The Executive Connection of North Texas - Winter 2014

WINTER 2014

http://www.northtexas.ache.org

CONTENT

President’s Remarks 4Josh Floren, FACHE

Welcome New Fellows 4

Board of Governors 4Exam Review Course

The Leadership Imperative 5A Perspective fromSeasoned Executives

Member Spotlight 11

ACHE of North Texas 112014 Mentorship Program

ACHE of North Texas 11Education Committee

News from National 12

Event Encore 13

Calendar 15

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The ACHE of North Texas e-magazine, The Executive Connection, is published quarterly (Spring, Summer, Fall and Winter) and includes information on the latest regulatory and legislative developments, as well as the quality improvement and leadership trends that are shaping and influencing the healthcare industry. Readers get indepth reporting on the issues and challenges facing hospital and health system leaders today. We make it our job to tell you about the great things the organization and Chapter are doing every day to ensure the health of our community. If you have any news and updates that you want to share with other members, please e-mail your items to [email protected]. 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.

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ACHE of North Texas Member Survey The ACHE of North Texas Networking and Membership Committee requests participation in a membership preference survey. The purpose of this survey is to develop and tailor future education and networking events and chapter programs to meet membership needs.

The anonymous survey will take 5-10 minutes to completed. Responses will help committee members shape subject matter, time, and location of future events. Those who fill out the survey will be entered into a drawing for a $50 gift card.

Please use the following navigation buttons when filling out the survey.

- Click the Next button to continue to the next page. - Click the Previous button to return to the previous page. - Click the Exit the Survey Early button if you need to exit the survey. - Click the Submit button to submit your survey.

Thank you for your support and participation!

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A Publication of the American College of Healthcare Executives of North Texas Chapter | WINTER 2014 3

Editor-In-Chief John G. Allen, MHA, MPH, FACHE

Managing Directors Joan Shinkus Clark, DNP, RN, FACHE

Contributing Editors Lisa Cox

Contributing Writers Dana Lujan Susan Edwards Rhea Robinson John Allen

Production Kay Daniel

Advertising/ Subscriptions [email protected]

Questions and Comments: ACHE of North Texas Editorial Office, c/o Executive Connection 250 Decker Drive | Irving, TX 75062 p: 972.413.8144 e: [email protected] w: northtexas.ache.org

2014 Chapter Officers

President Josh Floren, FACHE Texas Health Presbyterian Hospital Plano

Past President Caleb F. O’Rear, FACHE Denton Regional Medical Center

President-Elect Winjie Tang Miao Texas Health Harris Methodist Hospital Alliance

Secretary Dresdene Flynn White, FACHE John Peter Smith Health Network

Treasurer Pam Stoyanoff Methodist Health System

Regent Michael D. Murphy, FACHE Abilene Regional Medical Center

2014 Board of Directors

Teresa Baker, FACHEJohn Peter Smith Health Network

Jessica DawBroadJump

Forney FlemingUniversity of Texas at Dallas

Jay FoxBaylor Medical Center - Waxahachie

Michael Hicks, MD, FACHE Pinnacle Anesthesia Consultants

Janet Holland BroadJump

Kristin Jenkins, JD, FACHEDFW Hospital Council Foundation

Kevin Stevenson, FACHE

Demetria WilhiteUniversity of Texas at Arlington

Chip Zahn, FACHESurgical Care Affiliates

Lisa CoxChapter Coordinator

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President’s RemarksJosh Floren, FACHE

Happy New Year and I hope you are all having a great 2014. It is my privilege to serve as President of the North Texas ACHE Chapter this year. I would like to personally thank our Past President, Caleb O’Rear for his leadership and also thank Beverly Dawson, Ashley McClellan, Matt Van Leeuwe, Bethany Williams and Jonni Johnson who completed their board service this past year. I would also like to recognize Jessica Daw and Kristin Jenkins who accepted Board positions this year. Finally, I would like to express my appreciation to our 2013/2014 sponsors. Without the support of our sponsors we couldn’t provide the number of exceptional programs and development opportunities to our members.

This past year our chapter increased to over 1500 members, welcomed 31 new fellows and hosted 27 events with over 1500 attendees. The North Texas Chapter is one of the largest and most successful which creates an exciting challenge for the Board this year. As you are all aware, our industry is changing very rapidly and leaders are looking to our Chapter for education, events, skill building and professional development. It will be even more important this year for our Board, volunteers, community partners and sponsors to work together to advance the value our members receive from the many programs and networking events that we offer. We are all excited about this year and are committed to improving on last year’s successes.

I encourage you to find a way to participate in the North Texas Chapter this year and make the most of your membership. For more information on how to become involved or to send us feedback on our programs visit us at our northtexas.ache.org or send us an email at [email protected].

As a final reminder, ACHE’s Congress on Healthcare Leadership is March 24-27. Congress is always a great opportunity to further your knowledge and network with industry leaders so I hope you get the opportunity to attend.

