus, FACHE Barclay E. Berdan, FACHE
James F. Souders, FACHE Stephanie C. Swanson, FACHE
Vicki J. Dennis, FACHE Kelly P. Dunavant, FACHE Tracy Giacoma, RN, FACHE David A. Helfer, FACHE Mark E. Holcomb, FACHE Lynn O’Neill, FACHE Dana B. Rains, FACHE Scott B. Ransom, MD, FACHE Thanh Tran, FACHE
MEMBERS WHO RECENTLY PASSED THE BOARD OF GOVERNORS’ EXAM NOVEMBER
DECEMBER
Philip W. Young, II, FACHE
Krishandra Y. Sanders, FACHE Monaliza Gaw Steven P. Jakubcanin, FACHE Teresa King
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