Ache fall 2016 singles

FALL 2016

F E AT U R E S 4 President’s Message Dresdene Flynn-White, FACHE 5 Regent’s Message John Allen, FACHE 6 Member Spotlight 30 Education Events 34 Event Encore 42 Member Recognition 45 National News 46 Event Calendar

10 Diversity in the CSuite: Strategies That Work 20 The Changing Face of Nursing: Creating a Workforce for an Increasingly Diverse Nation

Editor-In-Chief

Joan Clark, DNP, FACHE Thomas Peck, FACHE

2016 Board of Directors

Contributing Editor

Matt Malinak, FACHE

Contributing Writers

Creative Direction

Heather Worgo Beau Gee Amanda O’Neal Brumitt, FACHE Ed Bitner, FACHE Ray Dhameja Artie Goldman Valerie Shoup, FACHE

Teresa Baker, FACHE Texas Health Resources

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 2016 Chapter Officers President

Dresdene Flynn White, FACHE Strategic Leadership Solutions

President Elect

Past President

Janet Holland, FACHE BroadJump

Secretary

Kevin Stevenson IntegraNet Health

Treasurer

Pam Stoyanoff, FACHE Methodist Health System

Regent

John Allen, MHA, MPH, FACHE UNT Health Science Center

Executive Director

John Whittemore ACHE of North Texas

Winjie Tang Miao Texas Health Resources

Jennifer Conrad CORGAN Forney Fleming University of Texas at Dallas Jessica Fuhrman, FACHE BroadJump Michael Hicks, MD, FACHE UNT Health Science Center Ben Isgur PricewaterhouseCoopers Kristin Jenkins, JD, FACHE DFW Hospital Council Foundation Jared Shelton TexasHealth Presbyterian Hospital, Allan Nancy Vish, FACHE Baylor Heart & Vascular Hospital Demetria Wilhite University of Texas at Arlington

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

President’s Message

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s I approach the end of the year, I, like many of you, reflect on 2016. If I were to sum it up in a few words it is about certainty and uncertainty.

On the side of certainty, I reflect on the continued value ACHE brings to us as healthcare professionals.

The certainty of the quality of programs provided by our North Texas chapter in areas relevant to current healthcare challenges and opportunities. The certainty of the strength of our 1600+ members together in the expertise they bring to the profession and experiences they share with others. I am certain, though probably biased, that we have the best Board of Directors, Committee Chairs and members. I thank them for their support this year. I would be remiss if I didn’t mention the certain expertise of our executive director.

During the year, we have heard of new innovations and developments in care or procedures that have made the difference in the quality of care provided and the quality of life experienced by our patients. I have every confidence and certainty that our profession will continue to innovate and add to the arsenal of resources for our patients.

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On the uncertainty side, while I write this, we await the results of one of the most crucial elections in our history and with that, there are many unknowns. We have no way of knowing what healthcare challenge will present itself.

We do not know how the policies of the new president will impact healthcare design, funding and/or payment.

We do not know who will merge with who or when.

However, whatever comes, I am certain I have enjoyed being your president this past year and thank you for your support. I am also certain that patients and their families will continue to look to us to meet and exceed their needs. I am also certain that you all are up to the task!

Although by the time you are reading this, we do have the election results . . . . so I leave you with these words . . . .

“Uncertainty is a permanent part of the leadership landscape. It never goes away.”

- Andy Stanley Dresdene Flynn-White, FACHE-R President, ACHE of North Texas

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2016

Regent’s Message Dear Colleagues,

There are also key leadership changes

With autumn upon us and the

2016, Joseph Ramos, PT, MBA,

throughout the region. In September become the President for ACHE East

holidays approaching, I hope you

Texas Chapter. He replaces Patrick

are able to find time to relax and

Simmonson, FACHE. I would like to

spend quality time with your family,

thank Patrick for his hard work and

friends, and acquaintances. In

dedication as chapter president. His

this message, I want to focus on

leadership elevated the chapter to

key changes and upcoming events throughout the North Texas region.

new levels. He will be missed and I

On the education front, activities

to build on Patrick’s success. Also

look forward to working with Joseph upcoming effective January 2017,

are robust as usual. In my recent

Janet Holland, FACHE, will become

visits to undergraduate and

the President for ACHE North Texas

graduate healthcare management

Chapter. The chapter’s current

students (and related majors) at the

President, Dresdene Flynn-White,

University of Texas at Arlington and

FACHE, will also be sorely missed.

the University of Texas at Dallas, I

As the President of one of ACHE’s

learned these students are hungry

largest chapters in the country,

for not only professional knowledge, but they also desire mentoring and guidance from seasoned professionals. For those of you who are seasoned and experienced professionals, I encourage you to partner with your local chapters to become involved in mentoring programs

she helped modernize the chapter by focusing on activities and efforts that kept the chapter relevant. In particular, her success in promoting diversity resulted in the North Texas Chapter winning ACHE’s Diversity Award in 2015.

and to get involved with ACHE’s Higher Education Network.

One such upcoming opportunity will occur on February 15 at Medical City Dallas Hospital. Entitled “New Horizons”, this event is focused on graduate and undergraduate students and will feature a CEO panel discussion and “round robin” educational breakout sessions with seasoned healthcare professionals. The ACHE North Texas Chapter is excited about this event and will be sending information before the end of the year. If you are a seasoned executive interested

I wish you the very best. Please feel free to contact me at any time.

John G. Allen, FACHE, CMPE Regent for Texas - Northern Program Director, Safe Transitions for the Elderly Patient University of North Texas Health Science Center Jgallentexas@gmail.com

in participating in New Horizons, please contact me.

Now is the time to also mark your calendars for the 2017 ACHE Congress, scheduled for March 27-30. Information can be found at https://www.ache.org/congress/index.cfm

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Member Spotlight Jeffrey Cellucci Kindred Healthcare District Chief Operating Officer DFW Integrated Care Market Office: 817-756-5247 | Cell: 610-620-4053 jeffrey.cellucci@kindred.com

What are you doing now?

Jeff Cellucci is the Chief Operating Officer for Kindred Healthcare’s Long Term Acute Care hospitals in the Dallas-Fort worth Metroplex. He has operational oversight of seven hospitals. Additionally, he leads the integration efforts for all of Kindred post-acute care service lines.

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

Jeff asserts among the multiple issues facing healthcare today, one of the most important challenges is planning care for the aging population in the United States. As this demographic continues to grow in number, the necessity to focus on coordinating transitions in care across all levels of the healthcare continuum becomes critical. Provider partnerships will become increasingly important as health care leaders strive to ensure the aging population receives the care they need and deserve. It is incumbent upon providers to improve the quality of care while reducing cost.

How long have you been a member of ACHE? Jeff has been a member of ACHE for 5 years. He moved to DFW a year ago from Chicago where he was a member of Chicago’s local Chapter, CHEF. He is preparing to complete his Fellowship in ACHE within the next year. Membership in ACHE is a priority

for Jeff as with the rapidly evolving nature of healthcare, membership provides an opportunity to remain current with industry trends. Through educational events hosted by ACHE, members have the occasion to learn how healthcare leaders are responding to the changing industry. Relationships are important in the healthcare industry and ACHE events provide members the opportunity to network and to nurture those relationships.

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

Jeff’s advice to early careerists or for those considering membership in ACHE is to learn something new every day and to ensure learning is a part of the daily routine. Whether Jeff is attending ACHE events, reading journals, or asking questions, he routinely sets aside time in his daily schedule for continuing education. Jeff has found the most powerful way to learn is by finding good mentors. He credits much of his success to the many mentors who have guided him and who have helped him grow over the years.

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

One thing many do not know about Jeff is that he played catcher on the baseball team at the University of Pennsylvania.

He played on the team for 4 years, serving as the captain during his senior season. He found through this experience the importance of teamwork and leadership.

Member Spotlight Artie Goldman Student University of Texas at Dallas Majoring in Business Administration and Healthcare Management What are you doing now?

I am currently a full-time student at The University of Texas at Dallas pursuing a Bachelor of Science degree in Business Administration and Healthcare Management. I a am Fast-Track Program student which allows me to begin Master of Science in Business Analytics and Healthcare Informatics coursework while completing undergraduate studies. I recently joined MedSynergies Inc. as a Business Intelligence and Analytics Intern for Fall 2016 semester. I have previously worked at AmerisourceBergen and Merritt Hawkins.

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

Inability to interpret data into information.

How long have you been a member of ACHE? I joined North Texas Chapter of American College of Healthcare Executives in Fall 2014. I joined as a Student Associate and have served on two committees: Communications Committee and Life Fellows & Retirees Sub-Committee.

Why is being a member important to you?

As a student, this is a great networking opportunity and resource. I am a big fan of ACHE’s magazines: Healthcare Executive and Journal of Healthcare Management. Big importance is due to continuing education opportunities and a prospect to earn a highly esteemed FACHE credential.

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

Get comfortable with being uncomfortable – this is where growth happens. I highly recommend ACHE social and networking events to everyone who has not joined ACHE just yet. This is a great opportunity to network, meet likeminded people, and find opportunities to get involved while building meaningful relationships. Bring plenty of business cards to exchange. Find me, introduce yourself, and let me know how ACHE and I can help you!

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

I lived in 5 countries throughout my younger days. I attended a 10-day silent meditation retreat in 2015. I took an improvisation comedy course at Dallas Comedy House in 2016. I prefer to deliver three things when I am only asked to deliver one.

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Member Spotlight Shilpa Chhadwa Director of Performance Improvement for Genesis Physicians Group

When did you become interested in health care as a career?

I’ve wanted to become a physician since second grade – and I never changed my mind. I was inspired when I visited my PCP’s office and saw how he treated and cared for his patients. As I grew older, I became certain about my choice of career.