See you soon,

Josh Floren, FACHE2014 Chapter President

Increase your knowledge and boost your confidence as you prepare for the Board of Governors Exam by signing up for the ACHE of North Texas review course today! This webinar combines convenience and structure to motivate members and to guide them through preparatory steps to pass the Board of Governors Exam. This program is designed to cover each knowledge area found on the exam and to provide resources to help focus preparation.

This 10 week lunch and learn format will be held every Tuesday from noon - 1pm beginning April 1st.

Registration deadline is Friday, March 21st.

For more information and registration detailsclick here:

http://www.eventbrite.com/e/board-of-governors-exam-webinar-review-course-tickets-10480392135

Board of Governors Exam Review Course

Congratulations to the followingmembers who advanced to Fellow status

Kyllan Cody, FACHE Jessica Daw, FACHE

Dresdene Flynn White, FACHEJanet Holland, FACHE

Ann Marie Huddleston, FACHEKarim Kaissi, FACHE

Maria Murray, FACHE

http://www.eventbrite.com/e/board-of-governorsexam-


cont. on page 6

The Leadership Imperative:A Perspective From Seasoned Executives By John Allen

Henry Kissinger said, “The task of the leader is to get his people from where they are to where they have not been.” In 2014, the need for healthcare leadership to help navigate the current healthcare landscape is greater than ever. With issues such as the Affordable Care Act, physician shortages, a growing baby boomer population, pay for performance, and other factors creating uncertainty in American healthcare, the need for strong leadership is imperative.

In February, ACHE of North Texas members interviewed Joel Allison, FACHE, CEO, Baylor Scott & White Health, Doug Hawthorne, FACHE, CEO of Texas Health Resources, and Dr. Michael Williams, President of the University of North Texas Health Science Center. The purpose of this interview was to gain each leader’s perspective and philosophy on leadership in the current dynamically changing healthcare environment.

Joel T. Allison, FACHEChief Executive Officer, Baylor Scott & White Health

Joel Allison is chief executive officer of Baylor Health CareSystem (BHCS) and Baylor Scott & White Health System. This fully integrated health care system is headquartered in Dallas, Texas. It provides services to a network of acute care hospitals and related health care entities.

His primary responsibility is to help Baylor Scott & White attain its vision “to be the most trusted name in giving and receiving safe, quality, compassionate health care.”

Allison oversees a leadership team whose mission is to develop Baylor Scott & White as a patient-focused health care delivery system and clinical enterprise that offers prevention and wellness, physician care and oversight, outpatient care, acute hospital in-patient care and other services geographically dispersed yet efficient and fully-coordinated. He maintains focus on providing measured and reported quality and safe patient care. He places a strong emphasis on medical education and health care research, as well as physician collaboration in the design and development of an integrated delivery system.

Allison’s career includes more than four decades in health care management. He joined Baylor Health Care System in 1993 and served as Baylor’s senior executive vice president and chief operating officer before being promoted to president and CEO in 2000.

Allison received a bachelor’s degree in journalism and religion at Baylor University in 1970 and attended Trinity University’s health care administration program where he earned a master’s degree in 1973. He is a graduate of the Advanced Management Program at Harvard Business School, and in 2004 he received an honorary Doctor of Humanities degree from Dallas Baptist University.


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Allison is a Fellow of the American College of Healthcare Executives. Nationally, he serves on the Healthcare Leadership Council and is a member of the United Surgical Partners, International board. In addition, he serves on numerous state and local boards; including his appointment by Governor Rick Perry to the Texas Institute of Health Care Quality and Efficiency Board, the Baylor University Board of Regents, Texas Association of Voluntary Hospitals, Texas Care Alliance, Dallas Citizens Council and the Denison Forum on Truth and Culture. He is also a past chairman of the United Way of Metropolitan Dallas Board, the Dallas Regional Chamber Board and the Dallas Citizens Council Board.

Today, through his leadership role with BHCS and Baylor Scott & White, Allison continues to fulfill his life-long mission to help lead an organization that combines ministry and health care in its mission statement and day-to-day operations.

Q&A with Joel Allison

If you had only five minutes to offer career advice to today’s healthcare administrators, what would you tell them?

I would tell them that it is important they stay in shape physically, mentally and spiritually. I would also advise them to find a mentor able to give them the right guidance to help them navigate their career. Third, I would advise them that it is extremely important to create a network that they not only learn to rely upon, but that can also support them and that they can contribute to as well. I have been blessed with many mentors in my life who have a strong value system, exercise high integrity and are well-rounded.

Can you talk briefly about the emerging clinician as a new executive leader as well as the future role of non-clinician health executives as they try to manage their careers?

We are going to continue to see physician and nurse executives emerge, especially in the area of population health management. We need their clinical perspectives. I also believe there will continue to be a need for non-clinical leaders such as those with MBAs and MHAs. You need strong partnerships between clinical and non-clinical leaders to help guide organizations. It is important for non-clinical leaders to have a good understanding of the important role the clinical executives play, and likewise, it is important for clinical leaders to understand the important role non-clinical executives play.

