SPRING 2022
THE GREAT RESIGNATION
F E AT U R E S 4 President’s Message Dustin Anthamatten 6 Texas – Northern Regent’s Message Dr. Trinette K. Pierre 12 Member Spotlights 34 Event Encore 40 National News
16 2022 ACHENTX Award Winners
24 The Intersection of Patient Experience and Staff Retention
28 The Great Resignation: Cause and Strategies
42 Membership Annoucements
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44 Calendar of Events
2022 ACHENTX BOARD OF DIRECTORS
Editors
Vanessa Lee Amanda Brummitt, FACHE Kean Villarta Barbara Anspach, FACHE
Patrick Brown, FACHE Vice President & Chief Operating Officer Methodist Mansfield Medical Center Jaquetta Clemons-Davis, FACHE
Contributing Writers
Barbara Anspach, FACHE Amanda Brummitt, FACHE Audrianne Schneider, FACHE Kean Villarta
Fraser Hay, FACHE President Texas Health Harris Methodist Hospital HurstEuless-Bedford
Creative Direction
Caleb Wills, calebsemibold.com
Advertising/ Subscriptions
info@achentx.org
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
Carolyn Hunter Chief Operating Officer Medical City Las Colinas Valerie Johnston, PhD, FACHE Associate Professor Texas Christian University Joseph Clayton Lawrence, FACHE
2022 Chapter Officers President
Dustin Anthamatten, FACHE VP, Operations Methodist Charlton Medical Center
Immediate Past President
Amanda Thrash, FACHE VP of Professional & Support Services Texas Health Plano
President-Elect
Felixia Colón, FACHE Sr. Vice President & Group Operations Officer SCP Health
Treasurer
Aaron Bujnowski, FACHE Director (Partner) & IDN Lead The Chartis Group
Secretary
Benton Sprayberry FACHE Senior Director of Operations Steward Health Care
Group Vice President Sound Physicians Ajith Pai, FACHE President Texas Health Harris Methodist Hospital Cleburne Trinette K. Pierre, DHA, RN, NEA-BC, FACHE Executive Consultant/Advisor, Career Consultant, Professor & Unit Manager TRImani Consulting, LLC/Parkland Health & Hospital System Keith Thurgood, PhD Professor University of Texas at Dallas Toya White, FACHE Chief Operating Officer & Chief Nursing Officer Texas Health Resources
The ACHE of North Texas e-magazine, The Executive Connection, is published triannually and includes information on the latest regulatory and legislative developments, as well as the quality improvement and leadership trends that are shaping and influencing the healthcare industry. Readers get indepth reporting on the issues and challenges facing hospital and health system leaders today. We make it our job to tell you about the great things the organization and Chapter are doing every day to ensure the health of our community. If you have any news and updates that you want to share with other members, please e-mail your items to info@northtexas.ache.org. Microsoft Word or compatible format is preferable. If you have a graphic or picture that you'd like to include, please send it as a separate file. The following are the types of information that our members shared in past ACHE of North Texas magazines, Advocacy Issues, Legislative Issues, Educational Opportunities, Awards / Achievements, Promotions (Members On the Move), Committee Updates, journal submissions, conference submissions, and workshop participations, sharing mentoring experiences, etc.
Mary Wylie, FACHE Vice President of Operations Baylor Scott & White Medical Center Plano
Message from Our President Dear ACHE Colleagues, As we look forward into 2022 and year three of the pandemic, I am reminded of a quote from the Reverend Joseph Lowery, stating, “Everything has changed and nothing has changed.” Last year at this time, the DFW healthcare community was coming out of a surge and recovering from SNOVID-21, with optimism of seeing the first light at the end of the tunnel, which feels similar to the sentiment I am hearing today. While there are similarities and new challenges, in my opinion, the resilience of our healthcare community to take care of our patients and each other, still holds as our greatest strength and accomplishment. This year, we are more knowledgeable and prepared than last year and we will continue to innovate our care models to adapt to the changing environment, continuing to achieve all of our missions and meet the healthcare needs of North Texas. In a similar context, The ACHE North Texas Board of Directors, committee chairs, and volunteers are continuing to adapt to keep us connected to support our members and sponsors. We have developed a flexible model of providing a mix of in-person, virtual, and hybrid events to respond to both the community and individual needs of our chapter. In addition, our board is proud to continue to expand on our Diversity, Equity and Inclusion initiatives this year, by continuing to build on the diversity of our leadership and integrating diversity and inclusion related goals throughout all of our committee work. I confidently state, our success in prior years and continuing this momentum this year is carrying us to be recognized as a “best practice chapter” for ACHE nationwide. I am looking forward to what this team can accomplish this year and I am honored to serve as the leader of the North Texas chapter this year. I hope to see all of you, both in-person and virtually, this year. Dustin Anthamatten Vice President, Operations & Finance Methodist Charlton Medical Center
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A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2022
Let’s get social
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Message from Our ACHE Regent, Northern Happy New Year ACHE Family! I pray you all are experiencing the blessings of excellent health, joy, and peace as we enter into another season of 2022. Time really does move quickly these days. Thank you all for your dedication to our communities, to ACHE, and for ensuring healthcare continues to progress to greater heights of excellence. I’d like to showcase the 2021 Regent’s Award recipients for ACHE Texas Northern Division. These phenomenal individuals have worked diligently during 2021 and previous years to ensure our chapter and our healthcare communities were well represented. Please join me again in congratulating each of these amazing leaders.
