The Executive Connection of North Texas: Spring 2011 (2)

SPRING 2011

CONTENT Message from the Regent

John M. Haupert, FACHE

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RTKL PROUDLY

SUPPORTS ACHE North Texas Chapter

President’s Remarks

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Physician Relations

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Brad Simmons, FACHE

A Little Organization Makes a World of Differnce

Health Care Reform Law Begins to Have Effect on 9 Nursing News from National

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Move Up in Your Career with a Resume that Says ‘Can Do’!

13 Event Encore

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Calendar

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USA ASIA

RTKL.COM EUROPE MIDDLE EAST

Board Member, Winjie Tang Miao was recently named President of Texas Health Alliance.

CongratualtionsWinjie!

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.

ACHE of

North Texas

A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2011

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2011 Board of Directors John Haupert, MHA, FACHE Parkland Health & Hospital System Ex-Officio, Regent Beverly Dawson, RN, CCM, FACHE Elder Care LP Chair, Education Committee

Editor-In-Chief

Susan Edwards, FACHE

Managing Directors

Joan Clark, DNP, RN, FACHE Angela CJVincent, MHS

Contributing Editors

Felicia McLaren Caleb O’Rear Lisa Cox Brad Simmons Forney Fleming

Contributing Writers

Kriss Barlow, RN, MBA Melissa Reichardt Felicia McLaren

Production

Kay Daniel

Advertising/ Subscriptions

info@northtexas.ache.org

Questions and Comments:

ACHE of North Texas Editorial Office, c/o Executive Connection 3001 Skyway Circle, Suite 100, Irving, Texas 75038 p: 972.256.2291 | f: 972.570.8037 e: info@northtexas.ache.org | w: northtexas.ache.org

Forney Fleming University of Texas at Dallas Ex-Officio Jay Fox, FACHE Baylor Medical Center, Waxahachie Jonni Johnson, CPSM RTKL Associates Inc. Chair, Sponsorship Winjie Tang Miao Texas Health Harris Hospital Azle Michael J. Ojeda, MHA, FACHE VA North Texas Health Care System Chair, Mentoring Committee Caleb F. O’Rear, FACHE Denton Regional Medical Center Chair, Communications Committee Rick Stevens Methodist McKinney Hospital Chair, Advancement Committee Pam Stoyanoff Methodist Health System

2011 Chapter Officers

President Brad Simmons, FACHE Parkland Health & Hospital System

President-Elect Scott Schmidly, FACHE Medical City and Medical City Children’s Hospital

Past President J. Eric Evans Tenet Healthcare Corporation Chair, Nominating Committee

Secretary Ron Coulter, MHA, FACHE Texas Health Cleburne

Treasurer Jania Villarroel, MHA

Matt Van Leeuwe Parkland Health & Hospital System Ex-Officio, Student Council Demetria Wilhite The University of Texas at Arlington Ex-Officio Bethany Williams PricewaterhouseCoopers, LLC Chair, Networking and Membership Committees Lisa Cox The Health Industry Council ACHE Coordinator

A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2011

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Message from the Regent

John M. Haupert, FACHE Promise-Making, Keeping and Rescinding In March of 2006, the Board of Governors of ACHE approved the following Ethical Policy Statement addressing “Promise-Making, Keeping and Rescinding”. When the statement was first released

by ACHE I found it to be an incredible act of courage for our professional association to step out and address such an important moral and ethical issue. In talking with my fellow affiliates I have discovered that many are not aware of this ACHE Ethical Policy statement. I want to share it with you in hopes that all of us will recommit ourselves to the absolute highest level of moral behavior as we go about our work of providing exemplary clinical and service excellence to our patients and our communities. Some may say that the affiliates of a professional organization should not have to be told how to exemplify model moral behavior. Others may say that “past behaviors predict future behaviors” and as such, this type of policy statement is very much needed. Whatever your belief, I hope you will read this and take it to heart.

Statement of the Issue In today’s environment, healthcare executives are faced with making challenging and complex decisions that require balancing the current and future needs of the overall organization with various constituencies that serve and are served by the organization. Sometimes these decisions come about when healthcare executives are faced with making “promises” or revisiting previous promises made by executives.

When this happens, new challenges can come about from the difficult task of weighing the needs of varied constituencies and the use of resources, not to mention the ethical responsibility to make such decisions.

Promises are verbal or written commitments made to another person or group of people. Promises can be formal written agreements, such as contracts, or informal agreements such as when a healthcare executive states to someone (or a group of people) an intention to do something. When the executive does the latter and recognizes that such a statement of intention will lead the person(s) to whom it is given to count on your following through, your statement of intention is a promise. Once made, adhering to a promise is a moral responsibility of the healthcare executive, even if made by one’s predecessor.

Despite the moral responsibility that one ought to respect a promise, organizational circumstances may change sufficiently so that the promise should be reviewed, even though the promise may have become a long-standing tradition or expectation. This could be a situation regardless of whether the promise was made by the current healthcare executive or a prior executive in the same position.