I believe this is the new team-based model of care that you will see going forward. We need leaders with a passion for healthcare and for serving other people.

Policy and Economy Questions

How do you think the Affordable Care Act (ACA) will impact the future of healthcare in Texas and the United States?

I think the ACA has already had an impact. The pace of healthcare spending cannot continue on its current path. It’s unsustainable for hospitals, payers and patients. It’s forcing healthcare systems across the country to re-think how they deliver healthcare.

There is a lot of uncertainty around the ACA. There are some beneficial parts of it, and there are some things that need to be changed. At Baylor Scott & White Health, we took a very proactive approach and made a decision that we were going to transform how healthcare is delivered, regardless of the ACA or whether Texas decided to expand Medicaid or not.

I believe another impact the ACA will have is greater consolidation of health systems. The recent merger between Baylor and Scott & White is a great example of this kind of consolidation. And this is just the beginning for the trend.

What is the single greatest healthcare issue that threatens American hospitals? How can hospitals and health systems address this issue?

I think it is more than one issue that is driving to the same point - not everyone has access to safe, compassionate and quality care. We have to address the healthcare financing mechanism. The reimbursement model does not work when it is related to volume, not value.

The system has to change relative to reimbursement and it must align incentives that increase access to safe, compassionate and quality care. Second, the system needs to change so there are incentives that promote prevention. We need to move from a “sick” model to a wellness model. We should reward providers based on value, not volume. Until we do, people will fall through the cracks and nothing will change.

I recently saw a roadside billboard in a large city that provided the wait times for four metropolitan emergency rooms. This is consistent with the American culture of “I want more and I want to wait less.” As healthcare leaders working in this culture, how do we navigate these expectations?

We have to understand people want immediacy - consumers want their care delivered in the right way, at the right time, in the right amount and at the right cost. And we have to be able to prove that we can meet or exceed consumer expectations. Consumers want convenient, quality and timely care, and if we do not provide it, they will find it somewhere else. So we should be proactive and anticipate consumer needs. If we do not make our efforts patient-centered, then we are in trouble.

Community Health, Accountability, and Patient Safety/Satisfaction Questions

Describe the attributes of a healthy relationship between a hospital/health system and its community.

It is our responsibility to assess the needs of our community and then create models of care to meet those needs. And we have to be patient-centered, not provider-centered in our approach. That is what we are trying to achieve at Baylor Scott & White - patient-centered care. The relationship between providers and their community is very important and it has to be a trusted relationship.


What impact do you think pay for performance initiatives and public reporting of clinical and patient satisfaction outcomes have on improving quality?

It has a significant impact on quality and I think we already have evidence that it has had that impact. The good news is it aligns incentives with quality, and health systems are already being paid according to the level of quality they provide. Pay for performance is the future and it is a critical part of how we will improve quality. Our providers look at these things every day and know it is key to success.

Any parting thoughts?

I see this as an opportune time for health systems and hospitals to transform how healthcare is delivered in our country. We need to change, and we need to embrace change. We should work to make a difference in the lives of the people in the communities we serve. So as we create new models of care, we will see more people who will gain access to safe, compassionate, convenient and quality care.

Doug Hawthorne, FACHEChief Executive Officer, Texas Health Resources

Doug Hawthorne, FACHE, has served as CEO of Arlington-based THR, one of the largest health care providers in North Texas, since 1997 when he led the consolidation of Presbyterian Healthcare Resources, Harris Methodist Health System and Arlington Memorial Hospital.

At Texas Health Resources (THR), Mr. Hawthorne, oversees acute care hospitals, a continued care hospital, fitness centers, psychiatric/addiction treatment facilities, extended care and long-term care facilities, and a medical research organization. Under Mr. Hawthorne’s leadership, THR and its member organizations have received numerous awards. Four hospitals within THR have been named among Solucient’s 100 Top Hospitals in America. The Greater Dallas Community Relations Commission and Dallas Together Forum have honored THR for its commitment to diversity. In 1995 and 1998, the American Hospital Association presented the coveted NOVA Award for outstanding community service to Presbyterian Healthcare System, which was under Mr. Hawthorne’s leadership.

Mr. Hawthorne currently serves as chairman of the board of Premier, Inc., and as chairman of The North Texas BOLD (Business Opportunities for Leadership Diversity) Initiative. A Fellow of the American College of Healthcare Executives, he earned his bachelor of science and master in healthcare administration degrees from Trinity University in San Antonio.

Q&A with Doug Hawthorne

If you had only five minutes to offer career advice to today’s healthcare administrators, what would you tell them?

The first thing I would share with our future health care administrators is to be patient. I know the tendency is to try to move swiftly up the chain, but patience is important as you advance your career. As the environment changes and new opportunities arise, it is important to think about where your talents can really add value to an organization, and then begin to move in that direction. The traditional hierarchies will begin to shift, and new opportunities will arise for highly-educated and experienced health care administrators.