Dr. Trinette K. Pierre, DHA, BSN, RN, CCC, CEC, CHLC, FACHE, NEA-BC Regent – Texas Northern
2021 REGENT’S AWARD RECIPIENTS FOR ACHE TEXAS NORTHERN DIVISION Dr. Monaliza Gaw, FACHE – ACHEETX Leader Extraordinaire Award Dr. Monaliza Gaw received the 2021 ACHE East Texas Forum Leader Extraordinaire Regent’s Award. As ACHE ETX Forum Chapter President, Mona faced many challenges during the pandemic. Although it was difficult keeping her chapter engaged, Monda worked tirelessly to ensure the camaraderie and support she is known for did not waver during the height of the pandemic. Mona worked to ensure the chapter members remained abreast of pandemic-related changes from National and has been instrumental in keeping the chapter members engaged during the difficult times. Dr. Gaw, thank you for your and ensuring the ACHEETX Forum members remained engaged during the pandemic. We appreciate you. Many blessings to you in your new role.
2021 REGENT’S AWARD RECIPIENTS FOR ACHE TEXAS NORTHERN DIVISION
Brock T. Spencer, MBA, HCM ACHENTX Stepping Up & Stepping Out Award Brock received the 2021 ACHE of North Texas Stepping Up & Stepping Out Regent’s Award. Brock received the award because of his willingness to assist with various initiatives for ACHENTX, including co-hosting a LinkedIn Bits & Bytes webinar in 2021. Well done, Brock! Keep shining!
Dresdene Flynn-White, FACHE (R) ACHENTX Lifetime Achievement Award Mrs. Flynn-White received the 2021 ACHE of North Texas Lifetime Achievement Regent’s Award. This honor was long overdue and well deserved. Mrs. Flynn-White has contributed to various ACHENTX committees, the ACHENTX board, has served as ACHENTX president, and has been a pioneer of diversity, equity, and inclusion initiatives within the healthcare communities in which she served throughout her career. Mrs. Flynn-White acts as mentor, advisor, and confidant for various healthcare executives and has been integral to the success of ACHE of North Texas. Mrs. Dresdene, thank you for your dedication to ACHE, our communities, and the healthcare profession.
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2021 REGENT’S AWARD RECIPIENTS FOR ACHE TEXAS NORTHERN DIVISION
Fallon D. Wallace ACHENTX Chapter Catalyst Award Fallon received the 2021 ACHE of North Texas Chapter Catalyst Regent’s Award because of her dedication to keeping the Mentorship Committee moving forward. Fallon has worked diligently to ensure the committee ran smoothly even after moving back to California in 2021. Fallon worked remotely from CA to facilitate various initiatives alongside members of the Mentorship Committee. Fallon’s dedication to ACHENTX has not gone unnoticed. Fallon, thank you for being dedicated to ACHENTX and for continuing to carry out your volunteer commitment from afar. We miss you and we appreciate all you have done for ACHENTX. Many blessings in 2022.
Herron Mitchell, MBA, SSGB ACHENTX COVID Response Champion Award Herron Mitchell received the 2021 ACHE of North Texas Covid Response Champion Regent’s Award for his dedication to the COVID Response Initiatives of Dallas County and surrounding counties. Herron led the design, implementation, and daily operations of numerous COVID testing and immunization sites in Dallas County. He was also responsible for leading the operations of the American Airlines Center COVID Testing Mega Site during the height of the pandemic. Mr. Mitchell operated and worked alongside his team for 12-18 hours per day, 7 days a week during the pandemic. Mr. Mitchell moved from clinic site to clinic site multiple times per day to show support to his team and to pitch in to help wherever and however needed. His dedication to Dallas County and surrounding counties has been recognized by city and county leaders. Herron, thank you for your unwavering dedication to our community during the pandemic. Thank you for not only being a leader, but being a servant leader who walks the walk. Well done.
2021 REGENT’S AWARD RECIPIENTS FOR ACHE TEXAS NORTHERN DIVISION
Jennifer “J” Alexander, FACHE ACHENTX Chapter Connector Award Jennifer “J” Alexander received the 2021 ACHE of North Texas Chapter Connector Regent’s Award. If you know anything about J, you know she loves keeping us all connected and inthe-know about one another, upcoming events, and healthcare innovations and initiatives. J is the person who walks up to you and invites you to sit with her when she meets you for the first time at ACHE events. J does not believe in anyone being a stranger. She embraces everyone and treats them like she has known them for years at the first interaction. J is our social media guru and loves posting about her peers. She is truly one of a kind. J, you are a blessing to ACHE and the healthcare community. Thank you for all you do for ACHENTX and thanks for keeping us “connected!’
John Whittemore ACHENTX Leadership Leverage Award John received the 2021 ACHENTX Leadership Leverage Award to recognize his exemplary service to ACHENTX. John is our Executive Director and works overtime to keep all committees on track, the board organized, and the chapter running smoothly. John’s unwavering support and uncanny ability to “pull it all together” makes him a leader who resonates excellence in all he does. John is known to have the answer to the strangest questions and his plethora of knowledge is unsurpassed. John deserves recognition for his ability to make the impossible possible. John, thank you for being an expert, a confidant, and a blessing to ACHENTX. We appreciate you more than words can express. Blessings in 2022.