Patient care, population health, health awareness and social work have always been attractive to me. I consider myself a compassionate person. I am a learner, and I like to solve problems and strive for excellence. Healthcare is the best environment to suit my abilities.

What is your professional education/ training?

I have a Masters in Health Administration from UNTHSC and MD (Homeopathy, Practice of Medicine) from India. I was an independent PCP while in India and worked at several large hospitals as resident doctor.

As a physician in India, did you specialize in any specific area?

I have done a lot of work around diabetes and social work (related to rural development for health, hygiene, education and infrastructure) What brought you to the U.S.?

My husband. I moved to the U.S. after getting married.

Since coming to the U.S., how has your health care career developed?

Soon after moving here, I went back to school for my MHA. I added management skills to my clinical skills and enjoyed bringing both perspectives together. I can now relate to healthcare as a business, understand physicians’ and patients’ needs vs. one-on-one patient care. I think with this combination I can offer more population health expertise to help both physicians and patients.

What are your current responsibilities?

In my role, I: • Manage clinical integration activities for the ACO formed by 3 Independent Physician Associations and other specialty physicians group.

• Formulate & execute strategies to improve the quality and efficiency of the network by continuously building cost effective/innovative solutions.

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• Oversee clinical care quality programs related to payer contracts (Medicare and Commercial) • Build/execute population health management programs/ solutions to meet quality metrics for chronic disease management and care transitions along with the stakeholders responsible for patient care delivery.

• Manage all care coordination activities performed by case managers, social workers, quality data auditors and coders.

•Identify opportunities for sustained performance improvement based on strategic goals, organizational performance and evaluation of best practice opportunities.

• Utilize various strategies to communicate critical performance information to member physicians.

• Leverage IT for analytics, data collection, data migration, developing HIE and reporting.

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

The industry is in a state of constant change. The evolving requirements, reimbursements and regulations make it difficult for both physicians and patients to keep up.

How long have you been a member of ACHE? 2 years Why is being a member important to you?

Through ACHE, I got a jump-start to my healthcare career. I’ve also met great people (especially my mentor). ACHE helps you remain up to date in the healthcare field and provides you with tools to grow both personally and professionally. In a nutshell, it is a group of intellectual and fun-loving people who always challenge you to learn more and give back to society in whatever way you can.

What 3 things about your ACHE membership have been most valuable to you?

ACHE mentorship program, conferences and networking events.

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2016

What advice would you give an early careerist or those considering ACHE membership?

Join ACHE as soon as you can without any hesitation. ACHE provides you with everything you need to start your career, from inspiring mentors to the journey of finding a great job.

Don’t worry about what returns you will get. Join to learn and explore what is out there. Things will automatically fall in place.

What’s one thing that people don’t know about you?

I am very passionate about social work and am a state awardee for the state of Maharashtra, India.

What else would you like to tell us for your profile?

I like challenges, and I’m open to new things. I enjoy exploring innovation for the benefit of physicians and patients. I love surprises, small wins, and interacting with new people. Life’s simple things make me happy.

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W W W . W A LT E R P M O O R E . C O M

Diversity in the C-Suite: Strategies That Work

by Susan Birk

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A leadership and governance team that reflects the racial and ethnic composition of the community it serves and includes both men and women is now recognized as a key to reducing disparities in patient outcomes, access to health services and delivery of care. A diverse leadership fosters best practices and effective strategies for meeting the needs of minority populations, and, by extension, tackling healthcare disparities head on.

The need for C-suites and boards that more closely mirror the demographics of their populations is growing quickly.

According to U.S. Census Bureau data, immigration, fewer births and more deaths among white Americans, and a dramatic rise in minority births are combining to make the United States a majority-minority country, and the shift is occurring faster than anticipated, according to William H. Frey, a demographer and senior fellow in the Metropolitan Policy Program at The Brookings Institution, Washington, D.C. In a June 2013 video produced by The Brookings Institution and posted on its website’s blog section Up Front, Frey said “What we’ve seen in these new numbers is the beginning of that tipping point, where for the first time . . . there are more white deaths than there are births.”. . . “We have this younger minority population that is really the bulwark of our population growth. It’s going to be the mainstay of the growth of our labor force, especially in the next 20 years when we have a lot of white baby boomers retiring,” he said.

That shift to a majority-minority demographic translates into a need to recruit and retain a more ethnically and racially diverse pool of healthcare leaders. However, as other data suggests, the sector has a way to go to catch up with this trend.

According to an American Hospital Association survey of U.S. hospitals titled “State of Health Care Diversity and Disparities: A Benchmarking Study of U.S. Hospitals,” minorities represent 31 percent of patients nationally, up from 29 percent in 2011, but only 14 percent of hospital board members, 12 percent of executive leaders and 17 percent of first- and mid-level managers. The numbers for board and executive leaders remained unchanged from 2011, while minority representation among first- and mid-level managers rose only slightly (from 15 percent), according to the study, which was conducted by the Health Research & Educational Trust of the AHA in conjunction with the Institute for Diversity in Health Management.

Healthcare organizations are growing more cognizant of the ethical necessity and business wisdom of increasing diversity within the senior ranks. But overall, equitable minority representation in the C-suite and boardroom remains a fairly slow work in progress. Minorities represent only nine percent of CEOS, 13 percent of COOs, six percent of CFOs, 17 percent

“THERE IS NO MANDATE TO HIRE A PARTICULAR INDIVIDUAL BASED ON RACE, GENDER OR ETHNICITY, BUT THERE IS A MANDATE FOR THE SEARCH AND SELECTION COMMITTEE TO PRODUCE A DIVERSE POOL OF FINALISTS FROM WHICH THE HIRING MANAGER CAN DRAW.” TROY B. CHISOLM, FACHE, GREENVILLE HEALTH SYSTEM

of CMOs and 11 percent of CNOs, and these numbers have not grown significantly since the 2011 survey.

Fortunately, innovative healthcare organizations are developing effective strategies and setting examples for the industry.

CHRISTUS Health One approach that public health experts and others say is a requirement for increasing diversity among senior leadership and governance is hardwiring goals for diversity and inclusion into the organization’s formal strategic plan. That approach has enabled CHRISTUS Health, Irving, Texas, one of the 10 largest Catholic health systems in the country, to blaze trails and achieve concrete results.

Obviously, goals around diversity cannot become a part of the business plan unless members of the C-suite put them there.

The requisite commitment from senior leadership for doing this could not be any stronger at CHRISTUS Health, where president and CEO Ernie W. Sadau, FACHE, also serves as the organization’s chief diversity and inclusion officer.

“Ernie would say the buck stops with him,” says VeLois M. Bowers, vice president for diversity and inclusion and an ACHE Member, which is why Sadau’s strategy for growing the organization includes a culture of diversity and inclusion as one of three key strategic objectives.

“Our biggest strength is driving accountability for diversity and inclusion throughout our organization,” Bowers says. “It’s at the highest level of priority, which is a very good thing for diversity. Because it’s one of our three strategic objectives, it becomes a part of our everyday life. We set goals for diversity the same way we set goals for quality, safety and other important aspects of our business.”

Executive compensation is tied to diversity targets specifically within the system’s top 200 senior leadership positions. These executives are evaluated according to a scorecard on variables that include diversity, and their collective performance on the dimension directly impacts compensation.

The strategy appears to be working. Minority representation among these senior executives has risen from 13 percent to 21

recruitment and development that opens doors to leadership for individuals from minority backgrounds.

The system’s diversity effort received a kick-start in the form of new formal hiring policies and procedures that put diversity in the spotlight, according to Troy B. Chisolm, FACHE, administrator for psychiatry and behavioral health. “Without a targeted focus on leadership diversity, the natural human tendency is to select individuals with whom we are most comfortable and familiar, and with whom we’ve already built relationships,” he says. “Often, those individuals aren’t as diverse as they might otherwise be.”

Developed with HR, the revamped processes ensure that the system considers a larger number of qualified candidates from minority backgrounds who are interested in roles at the

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percent over the past three years, Bowers reports.

At the same time, CHRISTUS Health’s senior vice president for governance works to ensure diversity on the system’s hospital boards. And the human resources department is held similarly accountable for providing a diverse slate of candidates to managers when a position becomes available.

“The goal is to provide the most qualified pool of candidates and to ensure that the pool is also diverse; then may the best person win,” Bowers says. “We just want to open the doors, to make sure we’re searching for the best talent out there. We present the best talent to our leaders and then they make the decision.”

CHRISTUS Health is headquartered in a majorityminority state, and a large and growing number of the system’s hospitals and clinics are located in communities with majority-minority or sizable minority representation. CHRISTUS St. Francis Cabrini Hospital in Alexandria, La., for example, has a minority population of 38 percent. Add to that the system’s recent global expansion through joint ventures in Chile and Mexico, and it becomes clear from a business standpoint alone that the system has a lot riding on attracting and keeping diverse leaders.

“The demographic makeup of the world is changing,” Bowers says. “We know that when people go to their doctor or hospital they want to see people who look like and understand them.

That just makes them feel more comfortable.

Research validates that. So we know our focus on diversity is going to have a long-term impact. And if we’re not in front of it we’re not going to remain competitive.”

Greenville Health System Like CHRISTUS Health, Greenville (S.C.) Health System also serves a large minority community.

The primary service area population, for example, consists of approximately 35 percent AfricanAmerican, 10 percent Latino, and a growing number of other diverse racial and ethnic groups.