Clinicians in all categories of medicine will continue to be advanced into leadership roles. The primary reason for this change is the importance of clinical integration and coordination of care as health systems take responsibility for the full continuum of services from birth to end of life. Dyads of leadership that couple highly-skilled operational leaders and clinical leaders will begin to be a model that is visible in all health care organizations. The role of the non-clinician administrator will not diminish at all, but their skillsets will be broadened and then matched to complement clinical leaders. We will see new leadership skillsets and models emerge that will cover all of the necessary arenas to enable significant transformation in the delivery of health services across large populations of people.

Policy and Economy

How do you think the Affordable Care Act (ACA) will impact the future of healthcare in Texas and the United States?

The fee-for-service, “sick care” model we have worked with for decades is not sustainable for the long term. We must transform to a model that focuses on enhancing well-being, improving patient outcomes and keeping people healthy so that they do not need expensive health interventions. The most effective healthcare reforms are happening at the local level, not because of directives from Washington, D.C. Changes are being driven by collaborations among health systems, physicians, employers, insurance companies and policy makers who are most attuned to the needs of the communities we all serve.

Continuing ideological, partisan-based differences are preventing compromises and workable fixes to the parts of the ACA that need modification. However, there are positive changes being driven by the Affordable Care Act, such as the expansion of medical coverage to millions of people who were previously uninsured and enabling students to stay on their parents’ insurance through age 25. The ACA also emphasizes early interventions and preventive care, and that could have long-term benefits for improving health.

The influx of potentially millions of previously-uninsured who get coverage because of the ACA will begin to tax the capabilities of primary care providers as people who previously went to the hospital emergency room are directed to primary care networks. Unfortunately, Texas will continue to lead the nation in the percentage of our population who are uninsured and may overtake California as number one in the absolute number of uninsured people.

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To meet the challenges of providing services to more insured people coming into the system, provider networks will expand use of nurse practitioners and physician assistants. Providers will also develop more on-site or near-site clinics to offer primary care and wellness services near large employers or concentrations of businesses such as industrial parks.

The reimbursement reforms being driven by the ACA will present challenges to providers as we simultaneously try to improve quality and coordination across the continuum of care and adjust to financial changes. We will continue to learn how to manage the health of populations of people through collaborative efforts such as Accountable Care Organizations. Closer alignment between health systems and physicians will help us figure out how to make the new models work to improve outcomes and manage costs.

What is the single greatest healthcare issue that threatens American hospitals? How can hospitals and health systems address this issue?

Healthcare is one of the largest segments of our national economy, and hospitals are typically one of the largest employer organizations in a community. Health systems are incredibly complex organizations with many different stakeholder groups, both inside and outside the organization. This is not a model that can change immediately with the flip of a switch. One of the greatest challenges to hospitals and health systems is maintaining financial viability and managing the transition as reimbursement models change. Policy makers and payers must provide adequate and equitable support to health systems, physicians and other providers through the transition or the financial foundations will be imperiled.

I recently saw a roadside billboard in a large city that provided the wait times for four metropolitan emergency rooms. This is consistent with the American culture of “I want more and I want to wait less.” As healthcare leaders working in this culture, how do we navigate these expectations?

Healthcare providers can certainly improve how we deliver care, and we can deliver greater value. Part of what we’re doing at Texas Health Resources is to provide convenient access to quality services closer to where people live and work. Rather than focus on putting more beds in acute care hospitals, we’re creating what we call integrated health campuses in fast-growing communities. So no matter where someone is – at work or at home – we’re nearby, in the right place with the right service at the right time. We’re leveraging information technology to tie together different parts of our system and physician practices to more efficiently and securely share patient information. That can speed access, enhance coordination among providers, improve quality and safety, and ultimately deliver more value and a more satisfying experience to consumers of health services.

Community Health, Accountability, and Patient Safety/Satisfaction

Describe the attributes of a healthy relationship between a hospital/health system and its community.

The health system and all its parts – community outreach, acute care hospitals, outpatient surgical centers, physician practices, neighborhood clinics, home care services – are critical assets of the community. Health systems are long-term investments by the community for the community. We are not short-term businesses that rise and fall with popular fads or pick up and move our business to another state where market conditions are more advantageous. We are where generations are born and cared for, one after another, decade after decade. Texas Health Resources is an example of how a health system is deeply integrated into the life of the communities we serve. The Board of Trustees of the system, of our foundation and of each hospital are volunteers from the local business community who give freely of their expertise and insights. A healthy relationship requires that type of support and involvement from the community. In return, the health system owes it to the community to be transparent and accountable for being good stewards of the resources and trust that the community invests in the health system.


Financial incentives drive performance and focus in most organizations, and healthcare is no different. The fee-for-service model is not sustainable for the long term. Pay for performance is still in its infancy as we learn how to set performance standards and reasonable reimbursement based on evidence. It won’t happen overnight, but we must transform to a model that focuses on enhancing well-being, improving patient outcomes and keeping people healthy so that they do not need expensive health interventions. At the same time we must improve how we deliver care when people do need advanced medical intervention. Health systems must engage with physicians to design and deploy innovative care models that measurably improve quality. Health systems must be continual “learning environments,” where we share what we learn with both internal stakeholders and other providers to drive continuous improvement. Transparency drives accountability, and accountability drives improvement.