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ACHE of North Texas Foundation
The IRS is currently reviewing the tax-exempt application we have submitted for the formation of the ACHE of North Texas Foundation. Once approved, the Foundation will be a separate 501.c.3 organization. Donations to the Foundation will be accepted and will be tax deductible. The creation of this Foundation will enable ACHENTX to better support local healthcare communities and build on the community-supporting services the chapter currently provides. The chapter will publish more details about the Foundation after the 501.c.3 status is granted. Please be considering ways you and your organization can financially support the Foundation. The goal for the ACHE of North Texas Foundation is to make meaningful differences within our community. A special thanks again to ACHE of North Texas sponsor, Gray Reed Attorneys & Counselors for their pro bono support in preparing and processing the appropriate applications to form this Foundation.
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Visit us online ACHENTX.org
Member Spotlight Patrick Brown, FACHE
What are you doing now? I’m the Vice President, Chief Operating Officer for Methodist Mansfield Medical Center, a 264-bed hospital with more than 1,300 employees and 1,000 physicians. In your opinion, what is the most important issue facing health care today? The most important issue facing health care today is staff burnout, which has led to a labor shortage. After dealing with the pandemic for over 2 years, people are actively leaving the health care profession and the ones that remain have been burned out or are nearing burnout. I’m very concerned about the lasting impacts of this, even post-pandemic. How long have you been a member of ACHE? I’ve been a member of ACHE for 14 years. Why is being a member important to you? Has ACHE membership been a benefit to you in your career? Being a member of ACHE is important to me because it provides an avenue to gain real-time knowledge about relevant issues that are actively affecting health care. It is also important to me because of the networks that are created by being a part of a local chapter. Those networks have been key and beneficial to me, particularly during the pandemic, because I’ve been able to call my colleagues and see how they are handling certain issues that COVID-19 has brought up. Having this access has been extremely valuable to me.
What advice would you give early careerists or those considering membership? I would tell early careerists that becoming a part of ACHE is an opportunity to make an investment in your career, profession, and in the future of health care. I truly believe healthcare leadership is a calling and that we must always be in a state of continual learning. Being a member of ACHE will help early careerists on so many levels. Tell us one thing that people don’t know about you. I love ‘80s music!……Def Leppard, Bon Jovi, Guns & Roses, Michael Jackson, Prince, etc.
What is something people might not know about Methodist? Methodist Health System was founded 95 years ago by Methodist ministers and civic leaders to serve Dallas’s underserved neighborhoods. It started as Dallas Methodist Hospital on Christmas Eve, 1927.
Member Spotlight Clayton Lawrence, FACHE
What are you doing now? I am honored to have just recently been promoted to Regional President at Sound Physicians where I have the privilege of serving an outstanding group of leaders and front line providers across 9 states, including Texas. I am concentrating on creating a seamless leadership transition while simultaneously seeking to cultivate a culture of service of our regional and central colleagues, front line teams, and our healthcare partners.
In your opinion, what is the most important issue facing Healthcare today? Healthcare Workers. The pandemic and all the stress it has caused on the healthcare system and those that work within that system has forced a shift in the delivery of care while also causing thousands of healthcare workers to either leave the hospital setting or leave the healthcare setting entirely. There are studies that suggest 1 in 5 healthcare workers have left the industry since the beginning of the pandemic. As a result, there is and will continue to be a shortage of healthcare workers across all services. And that void cripples the ability to operate a hospital. Further the extraordinary costs associated with staffing a hospital with critical workers is unsustainable. As an industry, we must make every effort to shore up the human element of our healthcare system. To ensure we have enough healthcare workers available, we must take steps to pull back some of those who left healthcare. We should also consider ways to streamline the education process to be more focused on turning out new graduates more
efficiently while maintaining, or perhaps improving, the quality of those graduates. For example, we should look to other countries like Brazil where high schools are designed to turn out graduates who are equipped to go directly to medical school, bypassing the undergraduate years. Finally, for those that remain dedicated to the healthcare system, the industry faces a slippery slope of pulling back on compensation and safeguarding the financial health of our hospitals and other healthcare facilities and services, while at the same time ensuring those that have been highly compensated during the pandemic will accept a reset of their compensation to near pre-pandemic levels.
Why is being a member important to you? In any career, it is critical to surround yourself with the best and brightest in whatever industry you are in. I have found ACHE, and in particular, the North Texas Chapter, provides just that! As one of the nation’s largest chapters, ACHENTX has provided me the opportunity to establish professional relationships (and even friendships) that likely would not have been possible but for our local chapter.
Tell us one thing that people don’t know about you. I absolutely love world travel, which this persistent pandemic has really put a damper on. In fact, I have set foot in 5 of the 7 continents. Hopefully one day I will make it to Africa, but I do think I will bypass Antarctica – I also hate cold weather!