Responding to a longstanding discrepancy between the homogenous makeup of the system’s executive and managerial staff and the area’s diverse demographics, President and CEO Michael C. Riordan has refreshed the system’s diversity strategy with a focus on talent

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“WE NEED TO ENRICH OUR THINKING ABOUT HOW TO BE EFFECTIVE IN A STATE THAT IS HEAVILY BURDENED BY CANCER DISPARITIES. FOR THIS REASON, THE ORGANIZATION CONSCIOUSLY DRAWS ON THE VARIED EXPERTISE OF PHYSICIANS AND RESEARCHERS OF DIFFERENT RACES, ETHNICITIES AND GENDERS.” NANCY M. PARIS, FACHE, GEORGIA CENTER FOR ONCOLOGY RESEARCH AND EDUCATION

director level and above.

These positions are now filled using a process that involves the formation of a multidisciplinary search and selection committee. Not necessarily led by the hiring manager, the committee consists of a cross-section of stakeholders. For example, when Chisolm interviewed for the position he now holds, the committee included the psychiatry chair, a crosssection of staff psychiatrists, several psychiatry and emergency department managers, a representative from social services and a member of the executive team.

With initial talent sourcing by HR, the search and selection committee interviews selected candidates and prepares a slate of finalists. That slate must include individuals from diverse backgrounds.

“The committee serves as a source of checks and balances regarding minimum qualifications,” Chisolm says. “This helps to ensure a level playing field for all candidates.” Also, committee members are asked to identify potential diverse candidates from their own personal networks, which might include a broader spectrum of diversity than might otherwise be accessed.

According to Chisolm, “There is no mandate to hire a particular individual based on race, gender or ethnicity, but there is a mandate for the search and selection committee to produce a diverse pool of finalists from which the hiring manager can draw.” In addition, beginning in 2010, the board of directors has based Riordan’s performance evaluation in part on the inclusion of diverse candidates in the final round of onsite interviews for positions at the director level and above.

The system views this approach as a future investment. “It’s a way of building diverse bench strength at the administrator and director levels,” Chisolm says. “When a senior-level position becomes available or new

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2016

Inaugural Group of Thomas C. Dolan Scholars Share Insights From Executive Diversity Program The Thomas C. Dolan Executive Diversity Program was established by the Foundation of ACHE’s Fund fvor Innovation in Healthcare Leadership to honor Thomas C. Dolan, PhD, FACHE, FASAE, president and CEO of ACHE from 1991–2013, and his long-standing service to the profession of healthcare leadership and to further his strong commitment to achieving greater diversity among senior healthcare leaders.

In 2013, six scholars were selected for the inaugural Thomas C. Dolan Executive Diversity Program. The year-long program, which they embarked on in January 2014, is designed to help further prepare these mid- and senior-level careerists to advance to higher leadership roles.

Below the scholars share their top takeaways from the Executive Diversity Program thus far.

“The Dolan program has afforded me a unique opportunity to look in the mirror and challenge myself to develop more, learn more and simply give more to my own organization and to our field. In tandem with this dedicated time to stretch, our cohort has the benefit of being exposed to the richness and depth of the ACHE experience and its leadership. I feel particularly grateful for wisdom and guidance imparted to me by leaders within ACHE and especially by my mentor. My primary takeaway: There is no substitute for being courageous and leading change!”

Leslie Burnside System Director, Network Development and Physician Relations UNC Health Care Chapel Hill, N.C. ...............................................................................................................................................

“The program has confirmed to me the importance of “just being at the table.” Having the chance to witness how my mentor, Dan Neufelder, approaches the craft of executive management is immensely valuable. Likewise, participation in the program has affirmed why I’m committed to healthcare. With all its uncertainties and inherent inequities, so many of the leaders in this industry have a palpable need to be of service in tangible and meaningful ways. Lastly, as a group the scholars have become a true and viable support network. While we’re each in different career stages, we recognize and honor the hunger in each other for more tools and deeper knowledge.”

Jaquetta B. Clemons, DrPH, FACHE Vice President, Finance Children’s Medical Center Dallas

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opportunities arise from expansion and growth, we have an internal pool of potential candidates who have already proven their leadership skills.”

According to Chisolm, the strategy not only makes good business sense, but it also strengthens the system’s responsiveness from a clinical standpoint.

The rich and multifaceted collective thinking that comes from having a racially and culturally diverse group of strategic decision makers enhances an organization’s ability to address the key components of patient engagement and satisfaction and service delivery.

Without this diversity, “the vision isn’t broad enough to encompass all of the important considerations,” he says.

“It’s critical for leadership to reflect the diversity of the community and for patients to feel they’re represented in the decisions and policies of the institutions where they receive care. If you have that, you gain the community’s confidence.”

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Georgia Center for Oncology Research and Education “The more we look alike and act alike and come from the same backgrounds, the more we’re going to continue to behave as we have in the past,” says Nancy M. Paris, FACHE, president and CEO of the Georgia Center for Oncology Research and Education (Georgia CORE), Atlanta, describing the thinking that catalyzes her organization’s focus on leadership diversity.

As a public-private collaborative that develops resources for cancer prevention, treatment, research and education, Georgia CORE cannot afford homogeneity. The organization exists to reduce outcome disparities and improve access to services, clinical trials and education for the state’s large minority, economically disadvantaged and rural populations. To that end, Georgia CORE has invested considerable time and energy in ensuring that its leadership—its board of directors—hails from a variety of backgrounds and brings a multiplicity of perspectives to the table.

“To me it seems obvious that we can’t just have a group of white men thinking about how to care for black women,” says Paris. “We need to enrich

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“OUR BIGGEST STRENGTH IS DRIVING ACCOUNTABILITY FOR DIVERSITY AND INCLU SION THROUGHOUT OUR ORGANIZATION.” VELOIS M. BOWERS, CHRISTUS HEALTH

our thinking about how to be effective in a state that is heavily burdened by cancer disparities. For this reason, the organization consciously draws on the varied expertise of physicians and researchers of different races, ethnicities and genders, but deliberately invites urban and rural, large academic medical center and community hospital participation on its board as well.

“In our community, it makes a huge difference when we educate about the importance of clinical trials to show that we have a partnership with the Moorehouse School of Medicine [a traditionally African-American institution] as well as with Emory University [Atlanta]. Members of the community recognize what that means. Ours is one of the few organizations in the state that pulls all of those resources together,” Paris says.

“If our goal is to improve outcomes for all Georgians, we want to make maximum use of the resources available in the state,” she adds. “We knew we had to have Moorehouse School of Medicine and Winship Cancer Institute [of Emory University, Georgia’s only National Cancer Institutedesignated cancer center] as part of our organization, but it was important to learn from them to make sure we weren’t duplicating resources they already had available. And within those broader parameters, we identified individuals with diverse backgrounds and a commitment to our mission.”

That richness of philosophies and perspectives has translated into impressive results. Georgia CORE is increasing participation in clinical trials among hospitals, and this participation is reaching more cancer patients in underserved areas of the community. According to the Institute of Medicine, participation in clinical trials offers the most easily identifiable measure of quality cancer care. “If you go to a center where clinical trials are provided, you are going to receive better care because the physicians know how to follow protocols, and they’re connected to scientists who are driving leading-edge therapy,” Paris says. From 2009–2012, clinical trial availability in the state rose 80 percent, she reports.

“All of these individuals approach problems and solutions differently,” Paris says. “The diversity of thought elevates the conversation for all. You can’t do that if you don’t have minorities in the room.”

Susan Birk is a freelance writer based in Wheaton, Ill.

Diversity in the C-Suite (contd.)

“There has been a great deal of takeaways thus far from the Executive Diversity Program. First, I have discovered the importance of defining value and hardwiring systems that will add value and decrease waste. Second, I’ve learned that conducting a reality check, periodically, to see if the organization is on the “right path” and working on the “right things” to ensure strategy execution and attainment of desired results is key. This is especially important given some of the rapid change we are seeing in healthcare. The third takeaway is the importance of committing to organizational transformation and what it takes to get there.”

Heriberto “Eddie” Cruz Vice President, Operations Access Community Health Network Chicago .........................................................................................................................................

“I have learned a great deal so far from the program. First, I’ve discovered the importance of taking the time to focus on my career plan. Second, I’ve learned the value of establishing and maintaining a network of colleagues and mentors. And finally, the program has enabled me to focus on and create a higher awareness of diversity in healthcare organizations and within the healthcare management workforce.”

Gayathri S. Jith, FACHE Senior Vice President, Strategy and Operations Valley Presbyterian Hospital Van Nuys, Calif. .........................................................................................................................................

“In today’s environment of healthcare the role diversity plays is paramount as we blend generations, culture and religions in the workplace. Being part of the Executive Diversity Program has added to my professional knowledge through its focus on mentoring, the networking with other health professionals and the ability to apply the knowledge in my work setting.”

CAPT Jan Manary, RN, FACHE Captain, Nurse Corps U.S. Navy, Reserve Component Arlington, Va. .........................................................................................................................................

“The Thomas C. Dolan Executive Diversity Program provides a tremendous opportunity for me to gain new leadership skills in a structured and supportive environment. In addition, we also have the opportunity take advantage of the wide array of resources available through ACHE and its members. The relationships we develop, both within the cohort and the countless C-Suite folks we actively engage with, are sure to be long lasting and fruitful. I have no doubt that participating in this program will help take my career to the next level.”

Patrick Ramirez Administrative Director UCSF Medical Center San Francisco 18

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The Changing Face of Nursing: Creating a Workforce for an Increasingly Diverse Nation

Individuals who self-identify as African American, Alaska Native, American Indian, Asian, Hispanic, or Pacific Islander are expected to constitute a majority of the U.S. population by 2044. NonHispanic Whites, currently a majority of Americans, will make up less than half of the population.

Research reveals that Americans tend to receive better quality care when health professionals mirror the ethnic, racial, and linguistic backgrounds of their patients. Today’s nursing profession is overwhelmingly White and female.

Slightly more than a quarter of registered nurses (RNs) come from other racial and ethnic groups. Men account for only 10 percent of nurses and thus constitute an underrepresented minority within the

profession.