My parting thought for career development and professional growth is that these are the most exciting times in health care. And by exciting, I mean full of opportunity and challenge. As health systems take on the full continuum of care for patients from the beginning of their life to the end of their life and have to coordinate that care in a delicately

It is better to lead from behind and to put others in front, especially when you celebratevictory when nice things occur. You take the front line when there is danger.

Then people will appreciate your leadership.- Nelson Mandela

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balanced way, we will certainly have new challenges and innovative solutions. The healthcare environment is changing from just sick-care to a broader focus on overall well-being. Improving the health of large populations of people will be the benchmark of how we deliver services across the communities that we are privileged to serve.

Dr. Michael WilliamsPresident, UNT Health Science Center

Dr. Michael Williams was named President of the UNT Health Science Center (UNTHSC) in July 2013. He previously served on the UNT System Board of Regents as an appointee of Texas Governor Rick Perry for 15 months, relinquishing the position prior to being named UNTHSC Interim President in December 2012.

He is a Fort Worth native and, as a 1981 UNTHSC graduate, is the first alumnus to lead the 40-year old institution, which includes the Texas College of Osteopathic Medicine (TCOM), the Graduate School of Biomedical Sciences, the School of Public Health, the School of Health Professions and the UNT System College of Pharmacy.

In 2013, Dr. Williams was named to U.S. News & World Report’s prestigious national Hospital of Tomorrow Advisory Council. He is one of only 12 national health care leaders serving on the council and the only leader from Texas.

Dr. Williams practiced anesthesiology and critical care for more than 20 years prior to serving as CEO of Hill Country Memorial Hospital in Fredericksburg, Texas from 2008 to 2012. Under his leadership, the hospital received numerous awards for quality.

Dr. Williams earned his bachelor’s degree from Texas Wesleyan University and medical degrees from TCOM and Ross University; an MBA from Duke University; and a Master’s degree in Health Care Management from Harvard University.

Dr. Williams is board certified by the American Board of Anesthesiology in anesthesiology and critical care medicine; is a member of the Texas Osteopathic Medical Association; Texas Medical Association; American College of Physician Executives; American College of Health Care Executives, and a fellow of the American College of Chest Physicians.

Q&A with Michael Williams

If you had only five minutes to offer career advice to today’s health care administrators, what would you tell them?

First and foremost, I would say read, read, read! Read about leaders and leadership, about business and innovation, about people who delivered results in the face of insurmountable odds. Some of my personal favorites include “The Last Lion,” a biography of Winston Churchill by William Manchester. Another is “Team of Rivals” by Doris

Goodwin Kearns: Steven Spielberg based his movie “Lincoln” on her book. Finally, “Endurance: Shackleton’s Incredible Voyage,” by Alfred Lansing, is an inspirational story about leadership abilities that literally meant the difference between life and death.

I’d also suggest building a team of mentors and advisors, people who you admire and respect, and ask them to share their expertise and opinions with you. An executive coach will challenge and help you grow as a leader. A performance coach will help you find innovative ways to set, and achieve, goals for you and your team. You’ll have to develop a thick skin and view constructive criticism as just that, but I don’t know anyone who can’t benefit from constructive, compassionate coaching, including me.

Finally, I’d suggest cultivating the ability to think not just outside the box but beyond it, and consider non-traditional solutions to your challenges. Have faith and patience in all things and believe in the outcome you seek. Be comfortable with change and maintain persistence to reach the final goal. Trust your instincts and lead with passion!


For quite some time, more and more physicians have made the effort to go beyond clinical practice and gain qualifications and experiences that establish them as executive leaders. In the new world of health care, we’re already seeing where these individuals can be well situated to be quite successful, especially in situations where provider and interprofessional partnerships are starting to flourish. There will be growing opportunities for clinical and non-clinical executives to play a significant role in managing the efficiency and effectiveness of many types of organizations. I don’t see them as mutually exclusive: rather, using their different perspectives and working together, clinical and non-clinical health executives can be a powerful, synergistic team.

Regardless of an individual’s background, great leaders are clearly needed. If qualified, competent individuals strive for leadership opportunities and will work hard to develop as leaders, they’ll always have a role at the forefront.

Policy and Economy How do you think the Affordable Care Act (ACA) will impact the future of health care in Texas and the United States?

It’s clear that the old system was unsustainable. Here in Texas, one out of every four individuals was uninsured and we are positioned to have great increases in the health care needs of Texans over the next decade. While the ACA missed a great opportunity for true bipartisan reform of our system, it will hopefully ignite discussions leading to eventual true change.