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X T N E H C 2022 A F O D R BOA S R O T C E DIR
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OFFICERS:
BOARD OF DIRECTORS:
President Dustin Anthamatten, FACHE VP, Operations Methodist Charlton Medical Center
Patrick Brown, FACHE Vice President & Chief Operating Officer Methodist Mansfield Medical Center Jaquetta Clemons-Davis, FACHE
Immediate Past President Amanda Thrash, FACHE VP of Professional & Support Services Texas Health Plano President-Elect Felixia Colón, FACHE Sr. Vice President & Group Operations Officer SCP Health Treasurer Aaron Bujnowski, FACHE Director (Partner) & IDN Lead The Chartis Group Secretary Benton Sprayberry FACHE Senior Director of Operations Steward Health Care
Ajith Pai, FACHE President Texas Health Harris Methodist Hospital Cleburne
Fraser Hay, FACHE President Texas Health Harris Methodist Hospital Hurst-Euless-Bedford
Trinette K. Pierre, DHA, RN, NEA-BC, FACHE Executive Consultant/Advisor, Career Consultant, Professor & Unit Manager TRImani Consulting, LLC/Parkland Health & Hospital System
Carolyn Hunter Chief Operating Officer Medical City Las Colinas
Keith Thurgood, PhD Professor University of Texas at Dallas
Valerie Johnston, PhD, FACHE Associate Professor Texas Christian University
Toya White, FACHE Chief Operating Officer & Chief Nursing Officer Texas Health Resources
Joseph Clayton Lawrence, FACHE Group Vice President Sound Physicians
Mary Wylie, FACHE Vice President of Operations Baylor Scott & White Medical Center Plano
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AWARD WINNERS
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Early Careerist of the Year Stephan Davis, DNP, FACHE
Senior Leader of the Year James H. Hinton
Case Study Competition Winners
The University of Texas at Dallas
Jordan Tyler
Rida Mahmood
Karun Joseph
Kim Cury
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Sairavish Akkineni
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Recognitions of Exiting Board Members
Kyle Armstong, FACHE
W. Scott Hurst, FACHE
Jared Shelton, FACHE
Thomas Peck, FACHE
Nancy Vish, FACHE
Mentor of the Year Amber Long, FACHE
Volunteer of the Year James Allard, FACHE
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Social Media Ambassador of the Year Jennifer “J” Alexander, FACHE
ACHENTX Diversity & Inclusion Award UT Southwestern Medical Center
Heart of Healthcare Award AIDS Service Center of Dallas
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2021 ACHE National Recognition Awards
Kyllan Cody, FACHE
Felixia Colón, FACHE
W. Scott Hurst, FACHE
THE INTERSECTION OF PATIENT EXPERIENCE AND STAFF RETENTION by Amanda Brummitt, FACHE
As healthcare leaders, we are all currently acutely aware of concerns with being able to properly staff our facilities, not to mention wanting to staff them with talented and passionate individuals that will deliver amazing patient care. Most people in the industry chose it because they wanted to help people. We are all here for the patients. None of us would have a job if it weren’t for patients. And particularly in competitive markets like the DFW area, delivering good care alone isn’t enough to compete. We must deliver great care where patients have an excellent experience if we want to hold or grow our market share. How do we do that? We build processes with the patient in mind first and our needs second. And we create a culture that epitomizes caring, not just for our patients, but for our team members. Processes and culture that put caring first should be a given in healthcare.
DESIGN PROCESSES AROUND WHAT IS GOOD FOR PATIENTS Most of the way healthcare processes are designed are for the ease of the provider of healthcare. However, COVID-19 has shone a bright light on the healthcare providers that had patient friendly processes in place prior to the
pandemic. They quickly rose to the top when trying to figure out how to deliver care in the challenging environment that the pandemic presented. And many others quickly re-designed their processes to be more patient friendly. The idea of patient-centered care was introduced in the 1980s and caught on in the early 2000s after the Institute of Medicine popularized the term. But it seems like we are just now really starting to see movement towards what patients want. On the outpatient side, many providers were faced with the decision of closing their doors or figuring out how to get patients to choose them and stick with them. On the inpatient side, it’s been re-discovering how to offer care in a way that is both good for patients and safe for our own teams, and often with a shortage of staff. We’ve made great strides towards a patient-centered experience that we should keep after this pandemic. Aside from our own convenience as healthcare providers, there is no excuse for making patients go back to the old ways. Patients should be able to schedule online, fill out forms online, check in online, wait in their car, access telemedicine when clinically proper, pay online, and access their test results and clinical information online. There’s no reason to go in for follow up on labs or imaging unless the news is something that really needs to be delivered in person. Patients don’t want to have to work to be our customers. They want it to be easy – and they deserve that.
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“If we can create a culture of caring for both patients and staff, we are going to have increased volumes and increased staff retention. What happens if we don’t?”
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LET’S DESIGN PROCESSES WHERE WE FIRST LOOK THROUGH THE LENS OF THE PATIENT. The pandemic has forced some rationing of care that has had both positive and negative effects. While we don’t want to ration preventive care and screenings because that is harmful, the pandemic has illustrated that we can teach people that the Emergency Department might not be their best choice when they have cold symptoms. Even two years into the pandemic, it is surprising how much education and re-education we continue to do with people that even if they get COVID, going straight to the
hospitalEmergency Room is not the solution. But it’s clear that behaviors can be changed. Proper site of service is good for everybody. It’s good for the patients. It’s good for the hospitals. It’s good for the outpatient providers. So, let’s keep this after the pandemic and continue to educate around it.