Federal, state, academic, and private sector actors are engaged in a variety of initiatives to bridge the demographic gap between the nursing workforce and the population as a whole.

This brief describes strategies that have effectively increased nursing student and workforce diversity, highlights lessons learned, and provides a list of resources to support future action.

Workforce Diversity Matters In 1992, only 11 percent of employed RNs came from racial or ethnic minority groups. By 2014, that number was estimated to be 27 percent (see Figure 1, p. 1). Yet despite this progress, the

profession remains predominantly White1 and female, and that’s a problem. As the Institute of Medicine report The Future of Nursing: Leading Change, Advancing Health observed, a more diverse nursing workforce must be part of the solution to achieving health equity.

Nursing is not alone in needing to diversify. While some health professions have made strides in putting systems in place to encourage greater diversity in their educational programs (see p. 5), all the health professions struggle to bring people from underrepresented groups into their ranks.

Fortunately trends are moving in the right direction. In the fall of 2014, at least 30 percent of students in entry-level baccalaureate, master’s, and doctoral

nursing programs and 33 percent of students pursuing an associate degree (ADN) were from racial or ethnic minority groups. Men made up 12 percent of entry-level baccalaureate and 15 percent of associate degree nursing students. The oldest third of the nation’s working nurses, who are the most disproportionately White and female, are expected to reach retirement age over the next 10 to 15 years, further adjusting the profession’s racial and gender makeup. Nevertheless, achieving representative diversity will take time.

In 2012, 184,000 new RNs entered the profession, increasing the diversity of the total 2.9 million nursing workforce only marginally.

Narrowing the diversity gap could have tangible benefits.

Figure 1.

Despite Progress, Nursing Workforce Diversity Falls Short 2014 RN Workforce

2014 U.S. Population

Other* 1%

Other* 4%

Asian 9%

Asian 5% Hispanic 7%

African American 11%

White 73%

By race and ethinicity

2014 RN Workforce

Hispanic 17% White 62%

African American 13%

2014 U.S. Population

Men 10%

Women 90%

By gender

Women 51%

Men 49%

*Other includes Alaska Native and American Indian (<1%), Pacific Islander (<1%), RNs of more than one race (1.3%), and RNs of unknown race or ethnicity (1.6%).foobers may not equal 100 percent due to rounding.

Data Sources: U.S. Census Bureau 2014 American Community Survey and 2014 QuickFacts.

• Health professionals from minority and socioeconomically disadvantaged groups are more likely to provide care in underserved communities.

• Individuals tend to be more satisfied with their care when treated by people of the same race or ethnicity, particularly in primary care and mental health settings.

Researchers hypothesize that increased communication, comfort, and trust may account for this finding.

• Increasing the number of Hispanic and Asian health professionals could improve the quality of patient care by increasing the likelihood that patients with limited English proficiency are treated by providers who speak their native languages.

Challenges to Diversifying the Nursing Workforce Members of racial and ethnic groups that are underrepresented in nursing typically face multiple obstacles to entering the profession. These include inadequate preparation in science and math; the high cost of college; limited exposure to the health professions; a lack of role models; absence of a cohort to support

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their educational journey; and family obligations that hinder full-time study.

These obstacles represent a kind of “systemic bias” against underrepresented groups, says Barbara Nichols, MS, RN, FAAN, diversity consultant for the Wisconsin Center for Nursing and the Wisconsin Action Coalition and visiting professor at the University of WisconsinMilwaukee College of Nursing.

For decades, federal and state governments, academia, employers, and philanthropic organizations have worked to address these barriers. In the process, they have learned that diversifying the workforce is fraught with challenges. No single strategy works in all instances, and some can backfire (see p. 8). Experience suggests that several approaches may be needed at each stage along the education-to-employment continuum, and that these should be tailored to specific communities and institutions.

This brief comes at a turbulent time, when many Americans are engaged in conversations about racial injustice. The strategies enumerated in these pages are part of the solution to improving nursing workforce diversity, but this process will take place in a larger social, economic, and political context.

Addressing that context falls outside the scope of this brief.

Casting a Wider Net: Developing a Diverse Applicant Pool Increasing the diversity of the nursing workforce must start early—well before students embark on a nursing education. Nursing students need to be adept at science and math to succeed in microbiology, chemistry, and other required subjects. But often students from smaller schools, less resourced communities, first-generation college families, and minority communities are put at a disadvantage early on, says the American Council on Education. They are more likely to receive inadequate instruction in core subjects needed to pursue higher education. According to the National Conference of State

Legislatures, 41 percent of Hispanic students and 42 percent of AfricanAmerican students require educational remediation during college, compared to 31 percent of White students.

Culture also affects the diversity of the nursing workforce. “In Mexico, nursing is seen as a low-skill job,” says Joanne Spetz, PhD, FAAN, professor at the University of California, San Francisco, School of Nursing. “In mainland China, it’s a low-status position, thought only for girls. U.S. parents who grew up in these cultures don’t understand that nursing is a profession that encourages a college degree and that you can get a PhD. Once people learn that nurses are well paid and have many career opportunities, they get more interested.”

Nation’s First Nursing Charter School “Students from urban areas have inadequate high school educations and can’t survive in nursing school.” That is what nursing school deans kept telling Donna Policastro, EdD, RNP, executive director of the Rhode Island State Nurses Association. Tired of hearing the same complaint, Policastro thought, maybe we should have a nursing prep school.

No one seemed to like the idea, but then in 2009, Policastro met a state leader with experience launching charter schools. He agreed to help, and in 2011, the Rhode Island Nurses Institute Middle College Charter School opened.

Wowed by the school’s potential, Pamela McCue, MS, RN, a Robert Wood Johnson Foundation (RWJF) Future of Nursing Scholar, who has served as Rhode Island’s director of nurse registration and nursing education, soon came on as CEO. “This school will help to both diversify the profession and eliminate health disparities,” she says. “The literature tells us that many health care providers who came from diverse and disenfranchised backgrounds are more apt to practice in underserved communities.” “Middle colleges begin at 10th grade, and that is a

Diversity, Inclusion, and Cultural Competency Diversity refers to all the ways in which people differ, whether those characteristics are innate or acquired. The dimensions of diversity include, but are not limited to, such characteristics as national origin, language, race, color, ethnicity, religion, sexual orientation, gender, physical abilities, and socioeconomic status. This brief focuses on those aspects of nursing workforce diversity that have been most widely studied: race, ethnicity, and gender.

To create a climate that supports diversity, organizations must practice a culture of inclusion that connects each individual to the whole; encourages collaboration, flexibility, and fairness; and leverages diversity throughout the organization so that all individuals can participate and contribute to their full potential.

Cultural competency refers to the knowledge, skills, and attitudes needed for providing quality care to diverse populations. This involves knowing one’s own biases, understanding the sociocultural aspects of health, and effective communication skills. good intervention point to get students focused on college,” says Policastro.

“What we found right away is that many of the students were at 4th- and 5thgrade reading levels, so we had to work to get them up to speed.”

With a $4 million annual budget provided by the state and city, the school provides both college preparatory education and workforce training. The combination creates a pathway to a college degree and a highpaying job.Students receive an extra 90 minutes a day of one-on-one tutoring, and take such math and science courses as biology, anatomy, and biostatistics.

In addition,students can work for credit at local hospitals and nursing homes, receive one-on-one mentoring with health care professionals, and become certified as nursing assistants—an

Lessons Learned • Engage students early—even before they begin thinking about college.

• Offer training that leads to immediate employment to sustain their educational journey.

• Facilitate credit transfers and provide supports that make it easier for entry-level nurses to obtain higher degrees. opportunity most students seize.

As a “bridge” into college, the school includes a 13th year during which students take freshman-level college courses at the University of Rhode Island and the Community College of Rhode Island at no cost. Students graduate with both a high school diploma and credits they can apply toward a bachelor’s degree.

The graduating classes in June 2014 and 2015 totaled 107 students; 36 percent of the students were Hispanic, 38 percent African- American, 22 percent White, 2 percent Asian, and 10 percent male. Most of the students come from low-income areas near the state capital, Providence. As of the summer of 2015, 77 of the school’s graduates were pursuing a bachelor of science in nursing (BSN) degree.

Fishing in the Existing Nursing Pool At last count, the licensed practical nurse (LPN) workforce in Massachusetts was considerably more diverse than the RN workforce. About 23 percent of LPNs were Hispanic or not White, compared to fewer than 16 percent of the state’s RNs, and 10 percent of LPNs were male, compared to 7 percent of RNs. To increase the diversity of the state’s RN workforce, in 2012 Fitchburg State University (FSU) and Worcester State University (WSU) joined with three vocational technical schools that prepare LPNs, with the goal of creating an LPN to BS in Nursing degree program designed specifically for these students.

Enrollees can apply credits from their LPN programs and clinical work toward

their bachelor’s degrees. The program provides mentoring and academic support to help students manage such challenges as holding down a job or providing adequate care for family members while pursuing an education.

FSU’s first cohort included 14 students, 11 of whom graduated in May 2015 and three of whom were expected to graduate in December. Of that cohort, three came from underrepresented minority populations. WSU expects to graduate 14 students in May 2016, eight of whom come from underrepresented groups.

Recruitment: Attracting Underrepresented Candidates Nursing schools that have been particularly successful in broadening the diversity of their student bodies have done so by identifying underrepresented candidates in surrounding communities and by approaching those individuals in partnership with professional groups, faith-based communities, and other organizations that candidates trust.

Many of these schools have also Lessons Learned: • Aggressively recruiting from underrepresented minority populations can increase student body diversity.

• Accelerated second-degree BSN programs can attract more men to nursing.