Even though the ACA has been upheld by the Supreme Court, the political debate about cost, implementation and benefits, or lack thereof, will continue in Washington for years. But we now have our direction: we know where we’re going and it’s to a world of

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value instead of volume health care where teamwork, partnerships and collaboration must drive improvements in quality and cost-effectiveness. So while there might be continued changes and short-term confusion, I think the long-term outlook is positive for patients and physicians alike. We must remember that the risk burden has now been shifted more to providers and patients and away from the government.

We must also bear in mind that patients are becoming much savvier consumers of health care: they’re expecting a more reliable, higher quality value proposition from their hospitals and providers. They are consumers and customers of health care and need to be valued and appreciated as such. This is a change in mindset that can’t be overstated. Patients and families first, providers second.

What is the single greatest health care issue that threatens American hospitals? How can hospitals and health systems address this issue?

The single greatest care issue is the need to eliminate preventable patient harm and, in a related way, health care system waste. Hospitals and health care systems need to be truly patient-focused: the highest level of safety, higher quality, better reliability, lower cost, immediate access to their data, transparent pricing, and care that’s delivered in a more efficient and effective manner. Lastly, patients need to be able to expect consistent outcomes and experiences in a safe, waste-free system.

I recently saw a roadside billboard in a large city that provided the wait times for four metropolitan emergency rooms. This is consistent with the American culture of “I want more and I want to wait less.” As health care leaders working in this culture, how do we navigate these expectations?

In my opinion, we don’t try to navigate these expectations. Instead, we intentionally stay ahead of them by over-delivering on service, patient experiences, access to health education and promoting newer and better ways to make our patient populations healthier.

That also means doing a better job of educating patients on the importance of taking responsibility for their overall health and wellness. Diabetes, obesity and pulmonary diseases are almost entirely preventable through diet, exercise and smoking cessation, yet they account for a hugely disproportionate cost of our nation’s health care bill. If we can educate patients about the importance of taking preventive action, we can do a lot of good and lower health care costs, too. We must separate the word “healthcare” into “health” and “care.” Health must be synonymous with wellness, while care is for sickness.

Community Health, Accountability, and Patient Safety/Satisfaction Describe the attributes of a healthy relationship between a hospital/health system and its community.

Without trying to be too self-promoting, I think it comes down to the words that make up our mission statement at UNTHSC: “Creating solutions for a healthier community.” To create solutions with lasting impact, all of us in the care spectrum must find more effective ways to work together: hospitals and health care systems, academic health centers, physicians, patients, community representatives and so on.

As I mentioned, chronic disease in particular is a continuing challenge. Getting awareness and treatment programs out of the hospitals and into the communities where they belong is a great way to promote better public health and personal health awareness.


I think they can have a positive impact, however, I don’t think they go far enough. The CMS’s Value-Based Purchasing program, which rewards health care systems that do well on a variety of standardized quality scores, is a definite step in the right direction: it can’t help but change how administrators and managers interact with patients. However, the marketplace is always the ultimate arbiter and as more health care consumers vote with their pocketbooks, those who don’t rise to the level of consumer expectations will be winnowed out.

Incentives work, so let’s also explore how to incentivize innovation, safety and add value, too. In the long-term, quality will rise and competition will keep prices from soaring and that’s all to the good.


One of my favorite quotes is by Peter Drucker, the father of modern business theory: “The best way to predict the future is to create it.” There’s not a more inspiring, empowering way to think about how to move beyond conventional management philosophy into a realm where anything is possible.

Another quote I like is by Mark Twain: “It’s not what you don’t know that will get you in trouble, it’s what you know that just ain’t so.” Always be seeking knowledge via learning and experiences. Always seek to validate what you think you know before taking action. And never, never be too arrogant or confident to ignore suggestions that others want to share with you.

If your actions inspire others to dream more, learn more,do more and become more, you are a leader.

- John Quincy Adams


Dante Ridgell2013 Student Case Study Competition WinnerUNT Health Science Center Team Lead

What are you doing now?

Currently, I am pursuing my Masters in Health Administration from the University of North Texas Health Science Center with an anticipated graduation date of May 2014. Additionally, I am completing my internship with the Office of Patient Centeredness at Baylor Health Care System.

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

Population health and chronic diseases are the most important issues for healthcare. Additionally, finding and implementing ways to address these issues will require a transformation in healthcare and how it is delivered to the patient.

How long have you been a member of ACHE?

I joined ACHE in September 2012 as a student member and plan to continue membership after graduating.

Why is being a member important to you?

The opportunities to learn from and meet experienced professionals are invaluable. As a student without hands-on healthcare experience, I am able to gain a great amount of insight into the current environment of healthcare and stay current on new trends and developments.

What advice can you give to Early Careerists (or students) or those considering membership?

I highly encourage students in healthcare administration programs to joing ACHE and to be an active member. Being active in ACHE is one of the best ways to stay current in the changing environment of healthcare. The educational and networking events provide many opportunities to learn from and network with experienced professionals. There are also several opportunities at the national and the chapter levels devoted to helping students and early careerists grow. Some examples include scholarships, the fellowship directory, and the Chapter’s mentoring program.