CREATE A CULTURE THAT EPITOMIZES CARING FOR OUR TEAM MEMBERS So where is the intersection of great patient experience and being able to staff our facilities appropriately? How can we ask our teams to do more and make patients even happier when we can barely get our shifts covered? Think about good
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patient experience being a good team experience. No one wants to work in an environment where we are dismissive or rude. But we can morph into that kind of environment easily when we’re busy and we’re tired and there isn’t anyone modeling how to treat patients. It takes the same amount of time to be nice to somebody as it does to be rude. It takes the same amount of time to say something with a smile as it does with a flat affect. It takes the same amount of time to refer to somebody by their name rather than their room number. And we all know the adage that people perceive that we spent twice the amount of time with them if we sit down while we are talking to them. If these behaviors are prolific throughout the organization, our teams feel good and make our patients feel great. We should treat our team the way we want them to treat our patients. We need to be servant leaders that are jumping in and helping. We need to do everything we can on every single shift to set our staff up to deliver the best clinical care possible. That may mean that we round to look for things people simply need our help with and jump in - and not big strategic stuff. Things like taking a blanket to Ms. Smith or a cup of water to Mr. Patel. Or, answering the phones while our Unit Secretary goes on break. If the thought of carving out the time for this is overwhelming, ponder two things. One – what are we doing all these building projects, equipment purchases, and process improvement for if we can’t even deliver the most basic care for our patients and help our staff? Two – If we can create a culture of caring for both patients and staff, we are going to have increased volumes and increased staff retention. What happens if we don’t? And, as we are adding to our to-do lists, let’s put the mental health of our caregivers on it. They are exhausted and living in a system that was stressed long before the pandemic. What do we have in place to check on them, to allow them to decompress, to give them respite? And what do we do post-pandemic to create organizations that allow them to thrive and be ready for the next one? We must create cultures where people fall in love with healthcare again, fall in love with providing exceptional clinical care, and fall in love with delivering excellent patient experience. It starts at the top and it must be prolific throughout our entire organizational culture.
By Barbara Anspach, FACHE
“People have stepped back and taken a hard look at the tradeoffs they’ve been making for the sake of career and wages.”
It is nearly impossible to read any health care publication today without seeing reference to ‘The Great Resignation’, the voluntary mass exodus of employees from the workforce since early 2021. Most experts attribute this phenomenon largely to COVID-19 and associated economic factors. Some experts likened it to a general strike. At the heart of this trend are individuals who, for their own personal and specific reasons, have decided that the traditional ways in which we work are no longer appealing or practical. In the United States, a country typically driven by a desire to prosper in a free market economy, people have stepped back and taken a hard look at the tradeoffs they’ve been making for the sake of career and wages. They have reassessed the value of working long hours with rigid schedules for employers who offer few options outside of traditional work opportunities. The Great Resignation hit the healthcare sector particularly hard and forward-thinking leaders and business entrepreneurs are increasingly rising to the challenge of solving for work-life balance, offering innovative and well-funded strategies for re-engaging the workforce.
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Current State PricewaterhouseCooper’s first Pulse Survey of 2022 reports that business leaders faced with realizing profitable growth, managing eroding margins and confronting escalating costs are increasing investments in what they see as top drivers of growth this year. According to the survey, the most critical growth driver across industries is the ability to hire and retain talent, with 77 percent of respondents ranking this as their top priority, followed by digital strategies (60 percent). Less than one-third of those surveyed expect talent shortages to ease this year. Health industry leaders’ areas of investment include digital transformation (63 percent) and talent retention (55 percent). These are followed closely (53 percent) by the drive to create new products and services in response to changing consumer behavior. Executives are investing in their workforce with 62 percent increasing compensation for employees through bonuses and cost-of-living adjustments and 56 percent changing processes to address labor shortages. Talent shortage is listed as the top business risk in 2022 with supply chain disruption a distant second. Survey respondents see labor costs as the factor having the most impact on margins. Executive views on business in 2022: PwC Strategies for Workforce Engagement Healthcare leaders and experts have identified a variety of strategies worth considering to address today’s workforce challenges. Some key strategy ‘must haves’ include: • C-suite unity around talent management strategies Having enterprise-wide priorities that unify the executive team as opposed to individual functional goals being a critical success factor. • Flexible work options to attract and retain talent These strategies are likely here to stay, with an impressive 70 percent of workers strongly believing that flexible working would make a job more attractive to them. Work-life balance is seen as a key benefit that workers are looking for from their employers. To achieve this, employers are adopting per diem staffing models supported by technology platforms, offering shortened and unconventional work shifts, hybrid work options and remote work as a permanent option. • Automation, data and analytics Streamlining processes goes a long way in promoting workforce talent working to the top of license and ability. These strategies allow companies to respond to new work environments and expectations with greater agility, reducing reliance on
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employees where possible. Career advancement and upskilling opportunities Competitive compensation and improved benefits Too few workers available possessing required skill sets will necessitate greater financial investment in higher wages to successfully compete against other employers and offset inflation. Added benefits such as additional paid time off, enhanced mental health and well-being programs and childcare serve to attract workers who are increasingly looking for employer support around issues that matter most to them. Rehiring (boomeranging) Many organizations have Human Resource policies that hamper reacquiring talent. This valuable employee segment is experienced and already familiar with and oriented to the organization. Employees resign for a myriad of reasons and penalizing them with restrictive rehire policies may only hurt the organization when demand for talent is at a high. Rehiring can help contain costs associated with onboarding and training as well as enhance the bench strength of knowledgeable preceptors and leadership.