• Targeted advertising campaigns that employ positive images of nurses from communities underrepresented in nursing can help boost the profession’s diversity. focused on increasing diversity in their faculty ranks, where the proportion of male, Hispanic, and non-White faculty members is lower than in the profession as a whole. According to the American Association of Colleges of Nursing (AACN), 15.5 percent of full-time nursing school faculty members came from racial or ethnic minority groups in 2014, and 5.7 percent were male.

Tailoring Programs to Attract Underrepresented Students Florida International University’s Nicole Wertheim College of Nursing & Health Sciences (NWCNHS) has significantly expanded the number of men and increased minority enrollment in its BSN degree programs during the past decade.

How? According to Dean Ora Strickland, PhD, RN, FAAN, the school used two key strategies: reaching out to occupational sectors that are predominantly male— veterans, paramedics and firefighters, and foreign-trained physicians—and creating accelerated programs to attract these potential candidates.

Approaching veterans in order to increase diversity makes sense. Data from 2013 showthat 84 percent of military personnel were men and 29 percent of service members identified their race as non-White or multi-racial. With funding from the Health Resources and Services Administration (HRSA), NWCNHS faculty created an accelerated medic-to-BSN curriculum and partnered with “Helping Veterans Become Nurses,” a HRSAfunded program, to recruit veterans who served in health services capacities in Iraq and Afghanistan.

The college also reached out to Miami-Dade County professional organizations and found 300 paramedics and firefighters interested in becoming RNs. The school is currently working on finding sources of funding to help these individuals afford the program.

In the past five years, NWCNHS has also expanded its accelerated BSN/ MSN program for foreign-educated physicians, again with HRSA funding. The school seeks out candidates with medical degrees from other countries who cannot access medical residency programs in the United States. Most of these potential students are men.

“It’s not good for any profession to be dominated by one gender,” Strickland says. In the fall of 2015, men constituted 22 percent of the nursing school’s

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undergraduate and graduate population, compared with 9 percent in 1996. The number of male African American students has risen from 22 to 58, and the number of male Hispanic students has risen from 25 to 157. Although the numbers of female students remained level during this same period, the number of female Hispanic students has almost tripled to 569.

Strickland credits these successes to a range of factors, including the school’s location in majority Hispanic Miami-Dade County and the diversity of NWCNHS faculty. More than half the faculty is of Hispanic, African American, or Asian descent.

“As soon as the news hit in 2011 that FIU had hired a minority as dean, the applications started coming in from minorities who wanted to join the faculty,” says Strickland. “That says to me that minorities want to teach at a school where they believe they will feel welcomed.”

Diversifying the Nursing Profession’s Image A deferential, White woman in a white dress and a white cap: This stereotypical image of nurses persists in the news, advertising, and entertainment industries.

To change this view, the American Assembly for Men in Nursing (AAMN), the Oregon Center for Nursing, and the National Association of Hispanic Nurses (NAHN) have created advertising and outreach campaigns portraying the profession as multicultural, empowered, highly skilled, and gender-inclusive.

To inspire more men to consider nursing, the Oregon Center for Nursing created the “Are You Man Enough to Be a Nurse?” poster campaign in 2002. The AAMN followed OCN’s lead and created “20 x 20 Choose Nursing” in 2011. The advertising campaign was part of an overall effort, which included scholarship support, to raise the percentage of men enrolled in nursing schools to 20 percent by 2020.

Angie Millan, DNP, RN, FAAN, a former president of NAHN, also turned to media

to reach her target audiences after hearing too many similar stories from Hispanic nurses. “They felt they didn’t look right and didn’t fit in,” she says, “and there wasn’t anyone to talk to about it.”

Millan received a $1.2 million, five-year Science Education Partnership Award from the National Institutes of Health to create radio and video spots with Hispanic nurses explaining why they chose the profession and how they overcame obstacles. Millan has partnered with the Hispanic Communications Network to roll out the spots nationwide. She is also using the funding to create NAHN’s Hispanic Nursing Mentors Connection, a database that connects students with mentors who can guide them through nursing school and in exploring workplace options.

Looking Beyond the Numbers: Transforming Admissions Two types of measures—grade point averages (GPAs) and standardized test scores—have long served as gatekeepers to higher education programs. While other criteria might also factor into admissions decisions, the dominance of these two numbers has been recognized as a significant barrier to entry for many students.

Holistic Review Holistic or whole-file review was designed to overcome this institutional barrier to diversity by considering a broader set of less easily measured criteria in admissions decisions. These criteria might include compassion, leadership skills, a strong moral compass, persistence in the face of Lessons Learned • Expanding nursing school admissions criteria beyond test scores and grades can lead to a more diverse student body.

• Schools must ensure that their admissions criteria are aligned with their institutional missions and will stand up to legal scrutiny.

adversity, and other attributes that may signify potential for success in school and as a professional. The chosen criteria must align with a school’s mission as well. Admissions officers trained to use holistic review also consider traditional quantitative measures of academic achievement alongside each applicant’s unique characteristics and experiences.

In 2014, 93 percent of dental schools and 91 percent of medical schools reported that they used holistic review as a part of theadmissions process. In contrast, slightly less than half of nursing schools had adopted holistic review.

“When we questioned nursing deans about why they weren’t using holistic review, we learned that many weren’t

Lessons Learned: • Providing mentoring, social supports, academic tutoring, and financial assistance are crucial to creating an environment where underrepresented students can succeed.

• Addressing unconscious or implicit bias and fostering cultural competency skills are essential for creating an inclusive environment. even aware of it,” says Greer Glazer, PhD, CNP, FAAN, dean of the University of Cincinnati (UC) College of Nursing, UC associate vice president for health affairs, and an RWJF Executive Nurse Fellow. “Others were concerned that using holistic review would lead to a less

academically qualified student body that wouldn’t do well on the nursing licensure exam.”

To assuage such fears, Glazer and her team used funding from HRSA and the National Institute on Minority Health and Health Disparities to investigate whether holistic review had produced less qualified student bodies. Her study found that most health professions schools that adopted holistic review reported that three measures—the average GPAs of their incoming classes, their graduation rates, and the average number of attempts per student to pass required licensing exams—all remained unchanged or improved following the introduction of holistic review. Meanwhile, the student

bodies at these schools had grown more diverse.

“The schools also reported to us that their learning environments had improved because students were engaging with a more diverse group of peers who introduced new ideas,” says Glazer.

For years, the University of Illinois at Chicago (UIC) College of Nursing relied entirely on assessing a written application and looked first to GPAs to select candidates. Since adopting holistic review in 2013, the focus has shifted away from emphasizing past academic performance to considering such attributes as speaking several languages or showing a commitment to community service.

“We are trying to admit people we think will be successful in the profession, so the 3.8 or 3.9 GPA becomes less relevant,” says Julie Zerwic, PhD, RN, FAAN, professor and executive associate dean. Now all qualified applicants take part in a group interview, giving them another way to showcase their strengths.

“We take a 360-degree view of the applicant. The GPA is no longer the major benchmark,” Zerwic says.

The percentage of non-White matriculated UIC BSN students rose from 40 in 2013 to 49 in 2015. This same year, 20 percent of admitted students were men.

Keeping Policies in Line with the Law Ever since the Supreme Court’s 1978 Bakke decision struck down the use of racial quotas in university admissions, schools have been forced to rethink their processes for screening applicants. The Bakke ruling gave schools some leeway by including language stating, “the goal of achieving a diverse student body is sufficiently compelling to justify consideration of race in admissions decisions under some circumstances.”

As admissions policies and practices have evolved, a succession of Supreme Court cases has continued to

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challenge efforts to achieve diversity in academic settings. In two notable rulings involving the University of Michigan, the Court affirmed that diversity is a compelling interest in higher education. It also said that universities could not give an automatic advantage to applicants based on race or ethnicity; rather, the

Court said, race is one of many factors that may be considered.

Eight statesâ&#x20AC;&#x201D;Arizona, California, Florida, Michigan, Nebraska, New Hampshire, Oklahoma, and Washingtonâ&#x20AC;&#x201D; have subsequently banned consideration of race in university admissions. In almost all of these states, the bans have

negatively affected the enrollment of African American and Hispanic students at prominent public universities.

More states may follow suit depending upon how the Supreme Court rules in another admissions case, Fisher v. University of Texas at Austin. The Courtâ&#x20AC;&#x2122;s 2013 ruling in the case put the

onus on schools to demonstrate that race-conscious admissions policies were narrowly tailored to obtain the educational benefits of diversity in a way that race-neutral policies could not achieve. The Court is revisiting the case and is expected to issue a new ruling later this year.

Forging Bonds Among Students When Norma Martínez Rogers, PhD, RN, FAAN, first became a nursing professor at the University of Texas Health Science Center at San Antonio (UTHSCSA), she noticed that Hispanic students were not graduating on time. In response, she developed a peermentoring program called Juntos Podemos or “together we can.” The program helps students keep up academically and navigate the challenges of feeling like outsiders.

Martínez Rogers engages third- and fourthsemester students to mentor secondsemester students, who mentor first-semester students in turn. Students also develop cultural competency by volunteering in the community to teach children about healthy behaviors. More than 2,332 students took part in the program between 1999 and 2014, and more than 98 percent of them received their nursing degrees.

When UTHSCSA folded Juntos Podemos into a broader student support program in 2014, participation dropped, perhaps showing how language helps create a climate of inclusion. “One problem is the name. Student Success Center isn’t very inviting,” says Martínez Rogers. “It doesn’t lend itself to ‘come on in.’”

The Challenge of Inclusion Less than 1 percent of RNs have American Indian or Alaska Native backgrounds, making these among the most underrepresented racial and ethnic groups in nursing.

Margaret P. Moss, PhD, JD, RN, an RWJF Health Policy Fellow and associate professor at the University at Buffalo School of Nursing, says inclusion is especially challenging to achieve with

Lessons Learned: • Successful workforce diversity programs require the engagement of upper-level management.