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

I had a heavy southern accent when I was younger. Every once in a while it still comes out when I’m not paying attention.

MEMBER SPOTLIGHT

ACHE of North Texas2014 Mentorship ProgramACHE of North Texas is now accepting Mentor and Mentee applications for the 2014 Program. Experienced healthcare professionals will be matched in a mentoring relationship with early careerists who have graduated from a Master’s program within the last five years or graduate students who will complete their program within one year.

Applicant interviews will be conducted on April 8th and 9th. The program will begin with an orientation and “meet and greet” on April 28th and the program officially begins on May 1st running through October 24th.

Applications and additional program information can be downloaded from the ACHE of North Texas website homepage: http://northtexas.ache.org Applications are due by Friday, March 21st. Email: [email protected]

ACHE of North Texas Education CommitteeThe Education Committee has started the year off with a BANG, hosting two continuing education seminars in January and February. January’s event had record attendance with 100+ attendees. February’s seminar was a coordinated effort with the networking committee, combining an early careerist panel with a networking event with 65+ in attendance. The next educational event will be hosted at Texas Health Harris Methodist Fort Worth in a new cluster-like format. Attendees will have the opportunity to obtain 3 face to face hours with two different topics and panels participating. The event will be held on Thursday, April 17th from 3:00 -7:30 pm. The panels will include Successfully Leading Change in Healthcare Organizations and Financial Implications: The Push From Inpatient to Outpatient Care. Watch for more details to come soon!

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NEWS FROM NATIONAL

ACHE Senior Executive Program The Senior Executive Program prepares senior healthcare leaders for complex environments and new challenges. Past participants have been senior directors, vice presidents, COOs, CNOs and CFOs—many of whom aspire to be a CEO and believe the Senior Executive Program has assisted them in achieving that goal.

It consists of three sessions, each two-and-a-half days in length. Locations and dates are as follows: Chicago (June 2–4), San Diego (Aug. 18–20) and Orlando (Oct. 13–15).

The program includes topics such as reducing medical error, improving board relationships, increasing personal influence, financial management in the era of payment reform, confronting disruptive behavior and influencing public policy.

Enrollment is limited to 30 healthcare executives. For those individuals whose organization lacks the resources to fully fund their tuition, a limited number of partial scholarships underwritten by Toshiba American Medical Systems, Inc. are available.

For more information, contact Darrin Townsend, program specialist, at (312) 424-9362 or visit ache.org/SeniorExecutive.

ACHE Executive ProgramThe ACHE Executive Program is designed to help healthcare middle managers refine their knowledge, competencies and leadership skills. Participants will have the opportunity to learn, share and grow professionally together over the three multi-day sessions.

The program will cover topics such as improving patient safety and clinical quality, physician integration strategies, appraising personal leadership, managing disruptive behavior, talent development, understanding hospital governance, conflict management and measuring financial success.

Enrollment is limited to 30 healthcare executives. For those individuals whose organization lacks the resources to fully fund their tuition, a limited number of full scholarships underwritten by Toshiba American Medical Systems, Inc. are available.

For more information, contact Darrin Townsend, program specialist, at (312) 424-9362 or visit ache.org/Executive.

Physician Executives and Healthcare Consultants ForumsACHE’s Physician Executives Forum and Healthcare Consultants Forum enhance value to physician executive and healthcare consultant members through a package of benefits tailored to their unique professional development needs.

The Physician Executives Forum offers education, networking and relevant information that address the top issues physician executives face such as leading quality initiatives and enhancing interdisciplinary communication skills.

Benefits include a special designation on ACHE’s online Member Directory, e-newsletter and an exclusive LinkedIn Group. Physician executive members with an MD or DO credential are encouraged to visit ache.org/PEForum to learn more about the Forum’s benefits and to join.

The Healthcare Consultants Forum can help healthcare consultants stay ahead of the curve and more effectively meet client needs through targeted resources designed with their needs in mind.

Benefits include a special designation on ACHE’s online Member Directory, e-newsletter and an exclusive LinkedIn Group. More information is available on ache.org/HCForum, where interested consultant members can join.

The cost of membership in either the Physician Executives or Healthcare Consultants Forum is $100 annually in addition to ACHE annual dues.

http://www.ache.org/SeniorExecutive

http://www.ache.org/Executive


EVENT ENCORE

January Education Program:Marketing and Money: Linking New Service to ROI

Adriene Wilson and LaToya Rivers

Gail Maxwell, Ellen Pitcher,David Hefler, Puja Patel

Panelist Mary Ann Wylie, Moderator Steve Love and

Board Member Kristin Jenkins

Past Regent Britt Berrett, Board Member Kristin Jenkins and

Chapter Administrator Lisa Cox

Patrick Makarewich and Marty Heath Patty Grady, Jose Alejandro and Rajat Dhameja Paul Musgrave, Josiah De La Garzaand John Kiltsch