The business case for flexible work hours Getting outside the mental box of what a workday should look like has opened opportunities for employers to re-engage top talent that decided to walk away from their jobs during the pandemic. There are several persuasive benefits that leaders can cite to make the business case for adopting work models that afford greater flexibility: 1. On-demand labor models help organizations pivot quickly to address fluctuating census and acuity. Having a means of hiring professionals looking for flexible opportunities is a win-win and allows organizations to scale up and down as necessary thereby controlling fixed FTE and travel agency costs. 2. Flexibility enables employees to produce better results by allowing them to exert greater control over when and where they work. According to Stanford’s study The Impact of Flexible Working Hours on the Employee’s Performance, flexibility is linked to increased employee morale, job satisfaction, efficiency and overall business profitability. 3. Employee-centric models improve employee retention, backed up by studies that demonstrate a connection between flexible hours and employee engagement. 4. Flexible models attract a wider choice of talent by meeting
“Getting outside the mental box of what a workday should look like has opened opportunities for employers to reengage top talent that decided to walk away from their jobs during the pandemic.”
employable talent where they are. Top talent expects employers to meet their needs with flexible options. An untapped talent pool exists of workers who don’t want to be constrained by traditional shifts and work schedules. Millennial workers in particular place importance on flexible work schedules. 5. Better mental and physical health is another benefit of flexible work models. Kenexa High Performance Institute conducted a study that found 68 percent of people with inflexible schedules report ‘unreasonable’ levels of work stress with only 20 percent of those with flexible schedules reporting likewise. FlexJobs found in a survey of 3,000 respondents that
45 percent view flexible work as having a significant improvement on their overall quality of life and 52 percent believe it would have a positive impact. Nearly 80 percent said it would promote healthier behaviors with 86 percent reporting flexible work produces less stress. Workforce expectations have evolved and will likely continue to do so as environmental, societal, economic and technological changes march on. A multi-prong approach to building and retaining an effective workforce is vital and agile strategies and an array of staffing partner offerings is essential to address the pressing demands health care leaders now face when staffing their organizations.
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EVENT ENCORE
The Bold Path: Minority Women in Healthcare Navigating Executive Leadership November 17, 2021 By: Audrianne Schneider During this November’s Fireside Chat, a panel of inspirational, insightful executive leaders offered a glimpse into their personal career journeys and sound advice to professionals at every level. Moderator Colea Owens, MBA, BSN, RN, Associate Dean of Nursing, West Coast University, began the discussion by asking the panelists to share pivotal moments in their careers. Panelists included Tiffany Northern, FACHE, COO, Texas Health Dallas, Suzanne Jackson, FACHE, Vice President of Urgent Care, HCA, Sandra Sneed, Vice President of Operations, Texas Health Arlington and Angela Vincent Michael, Manager, Improvement Academy, Performance Analytics & MCCN, Methodist Health System. Panelists shared compelling and interesting stories of their career journeys. Some common themes included being open to new opportunities, facing challenges with optimism and being grounded in one’s personal mission. Tiffany Northern shared “If your path is difficult, it is because your purpose is bigger than you thought!” Through their combined stories and shared experiences, panelists agreed that these four areas are important at any stage of one’s career: • Maintaining a positive attitude and challenging yourself. • Developing a personal mission statement. • Building relationships (and your network). • Being open to a variety of experiences.
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When asked about how they decided what they wanted in a career, Angela Vincent Michael stated that there is no magic formula and that it is important to stay grounded in one’s mission. “Always seek advice from a diverse panel, but trust your gut and always have a growth mindset – it’s the cornerstone of resilience,” she stated. Sandra Jackson advised not listening to those who say there is only one path. “There are so many options – find roles that align with your mission.” The next question for the panel focused on pushing through uncomfortable moments. Tiffany said, “Be comfortable being uncomfortable.” Suzanne offered that “the table” can be any size and anywhere (not just a board room) – she challenged attendees to create environments of inclusion where people feel comfortable talking about difficult issues or situations. Angela advised learning how to articulate your voice wherever you are in your career. The conversation concluded with goal-setting and the importance of networking. When talking about sponsors and mentors, Sandra noted that “A sponsor is someone who mentions your name when you’re not in the room”. Helping and supporting each other is key at every career stage. Colea closed the session by thanking the panelists and announcing a donation in honor of their service to the ACHE North Texas Leadership Legacy Fund.