• Hospital systems that provide flexible scheduling, tuition assistance, and other supports for employees willing to earn nursing degrees are likely to increase their workforce diversity.

American Indian students, who are literally from another sovereign nation, with dual tribe and U.S. citizenship.

“They have to leave their country to get an education, and that is a very big deal,” says Moss. “Many times, the schools aren’t fully prepared. If you treat these students the same as everyone else, they will fall behind.”

One school that has been successful in graduating American Indian nursing students: the College of Nursing at Montana State University (MSU). The college created the Caring for Our Own program with funding from HRSA and the Indian Health Service. The program provides cost-of-living stipends, tuition and book assistance, academic tutoring, and organized peer support. Prenursing students meet with an academic advisor weekly. Junior and senior student meet with a nurse mentor bi-monthly.

Since the program began in 2002, 88 program participants have received their nursing degrees, according to the MSU Office of Planning and Analysis.

Beyond Cultural Competency Hidden biases can negatively impact how health care providers treat their patients and each other, both in school and in practice. Even ethnic groups labeled White by demographers, such as Arab Americans and Orthodox Jews, say they feel unwelcome at times.

In 2005, the University of Washington School of Nursing decided to go beyond traditional cultural competency education to tackle unacknowledged racism head-on. With the moral and financial support of UW’s president and their dean, UW School of Nursing

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faculty formed a diversity committee and created a training program to counter unconscious biases. Uncomfortable interactions between faculty and staff of different races were brought into the open, as were faculty behaviors and curricula responsible for an unconscious “climate of Whiteness” that made nonWhite students feel like “others.”

UW’s work on diversity continues to evolve. The nursing school has instituted an aggressive recruitment and student support effort. By 2014, 51 percent of the school’s BSN students were White, down from 68 percent in 2010, and 17 percent of students were men, up from 12 percent in 2010.

Cultivating the Existing Workforce The Joint Commission, the nonprofit organization that accredits the nation’s hospitals, has been prodding hospitals since 2008 to adopt policies and practices to demonstrate that they can care for diverse populations.

In an August 2015 article in the Journal of the American Medical Association, the Joint Commission’s medical director and his coauthor observed that the lack of diversity among health care professionals is resulting in health inequities, and urged schools, health systems, and accrediting bodies to “redouble their efforts to increase awareness of disparities [and] enhance diversity in the health professions.” Hospital systems in New Jersey and Washington are already heeding their calls for action.

Workplace Flexibility and Senior-Level Support Are Key Meridian Health, a Neptune, N.J., nonprofit with six hospitals and more than 12,000 employees, has increased the diversity of its nursing workforce by offering flexible work schedules, job security, and tuition reimbursement for employees studying to become RNs. About 26 percent of Meridian’s patient population and about 9 percent of its nurses are from non-White backgrounds, says Wayne Boatwright, Meridian’s vice president of cultural diversity. “We are

working to close that gap because our nurses play such a critical role as our frontline workers,” he says. “They are the first clinicians that our patients encounter, and it’s important that they reflect diversity and exhibit cultural competence.” Meridian created the “OFFER” program in 2003 to encourage full-time employees who are not RNs to go back to school and earn a nursing degree. Because most participants must continue working, employees who choose to enroll can study full time during the week and work 12-hour shifts every Saturday and Sunday. They retain a 36-hour-per-week salary and full employee benefits. They also qualify for $5,000 in tuition reimbursement.

In exchange, employees agree to work at Meridian for at least two years, and they are the first recruited for vacant RN positions.

So far, 197 employees have taken advantage of the program, 181 have become RNs, and 171 have remained at Meridian after completing their two-year work obligation.

Meridian has also created a cultural ambassador program to improve the ability of its staff to care for patients from many cultures and backgrounds, and encouraged the formation of employee resource groups, which provide support and information to employees with similar backgrounds and common concerns.

“I report to the President and CEO,” says Boatwright. “Diversity at Meridian is not just the flavor of the month, but a critical strategic initiative to improve patient care.”

Researchers have identified this type of senior-level commitment and accountability to the CEO for program outcomes as key elements of successful diversity programs.

A Union/Employer Partnership The Service Employees International Union (SEIU) Healthcare 1199NW and six Washington state health systems have joined together to increase diversity in the nursing workforce. In 2008, they

established the SEIU Healthcare 1199NW Multi-Employer Training and Education Fund to offer educational benefits and supports to 10,000 eligible employees covered by the union’s collective bargaining agreement.

U.S. Bureau of Labor Statistics data indicate that Hispanics and African Americans are over-represented in certain non-professional occupations, including housekeeper and nursing assistant. By providing a pathway for hospital employees to get nursing degrees, the program expects to increase the diversity of Washington state’s nursing workforce. Half of current program participants come from underrepresented racial and ethnic minority groups.

To help with time management, the Training Fund provides counseling, and its higher education partners offer worksite and online classes. The students receive career counseling, help with college entrance exams and English skills, tutoring, up to $5,525 a year in tuition assistance, and reimbursement for the cost of RN specialty exams. In exchange for tuition assistance, students commit to work for one of the health systems for one to three years, if a job is available.

Among the benefits of the Training Fund, current RNs may use the program to advance their degrees. Since 2009, the program has helped 418 RNs earn baccalaureate, master’s, or doctoral degrees. Another 231 employees have enrolled in nursing school.

Financial Supports Matter Flexible part-time employment and employer tuition support are more vital than ever as the cost of education and student debt continue to rise. A 2014 study in Nursing Economics reported that the average student loan debt of pre-licensure nursing students from 2010 to 2013 was about $30,000, similar to the average for all undergraduate students. While federal and state aid programs provide valuable assistance, the dollar amounts fall far short of student need. According to an AACN

2013-14 survey of nursing graduates who received aid through HRSA programs, the debt of nurses who had earned BSN, MSN, DNP, and PhD degrees averaged $33,300, $52,218, $67,905, and $64,457 respectively.

Lessons Learned: What Doesn’t Work In recent years, researchers have identified several strategies for diversifying the workforce that are widely used but have not yielded progress.

These include: › Diversity training for human resources managers A review of 31 years of data gathered at hundreds of American companies found that “diversity training exercises” aimed at changing the attitudes and behaviors of hiring managers did nothing to increase diversity or were counterproductive. “Studies show that it is difficult to train away stereotypes and that white men often respond negatively to training—particularly if they are concerned about their own careers,” the study observed. › Creating affinity networks Companies created “affinity networks” in response to the notion that underrepresented minority employees fail to move up the leadership ladder because they lack the social connections that White men develop easily with coworkers and bosses. Affinity networks as envisioned, encourage employees to gather by ethnic group to hear speakers or discuss their experiences with one another. Research shows these meetings have no impact because they tend to draw people “on the lowest rungs of the corporate ladder, and tend not to put people in touch with what and whom they need to know to move up the ladder.”

Recently, the affinity-network concept has evolved. Today’s “employee resource groups” have been found to be effective when the groups have a clear business goal and a leader who reports to the organization’s CEO.

› Diversity efforts aimed at treating all students “the same” To avoid discrimination, diversity training often advises educators to treat all students the same, regardless of their race, ethnicity, gender, or socioeconomic status. Such an approach, “however well-intentioned…often falls short of generating the level of interest or insight necessary to identify the pitfalls that affect nontraditional students,” says Kupiri Ackerman-Barger, PhD, RN, assistant adjunct professor at the Betty Irene Moore School of Nursing at the University of California, Davis.

These attempts at fairness also provide little guidance in how to make nursing education excellent for all types of students.

The Value of Nursing Diversity is a pillar of the Future of Nursing: Campaign for Action, a joint initiative of RWJF and AARP to advance the recommendations of the 2010 Institute of Medicine

› Creating recruitment programs without a retention strategy Nursing schools and programs that reach out to underrepresented groups have been successful in building diverse classes, but schools that don’t offer mentorship and academic and psychosocial supports find that many of these same students fail to graduate.

For More Information Dobbin F, Kalev A, Kelly E. Diversity Management in Corporate America.

Contexts. 2007;6(4):21-28.

Bednarz H, Schim S, Doorenbos A. Cultural Diversity in Nursing Education: Perils, Pitfalls and Pearls. Journal of Nursing Education. 2010;49(5):253-260.

Select Resources and Programs Nursing Workforce Diversity Grants Health Profession Opportunity Grants National Health Service Corps

report, The Future of Nursing:

Area Health Education Centers

Leading Change, Advancing Health.

Centers of Excellence

In 2012, the Campaign launched its Diversity Steering Committee made up of the presidents of the National Coalition of Ethnic Minority Nurses Association, its member associations, and the American Assembly for Men

IHS Health Professions Scholarship Program for Indians National Workforce Diversity Pipeline Program Improving Diversity in the Health Professions

in Nursing. Through monthly webinars, the deployment of diversity experts, and grants to the Campaign’s state Action Coalitions, the Campaign has increased awareness of ways to achieve nursing workforce diversity.

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ACHE North Texas Education Events

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A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2016

August 25, 2016 Walden University hosted a remarkable turnout of close to 120 North Texas ACHE members and guests on August 25, 2016 as the group of executives gathered at Maggiano’s Northpark Center in Dallas for two Educational Event panels: Panel 1 – The Role of Media in Shaping the Public’s Perception of Healthcare, and Panel 2 – Sustainability of Healthcare Organizations: A Plan of Action.