On January 16, 2014, ACHE of North Texas presented “Marketing and Money: Linking New Services to ROI” at Texas Health Presbyterian Hospital of Dallas. This 1.5 face-to-face credit offering was developed as a panel discussion featuring:

• James Berg, FACHE, Senior Vice President & Chief Operating Officer of Texas Health Presbyterian Hospital of Dallas• Karen Fiducia, FACHE, President, USMD Hospital Division• Dr. Brett Lee, FACHE, Chief Executive Officer, Lake Pointe Health Network• Dr. Mary Wylie, FACHE, Administrative Director, Neurosciences & Orthopedic Services, Texas Health Presbyterian Hospital of Dallas

The panel discussion was lead by Moderator, W. Stephen Love, President & Chief Executive Officer, Dallas-Fort Worth Hospital Council.

With the changing landscape of the healthcare industry, defining or redefining Return on Investment (ROI) will require a critical shift from previous cost/revenue structures. As Stephen Love maintained in his opening remarks, “We must now look at ROI and how it can be repeatable, sustainable and focused.”

Following an overview and introduction of the panelist and their respective organizations, a more in-depth look at how each of their organizations focused on particular service lines using various methods of ROI calculations ensued. Despite variations of methodologies, the panelist agreed on the three core elements: Generate the business plan, identify the return and ensure there is an ultimate benefit to patient.

Rounding out the program, the panelist took questions from the audience ranging from bad debt, data sources and physician alignment.

As the industry continues to navigate new territory, ‘Marketing and Money: Linking New Services’ was very well received and attended and ACHE of North Texas looks forward to providing our members with more educational content around growth and retention. Additionally, ACHE of North Texas would like to extend our sincere appreciation to the moderator and panelists for their time and thought provoking information. For more information on future events, please visit us at ww.northtexas.ache.org or send us an email at [email protected].


EVENT ENCORE

Breakfast with the CEOJanuary 16thJeff Reecer, President Texas Health PresbyterianHospital Allen

Event Organizer Fabian Polo Mary Ann and Forney Fleming, LaToya Rivers

Holiday After Hours Event and Toy DriveDecember 18th

Host Jeff Reecer, Committee Member Scott Hurst, FACHE, and

Event Organizer Jared Shelton

A heartfelt thank you to the 65+ attendees that participated in our first annual toy drive. Through your generosity the Chapter was able to donate nearly 100 gifts to Toys for Tots.

February Education ProgramCareer Positioning: Proactively Managing YourProfessional DevelopmentChildren’s Medical Center whose sole dedication is “to make life better for children”, was the site of ACHE’s Early Careerist and Networking Event. This impactful event had a great panel of hosts that gave the audience more than their fair share of advice which is always welcomed from early careerist. The panelist included John Self, Founder and President of John G Self Associate, Inc.; Nick Taylor, Practice Administrator of Children’s Medical Center; and Bethany Williams, Vice President of ZirMed and a phenomenal Author and Public Speaker.

There were over 65+ ACHE members and guests whom all were very enthralled by the night’s speakers. During the presentation, the guest participated in an eye opening activity where they identified their strengths in order to develop their “brand” new self. The speeches were engaging from beginning to end. Topics from the ever changing field of healthcare administration, career changes, and building a better brand’ gave the nights guest endless opportunities to expand their way of thinking. Unfortunately, the panelist ran out of time before the audience was able to get in a question and answer session but the panelists were kind enough to stay behind after the event and network with eager members and guest, ready to pick their brain.

Thank you to all who joined us and to all of the hard working members of ACHE who help make this event possible. For more information on future events, please visit us at www.northtexas.ache.org or send us an email at [email protected].

Bethany Williams, Nick Taylor and John Self

2014CALENDAR

For the latest updates on Chapter events, programs and promotionsplease check our website or

watch your inbox for the event guide.

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

Thursday, April 2nd

Breakfast with the CEO

Time: 7:30 - 9:00 am

Hosted By: Steve Newton, FACHE, President

Baylor Regional Medical Center

at Grapevine

Thursday, April 17th

Spring Education Cluster Event

Successfully Leading Change in Healthcare

Organizations and Financial Implications:

The Push From Inpatient to Outpatient Care

Time: 3:00 - 7:30 pm

Location: Texas Health Harris Methodist

Fort Worth

Thursday, May 1st

After Hours Networking Event

& Spring Membership Drive

Time: 5:30 - 7:30 pm

Location: Bush Library

Thursday, May 15th

Education Panel Partnering with TAHFA:

Sustaining a Financially Vibrant Healthcare

Organization

Location: Methodist Health System, Dallas

http://www.methodisthealthsystem.org

http://www.rtkl.com

http://www.corgan.com

http://www.scasurgery.com

http://www.pinnaclepartnersmed.com

http://www.medicalcityhospital.com

http://www.beckgroup.com/

http://www.baylorscottandwhite.com

http://www.tenethealth.com

Documents

The Executive Connection of North Texas - Winter 2014