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2022
Putting your health above it all. At Texas Health, we will be there for you and your loved ones. With an experienced staff and technologically advanced care, our dedication is to your health. Whether you need 24-hour emergency care or wellness services, we’re equipped to handle your health care needs. Advanced Surgical Procedures ■ Behavioral Health Cancer ■ Diabetes ■ Digestive Health Emergency Department ■ Heart & Vascular Neurosciences ■ Orthopedics ■ Weight Loss Surgery Women & Infants ■ Wound Care
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Doctors on the medical staffs practice independently and are not employees or agents of Texas Health hospitals or Texas Health Resources. © 2018
EVENT ENCORE
The Great Resignation: Shortages and Best Practices February 1, 2022 By: Kean Villarta On February 1, 2022, ACHE of North Texas held its “The Great Resignation: Shortages and Best Practices” panel discussion to address this timely issue in healthcare. Moderated by John P. Carter, this event had over 50 attendees and featured the following panelists: Stacey Dorsey, VP and Chief Workforce Officer, Parkland Health; Irina Plumlee, Shareholder, Munsch Hardt; Courtney Rottman, Chief of Staff, UT Southwestern Medical Center; and Jacob Simon, COO, The Medicus Firm. As expected, our panelists’ respective organizations were hit hard by staffing challenges, especially at the beginning of the pandemic. At Parkland Health, Stacey shared that the pandemic highlighted the gaps in current processes and staffing. Although, by the time of the Great Resignation, the focus was more about the long-term sustainability, such as supplying travel nursing staff, instead of disaster planning where staff were volunteering for other areas and working remotely. Courtney shared that UT’s culture had to adapt and there is now more transparency; in addition, partner institutions and community stakeholders continue to collaborate in delivering care. UT had to learn to be more efficient and double the pace of hiring.
The panelists also discussed the changes they saw in candidates’ preferences when it came to finding a job. Jacob noted that for the first time in his firm’s annual survey, physicians are choosing quality of life and work/ life balance over compensation when looking for new jobs - highlighting the importance of flexibility and an organizations’ need to adapt. In the immigration and legal world, Irina shared that organizations must think of ways to support, attract, and retain highly skilled immigrants, such as offering a personalized approach that addresses a myriad of issues from visa challenges to children aging out of dependency. The panelists also addressed the importance of strengthening a company’s culture and wellness by focusing on diversity and inclusion, continuing collaboration with the local Dallas community, allowing opportunities for growth and recognition, leveraging technology, and identifying and addressing burnout. As the industry continues to monitor the short- and long-term effects of the Great Resignation, organizations must continue to adapt to deliver the best care not only for their patients but also for those who take care of them.
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2022
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Designing with Empathy and Ingenuity
Our Mission
To extend the healing ministry of Jesus Christ.
christushealth.org
A Catholic health system in the United States, Mexico, Chile, and Colombia with more than 60 hospitals, 600 services and facilities, 45,000 associates and 15,000 physicians.
Architecture ▪ Interior Design ▪ corgan.com
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2022
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National News Members Can Share Professional Announcements Improve your visibility in the healthcare field and build your professional brand by sharing career updates with ACHE. Have you started a new job or been promoted recently? Are you planning to retire? All members are encouraged to let ACHE know so you can potentially be listed in the “On the Move” section of Healthcare Executive magazine. All you need to do is email both your former and new job titles, organizations, locations and a high-resolution headshot to he-editor@ache.org.
Save the Date: 2022 Congress Mark your calendar for the 2022 Congress on Healthcare Leadership, March 28–31, at the Hyatt Regency Chicago. This year’s Congress agenda has more than 150 education and networking sessions. Featured faculty for 2022 Congress includes: • Jon Meacham—Opening Session: Parker B. Francis Distinguished Lecture on Monday, March 28. • Ashish K. Jha, MD—Arthur C. Bachmeyer Memorial Address on Monday, March 28. • Nancy Snyderman, MD—Malcolm T. MacEachern Memorial Address on Tuesday, March 29. • Hakeem M. Oluseyi, PhD—Leon I. Gintzig Commemorative Address on Wednesday, March 30. Some new additions to Congress this year: • Joint Federal Sector Day—Thursday, March 31. • Ignite Stage in the Solutions Center. • CEO-Exclusive sessions. • Expanded networking reception options.
Update Your Member Questionnaire on My ACHE We want to know more about you. Don’t forget to complete your member questionnaire, so we can improve our engagement and communication with you.
Find New Opportunities With ACHE’s Job Center Did you know you can apply for healthcare management positions quickly and easily with ACHE’s Job Center? This member-exclusive resource allows you to search through more than 2,000 open positions across the U.S. based on preferences such as organization type, location and desired salary. We also have internships and fellowships available to help students and recent graduates navigate new opportunities. All members have the option of posting a resume to enhance their job search capabilities and gain more exposure to potential employers. To provide additional value, the Job Center offers a Career Learning Center and On-Demand Content Library to help you enhance your resume and advance your career. To take advantage of these resources and more, visit ache.org/ JobCenter.
Creating healthier communities for over 90 years. To learn more, visit MethodistHealthSystem.org. Texas law prohibits hospitals from practicing medicine. The physicians on the Methodist Health System medical staff are independent practitioners who are not employees or agents of Methodist Health System. Methodist Health System complies with applicable federal civil rights laws and does not discriminate on the basis of race, color, national origin, age, disability, or sex.