Panel 1 – The Role of Media in Shaping the Public’s Perception of Healthcare Special thanks to Walden University for sponsoring a great educational event at Maggiano’s in Dallas. The first panel educated the audience on the important role of media in shaping the public’s perception of healthcare. The panelists included Janet St. James, who began her career as a television journalist and now serves as Assistant Vice-President of Strategic Communications for the HCA North Texas Division; Matt Goodman, Editor for D Healthcare Daily; and Jennifer Colman, who serves as Senior Vice-President of Marketing and Public Relations for Baylor Scott & White Health. The moderator Linda Nall, a Fellow at the American College of Healthcare Executives and the Vice President of patient satisfaction, measurement and improvement at Texas Health Resources, asked great questions and the panelists shared insightful answers. The panelists’ different backgrounds elevated the conversation, and the audience left more informed on why the media plays such an important role in forming public perception.

By Rami Almuhtadi

Panel 2 – Sustainability of Healthcare Organizations: A Plan of Action In today’s dynamic healthcare environment, patients can and do seek care from multiple providers and health networks resulting in an unpredictable patient population for any single entity. This unpredictability presents an organizational challenge when devising strategies to promote sustainability.

What can healthcare providers do to ensure patients receive the right care, at the right place, and at the right time, while also ensuring short- and long-term relevance and viability for healthcare as a business? According to the panel, a Clinically Integrated Network model may be the answer for patients and providers alike.

The thought-provoking discussion on sustainability of healthcare organizations was moderated by Winjie Tang Miao, Senior Vice President and System Integration Officer for Texas Health Resources. Panelists included Suresh Gunasekaran, Chief of Operations for UT Southwestern Health System; Pamela Stoyanoff, Executive Vice President and Chief Operating Officer

for Methodist Health System; and Anthony Malcoun, Principal in Population Health Management for Premier Health Alliance.

Panelists discussed the need for innovation of payment models, physician incentives, population health management, information sharing and strong sponsorship as important to achieving clinical integration. The group agreed that a successful model considers what the patient wants and social components of the patient population, and is responsive to the local market. At the conclusion of the discussion, Ms. Miao asked the audience for a raise of hands of those currently working in a truly Clinically Integrated Network. A few hands went up. The panel confirmed this is consistent with formal polls which reveal that only 2-3% of healthcare organizations today have achieved clinical integration and value-based care. As an industry, we have a long way to go.

ACHE North Texas sincerely appreciates Walden University for hosting the event and thanks the members and panelists for the opportunity to discuss and debate the current healthcare environment as it relates to the media and sustainability. For more information on future events, please visit us at achentx. org or send us an email at info@northtexas.ache.org.

By Heather Wargo

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ACHE North Texas Education Events (cont.)

October 27, 2016 4th Quarter Education Event: Diversity and Inclusion ACHE members enjoyed the hospitality of Texas Health Presbyterian Dallas while learning about the state of our majority-minority-state regarding diversity and inclusion in healthcare. Guwan Jones, Chief Diversity Officer of Baylor Scott & White Health moderated a lively conversation between Kimmel Hodges of UT Southwestern Medical Center, and Paula Turicchi and Charles Horn from Parkland Health and Hospital System. The discussion surrounded the issues of diversity that

4th Quarter Education Event: Fostering Inclusion of LGBT Patients and Employees Dresdene Flynn-White, managing director of Acquired Leadership Solutions, moderated a lively discussion on fostering inclusion of LGBT patients and employees in the healthcare setting. Members were attentive and addressed many questions to our panelists Peter Triporo, of Uptown Physician Group, Scott Phillips, of Texas Health Resources, and Rafael McDonnel of The Resource Center.

are not seen; moreover, in casual observation of the patient, what you see is only the tip of the iceberg.

Today, phsychosocial issues are important considerations in providing equity of care. Eliminating barriers to care such as lack of transportation, lack of availability of interpreters, misunderstanding individual communication styles and belief systems are essential areas of knowledge for today’s healthcare providers to ascertain equity of care to all member of the community. Emotional Intelligence and Cultural Competency training are essential; both Parkland and Baylor offer on-line training modules for employees.

Best practices for hospital leaders include: a) an accountability committee where leaders at the highest level must integrate the pillars of diversity into their daily practice, b) training: employees must understand the value of training and the benefit to the environment of care, and c) ensuring the hospital encourages employee resource groups willing to share their expertise when called upon for consult. Hospital leaders must know and understand who they serve and ensure care is provided equitably to the diverse demographic served.

Moreover, the hospital staff must be as diverse as the patients served.

Issues discussed by the panel included the lack of appropriate business forms both in hard copy and in the electronic medical record to treat the individual needs of the LGBT community. Many forms contain questions only appropriate for use with heterosexual patients. Other concerns are the lack of widespread sexual education for both caregivers and patients including information on the appropriate preventative medicine for the LGBT community. Patients often have a real fear regarding asking questions on issues related to sexual orientation. Often providers feel uncomfortable and do not ask the necessary questions regarding sexual activity for members of the LGBT community. By not asking the appropriate questions, providers risk patient outcomes. The panel was engaging and the audience appreciated the information shared by the panel.

ACHE North Texas appreciates the generosity of our hosts for the evening, Texas Health Presbyterian Dallas for providing the venue and Experian Health for the hors d oeuvres and dinner.

“For more information on future events, please visit us achentx. org or send us an email at info@achentx.org.”

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A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2016

Purposedriven leaders We proudly support the American College of Healthcare Executives of North Texas and their mission to be the premier professional membership society for healthcare executives and to meet its members’ professional, educational, and leadership needs. www.pwc.com

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EVENT ENCORE

Diversity Dinner September 8, 2016

On September 8 the ACHENTX Board of Directors and other special invited guests gathered for dinner and to dive deep into the issues of diversity within healthcare.

ACHENTX President Dresdene FlynnWhite’s goal in organizing this dinner was to have the group “engage in meaningful conversation critical to our efforts to improve the health of the communities we serve.”

The guests included representatives from the National Association of Health Services Executives, the National Forum for Latino Healthcare Executives, The Aga Khan Council for Central US and other local champions of diversity.

The conversation was facilitated by Estrus Tucker, an Independent Consultant and Executive Coach, who brought to the table considerable experience in the areas of human rights and the issues confronting the achievement of health equity in North Texas.

The evening was filled with robust and healthy small group discussions – laying a tremendous foundation for continued dialogue and the work that needs to be done.

EVENT ENCORE

Breakfast with the President of Methodist Richardson Medical Center September 22, 2016 Seventy-five ACHE members registered to enjoy Breakfast with President Kenneth Hutchenrider of Methodist Richardson Medical Center. Members networked over an exquisite breakfast spread and enjoyed the insight of President Hutchenrider as he expounded on lessons learned from his relationship with Mayo clinic physicians. He shared the importance of continued partnerships with other healthcare systems to ensure best practices are shared throughout the continuum of care.

The newly constructed 175 bed medical center was completed in 2014. With over 400 physicians and 35 specialties including electrophysiology, interventional cardiovascular services, and neuroradiology, the hospital stays full and has fulfilled the needs of the ever growing population in North Richardson Texas. The Medical Center’s design team incorporated state of the art amenities and the latest medical technology including a da Vinci robot. The da Vinci robot helps physicians conduct surgeries in a minimally invasive way resulting in shorter patient lengths of stay, shorter recovery times, and improved outcomes.

The audience was particularly interested in Methodists key focus areas. Mr. Hutchenrider expounded on the need for continued focus on patient satisfaction, safety, and quality as the Methodist system continues to grow. Readmission rates is just another area the hospital

leaders review and examine to ensure the best patient outcomes. With the need for expanding accountable care programs, Methodist is expanding into the community through urgent care centers and interventional radiology facilities. Mr. Hutchenrider mentioned the importance of partnering with long term care facilities to ensure patients receive excellent care as they move through the healthcare continuum.

ACHE North Texas appreciates the generosity of our host for providing an excellent breakfast and sharing insight into how Methodist Medical Center Richardson is addressing patient care in today’s healthcare environment. “For more information on future events, please visit us achentx.org or send us an email at info@achentx.org.”

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EVENT ENCORE

ACHENTX Represented at the 2016 ACHE Chapter Leader Conference September 25-27, 2016

EVENT ENCORE

Community Service Event at DME Exchange-Dallas October 1, 2016

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EVENT ENCORE

Women’s Event: Greatness Where it Matters October 5, 2016 Moderator: Kristen Jenkins JD, MBA,FACHE President, Dallas-Fort Worth Hospital Council Foundation Senior Vice President, DallasFort Worth Hospital Council Panelists: Elizabeth Asturi, M.S.N., R.N., NE-BC Chief Nursing Officer Texas Health Presbyterian Hospital Allen Lara Burnside Chief Patient Experience Officer JPS Health Network Julie Menke Vice President Molina Health Plan of Texas Vanessa Walls Vice President, Regional Specialty Care, Administrator of Our Children’s House Children’s Health La CIMA Club in Las Colinas was the site for the ACHENTX Annual Women’s Breakfast. The club is on the 26th floor of the Williams Tower with outstanding views of Dallas, Fort Worth and Las Colinas.

The breakfast buffet was great and the panel discussion outstanding.

With more than 85 registrants, Ashley Sadlon with Children’s Hospital provided an informative introduction and Kristen did a great job as Moderator.

Discussion topics included: “The Theory of Reciprocity”, “Wisdom vs Knowledge”,

“Primary Greatness”, “Gratitude in Life…” and others which led to some truly moving and insightful conversation.

EVENT ENCORE

ACHENTX Strategic Planning Meeting â&#x20AC;&#x201C; Including Board and Committee Chairs October 14, 2016

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EVENT ENCORE

Board of Governors One-Day Review Course October 21, 2016

EVENT ENCORE

Mentorship Program Closing Ceremony October 25, 2016

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ACHENTXâ&#x20AC;&#x2122;S

NEWEST

FELLOWS

August

September

J. Michael DeLeon, FACHE, Dallas

Aaron R. Bailey, PharmD, FACHE, Plano

Christine M. Walker, FACHE, Grand Prairie

Victor K. Richey, FACHE, Garland Jared C. Shelton, FACHE, Dallas

RECERTIFIED FELLOWS AUGUST

SEPTEMBER

Thomas R. Coe

Harry A. Kirshman

Paul Generale

Conor J. McGuire

Karen A. Mallett

John D. Mitchell

Ernie W. Sadau

Larry W. Olive

Samuel Wesson III

Virginia H. Rose

OCTOBER Mari J. Finley Brett D. Lee Leilani L. Lewis Gail Maxwell Adam L. Myers Thomas R. Peck Gail E. Seaman Stephen M. Summers Charles E. Williams

WELCOME ACHENTXâ&#x20AC;&#x2122;S NEWEST MEMBERS AUGUST

Andrew N. Romanyk

Brenda Lockey

Teresa L. Deason

James D. Brown

G. Alicia Ryan, RN

Sean Mahaney, DPT

Kerry Francis

Andrea Byrd Kinloch

Ted Stanfield III

Jennifer P. Massey

Chris Garvin

Lee Ann Cummings, RN

Dan W. Thomas

Chad Miller

Devetta James

Wesley C. Davis

Rakeyah Thompson

Andrea L. Newman, RN

Tonia Jenkins

Richard Dewhirst

Justin Toson

Earnest T. Poole

Angela LaBounty

Samaria Epps

Joel R. White

Kelly H. Roach Jr.

Cheryl Mayo Williams

Megan Gallegos

Karen White

Doug Robinson

Richard McGrath

Matthew Gilbert

Erin T. Wood

Sherri Schauer

Kevin Meek

Rebecca L. Speight

Gregory Sees

Michael Tatum

Rishi Shah

Gabrielle Hawthorne

SEPTEMBER

Richard Lawhead,

Sharmin Ashtaputre

RNYvonne A. Medrano

Natalie Austin

Christina Norman

Andrew Awoniyi

Rebecca K. Anderson

Karen Olivares

Don Birdsey

Traci Bowen

Ismael Ortega Jr.

Dedra Burnom

Corey L. Brosam

Beenit Patel

Jake Di Liegro

Shilpa Chhadwa

Nehad Qudah, RN

Celeste J. Kelly

Jennifer L. Day

OCTOBER

Riya Sharma Sung Hun Won

MEMBERS WHO RECENTLY PASSED THE BOARD OF GOVERNORS EXAM AUGUST Andrew B. Smith

SEPTEMBER Amanda S. Thrash Jason Wren

OCTOBER Ashley M. Vanicek

A Publication A Publication of theofAmerican the American College College of Healthcare of Healthcare Executives Executives of North of North Texas Texas Chapter Chapter | SUMMER | FALL 2016

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Arthur Aenchbacher Erol Akdamar Joel Allison Kevin Andrews David Ashworth Elaine Auerbach Randolph Bacus Leslie Barden Maurice Berbary Barclay Berdan James Berg Kenneth Bernstein Britt Berrett David Berry John Biggerstaff Robert Blum Dorothy Blumer DeAnna Bokinsky Mark Boles John Bradley Laurie Breedlove John Bush Gilberto Cardenas John Carver Howard Chase Virginia Cohen Jim Coleman Stephen Collins John Cook Willia Cotner William Craig Susan Cronin Ralph Cross Robert Deen Thomas Donnelly Wallace Duvall 44

Bob Ellzey George Farr J. Ferguson Karen Fiducia Kenneth Finch Art Fischer Harvey Fishero Raymond Ford John Fretz Marc Gelinas Daniel Gideon Patrick Giordano John Griffes Edmond Hardin Roy Hart Richard Harvey Arthur Hastings Douglas Hawthorne Alvin Hazlett Kent Helwig Robert Hille Patrick Hite David Hitt Douglas Hock Arthur Hohenberger Mark Hood Diana Hueter Edwin Hutchenrider Randall Jones Harry Kirshman Frank Kittredge Michael Klepin Merlyn Knapp John Kutch Scott Lawrence Michael Lieb

Laura Lycan Ernest Lynch Patricia Mabe Henry Macfarland G. Scott Manis Stephen Mansfield Carl Mantey Nicholas Marzocco Mike Mayes Cheryl Mayo Williams Thomas McCall Brett McClung Phyllis McDowell Robert Michalski John Mizerany J. C. Montgomery Richard Mooney Steven Newton Alton Neyland Richard Nielsen Clifton Orme Frederick Osborne Deborah Paganelli Morris Parrish Ronald Patterson George Pearson Nancy Pike Steven Porter William Poteet Phillip Prosser Claude Rainey Dana Rains Thomas Reitinger James Richardson Sharon Riley Larry Robertson

A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2016

James Robinson William Rohloff James Rosengren Warren Rutherford Ernie Sadau Cindy Schamp Betty Scriber Deborah Sheppard Joan Shinkus-Clark Marla Simmet Craig Sims JaNeene Skogman-Jones C. Thomas Smith James Souders Michael Stephens Thomas Stranova Ronald Stutes James Summersett Joanne Teeters Allan Threet Paula Turicchi Nancy Viamonte Robert Walker Michael Waters Wilson Weber Jeffrey Webster Edward Weimer Phillip Weinman Philip Wentworth Michael West James Wetrich Steven Whitson Michael Williams

National News Gain Strategies for Achieving Health Equity During Fund Program Addressing disparities in care and improving health equity requires leadership, vision, teamwork and an understanding of the problem and its potential solutions. ACHE’s Fund for Innovation in Healthcare Leadership will host a special program this November that will explore proven tactics for advancing healthcare equity.

“Achieving Care Equity: The Ethical Imperative” will be held Fri., Nov. 11, in Atlanta following ACHE’s Atlanta Cluster. This half-day seminar will provide proven strategies for building a sustainable and meaningful equity-of-care strategy based on data that reflects the community and marketplace. Senior leaders of progressive organizations will share their journey toward eliminating racial and ethnic healthcare disparities and achieving care equity.

During this seminar, participants will: ▶ Identify the challenges posed by personal bias and assumptions ▶ Examine a community-based approach to health equity that aligns healthcare organizations, payers and community entities ▶ Understand leaders’ roles in ensuring the provision of culturally sound care and making cultural competency an organizational priority Learn more and register.

Are You Due to Recertify Your FACHE Credential in 2016?

Demonstrate your continued dedication and commitment to lifelong learning by recertifying your FACHE® credential.

Visit my.ache.org (login required) to learn when you are due to recertify. If you are required to recertify in 2016, you will see a link to your personalized online recertification application.

Please submit this application no later than Dec. 31; include your Qualified Education credits and your community/civic and healthcare activities.

For more information, please visit ache.org/Recertify. You may also contact the ACHE Customer Service Center at (312) 424-9400 Monday–Friday 8 a.m.–5 p.m. Central time or email contact@ache.org.

Save Time and Money with ACHE Self-Study Program Need to earn ACHE Qualified Education credits? Earn six hours

by completing a course through ACHE’s Self-Study Program.

Self-Study courses are portable and ready for you anytime—at home, in the office, and more. Topics include finance, human resources, leadership and management. Take advantage of ACHE’s special offer: purchase one self-study course and receive a second course at 50 percent off. To review a list of available courses and corresponding Health Administration Press books and to place an order, visit the ACHE website.

Tuition Waiver Assistance Program To increase the availability of ACHE educational programming for Members experiencing economic hardship, ACHE has established the Tuition Waiver Assistance Program.

ACHE makes available a limited number of tuition waivers to Members and Fellows whose organizations lack the resources to fund their tuition for education programs. Those in career transition also are encouraged to apply. Tuition waivers are based on financial need and are available for the following ACHE education programs: ▶ Congress on Healthcare Leadership ▶ Cluster Seminars ▶ Self-Study Programs ▶ Online Education Programs ▶ Online Tutorial (Board of Governors Exam preparation) ▶ ACHE Board of Governors Exam Review Course All requests are due at least eight weeks before the program date, except for ACHE self-study courses; see quarterly application deadlines on the FAQ page of the tuition waiver application for complete information. Incomplete applications and those received after the deadline will not be considered.

Recipients will be notified of the waiver review panel’s decision at least six weeks before the program date. For ACHE selfstudy courses, applicants will be notified three weeks after the quarterly application deadline.

If you have questions about the program, please contact Teri Somrak, associate director, Division of Professional Development, at (312) 424-9354 or tsomark@ache.org. For more information, visit ache.org/Tuitionwaiver.

Offering a Postgraduate Fellowship?

ACHE Can Help ACHE would like to know if your organization is offering a postgraduate fellowship for the upcoming year. If so, we encourage you to add it to our complementary Directory of Postgraduate Administrative Fellowships at ache.org/Postgrad.

As a healthcare leader, you know how crucial it is to attract and develop highly qualified professionals in your organization. Gain exposure and start attracting top-notch applicants by posting your organization’s program on ACHE’s Directory.

Questions? Please contact Liz Catalano, membership coordinator at (312) 424-9374 or emailecatalano@ache.org

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Event Calendar Wednesday, November 16

Annual General Membership Dinner 5:30-9pm Fairmont Hotel Dallas

Wednesday, February 15

For Students and Others Transitioning into Healthcare Careers 7-9pm Medical City Dallas

Monday, December 5

Holiday After Hours Event Mavericks vs. Hornets Game

American Airlines Center, Dallas 6pm Networking, followed by game

Thursday, February 23

First Quarter Education Event 3-7:30pm

Tuesday, January 31, 2017

Breakfast with the CEO Dr. John Warner

7:30-9am UT Southwestern Williams P. Clements Hospital 6201 Harry Hines Blvd, Dining Pavilion Dallas, TX 75390

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A Publication of the American College of Healthcare Executives of North Texas Chapter | FALL 2016