Patient Physician Network The Leader in Advancing Independent Medicine
For more information, please visit our website, or contact our Advisor y Ser vices Team directly at Advisor ySer vices@drppg.com
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WELCOME ACHENTX’S NEWEST MEMBERS NOVEMBER
DECEMBER
JANUARY
Amit Asopa, MD Bailey Polster Britney Scott, MD Dustin Floyd Jibran S. Syed Jonathan E. Clarke, MD Rea Owens-Byerly, MHA Samantha Lewis Samuel J. Villa Vignesh Sundaram Meeghan Abraham, PharmD Chelsea Baria, MSHA Beau A. Blanton, BS Margaret Dutton, DPT Gina M. Griffin Kristen Isenberg Kelton Jeffery, BS Ralph J. Mocerino, Jr. Devin Moss , PT, DPT, MBA Sunny Nadolsky Alyssa Riley Quisha M. Roberts, MBA ROBERTO Rodriguez Ruesga, MD Christopher Roe Lauren Sawatzky Forrest Stovall Laura P. Thielemann, MPA Maya Thomas Fernandez, EdD Tejaswini Vasamsetty, MD Nina Wollman Deepha Balaji Steve Behr
Alan J. Randolph, MBA Amy Holcombe Anantha K. Chentha, MD, FACP Aretha A. Avant Ashley R. Kurian Brenda Davis Christopher McLarty, DNP Dominique Stroud Gayathri Ram Joseph McGowan, BS Juan E. Ortiz, MSN, RN Kameswara Rao Nimmakayala, MD, MBA Kasey Cheshier KAYCI PRINCE Maria Arkipoff Neyaz N. Mohammadi Otar Sarishvili Paola Castillo Robin Eastland Sarah J. Helfer, BS Terrence J. Loftus, MD, MBA Veronique Maston Vincy M. John
Alli Giacometto Ashley M. Jerina Austen P. Jeter Cereasa Horner Charla Gauthier Hannah Neece Hellen Oduor Imma C. Lugtu Jana Neal Jean-Philippe Issom Katie Newman Kelly Hervey Klarissa A. Dargin, MHA Megan L. Rhoades, MS Michael P. Baker Nicolle Mustafa Olayide A. Adejumobi Salman Hamid Saman Aziz Skip Morelock, PhD, RN Stephanie Copeland, MD, MBA, CPHQ Tamar Roberts, MSHA Teresa Brumbaugh Vivian B. Johnson, PharmD, MBA Vong Miphouvieng, MHA Zack Scott, RPh
NOVEMBER Amanda James, FACHE Jacob R. Gebhart, FACHE Sherri L. Emerson, FACHE Toya White, JD, MBA, FACHE
ACHENTX’S
NOVEMBER Cassandra L. Self, FACHE Fernando Moreno-Salazar, MBA, CPA, FACHE Prince Ampomah , FACHE Sheleza Mohamed, MBA, MHA, FACHE Walter L. Taylor, PhD, FACHE
NEWEST
FELLOWS
NOVEMBER Brian Fox, FACHE Lisa N. Mason, FACHE
RECERTIFIED FELLOWS NOVEMBER
DECEMBER
Anthonia Eby, FACHE Brian A. Craft, FACHE Christopher A. Phillips, FACHE Daniel Alemayehu, FACHE Eric H. McDaniel, FACHE Jill A. Bayless, FACHE Kimberly M. Rudowski, FACHE Mason L. Deal, FACHE Michael A. Lieb, FACHE Paula R. Brandon, FACHE Sharn C. Lotten-Barbarin, FACHE Stephen Eckert, FACHE Susan Steed, FACHE Tina D. Hicks, FACHE
Ajith Pai, PharmD, FACHE Barclay E. Berdan, FACHE Byron J. Serna, FACHE Carol Crowell, RN, FACHE(R) Cindy K. Schamp, FACHE Clayton D. Smith, FACHE Cris C. Daskevich, FACHE Ekta Pathare, FACHE Eric Peipelman, FACHE Everal A. Garcia, FACHE G. Scott Manis, FACHE Greg W. Johnson, FACHE Jenese M. Holland, FACHE Jessica Daw Fuhrman, FACHE(R) John E. Phillips, FACHE Kimberly Terrazas, FACHE LaToya L. Rivers-Azanga, FACHE Melvin G. Alexander, CPA, FACHE Michael J. King, CPA, FACHE Michael R. Hicks, MD, FACHE Nick Kagal, FACHE Patrick R. Rohan, FACHE Paula S. Turicchi, FACHE Randolph B. Bacus, FACHE Sandra G. Reeves, FACHE Sandra H. Sneed, FACHE Sandy L. Haire, DNP, FACHE Shelly Miland, CPA, FACHE Stephen J. Pottoore, DHA, FACHE Valerie Johnston, PhD, FACHE
JANUARY Angela L. Richmond, FACHE Brent N. Adams, FACHE Heather Jones, FACHE Jason Naranjo, FACHE Kevin F. Womack, FACHE Patrick P. Makarewich, FACHE Richard Lawhead, FACHE Robert A. Di Domizio, FACHE Stephen M. Mathis, FACHE
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All these listed events are scheduled to be held virtually. Please keep monitoring our Weekly Announcements for other virtual and in-person events in the works.
March 12
New Horizons Event
April 2
Leading in Intergenerational and Cultural Healthcare Environments - An ACHENTX Student Council Diversity & Inclusion Event
Option 1: Saturday April 9; or Option 2: Tuesday & Thursday evenings, July 12 & 14
Lean Six Sigma Yellow Belt Certification Courses – Two Options
May 10
Cocktails with the Chiefs
Click here to learn more or register for an event
We Appreciate the Support of Our ACHENTX Gold Sponsors
A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2022
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