However, because trust and honoring moral commitments are hallmarks of successful healthcare organizations, making, revising or rescinding a promise requires thoughtful consideration. A healthcare executive needs sufficient reasons for both making a promise and for breaking a promise. In the latter case, the violation or breaking of a promise without adequate reason leads to harm, not only to the person(s) to whom the promise was made, but also to the executive and the image of the healthcare organization.

Policy Position Making a Promise The American College of Healthcare Executives (ACHE) firmly believes that healthcare executives have an ethical responsibility to use a systematic, deliberative and thoughtful approach to decision making when making a promise to a person or a group of people. To ensure such an approach, the following questions should be considered:

• What are the circumstances surrounding the promise? Why is the promise being considered? Why now?

• What are the facts regarding the promise? Is the promise legally binding? What does legal counsel suggest?

• What are the relevant ethical considerations regarding the promise? Is there an ethical rationale for justifying the promise?

• What are the options, such as maintaining the promise, rescinding the promise or altering the promise? Will future CEOs be able

to uphold this promise? Are there circumstances under which this promise can or should be revisited? If so, what are they? continued on page 5

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Message from the Regent continued from page 4

• What are the implications (benefits and harms) surrounding the above option(s)? How certain are you of those implications?

• What are the perspectives of the stakeholders affected by the promise?

• Have you carefully reflected on the various options, including conducting a quantitative and qualitative analysis of each

• •

option and assessing both the short- and long-term ramifications of each option?

After selecting a particular option, did you seek the appropriate approval, such as the Board’s?

How is the promise going to be communicated and documented? Has this document been shared with the relevant stakeholders? Is it clear how future CEOs will know this promise exists?

Keeping or Rescinding a Promise 1. Making a Decision Regarding a Previous Promise - After clearly identifying and acknowledging the need to review whether a promise ought to be maintained, the following questions should be considered:

• What are the circumstances surrounding the promise? Why was the promise made? Why is it being questioned now?

• What are the facts regarding the promise? Is the promise legally obligated? What does legal counsel suggest?

• What are the relevant ethical considerations regarding maintaining, revising or rescinding the promise? Is there an ethical

rationale for justifying the rescinding or revising of the promise?

• What are the options, such as maintaining the promise, rescinding the promise or altering the promise?

• What are the implications (benefits and harms) surrounding each option? How certain are you of those implications?

• What are the perspectives of the stakeholders affected by the promise?

• Have you carefully reflected on the various options, including conducting a quantitative and qualitative analysis of each

option and assessing both the short- and long-term ramifications of each option?

• After selecting a particular option, did you seek the appropriate approval, such as the board’s, giving the ethical grounding

for the decision?

2. Implementing a Decision Regarding a Previous Promise Decisions to rescind or revise an existing promise should be communicated in a timely manner to all key stakeholders, including the rationale for the action. When decisions are made to revise or rescind a promise, a clear communication plan is advised.

A comprehensive communication plan includes the following:

• Identifying the key audiences and messages.

• Choosing the appropriate spokesperson for the target audience.

• Obtaining the affected stakeholder perspectives and feedback, including being prepared to justify the decision and respond to all questions of concern.

• Considering the response if the decision was reported by the media.

During the communication process, if concerns or ramifications concerning the action arise that were not previously considered, executives should consider whether to review their decision regarding the promise.

Whether making a promise or reviewing a previous promise, the best decision outcome will be achieved when thoughtful, systematic reasoning and transparency serve as the primary guides for executive behavior.

Common Morality: Deciding What to Do. Bernard Gert. Oxford: University Press 2004. (This is a general reference specifically related to the definition paragraph) Approved by the Board of Governors of the American College of Healthcare Executives on March 24, 2006.

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President’s Remarks

Brad Simmons, FACHE There are two things that Spring means to me, great weather in North Texas and ACHE’s Congress on Healthcare Leadership in Chicago. I was especially excited to attend Congress this year given the fact that our Chapter was being recognized as a winner of the Chapter of Merit Award. Being recognized as one of the elite Chapters in the country is very exciting, not only for the Chapter but also for healthcare leaders in North Texas. At Congress I was asked multiple times how we have been able to be consistently recognized as one of the strongest Chapters within ACHE. The answer is simple; we have one of the most active memberships in the country and some of the most dedicated committee members organizing events throughout the year.

There are four major goals that we regularly monitor to ensure we continue to meet a high performance standard.

• Advancement of Members to ACHE Fellows – Advancement to Fellow is a fundamental goal that all healthcare leaders should progress toward. This status shows your healthcare colleagues your commitment to our profession and continual education. Our Chapter has set aside funds to reimburse members for the cost of the exam once they have successfully passed the Board of Governors exam. This chapter benefit has been recognized as a best practice to help encourage members to advance to Fellow.

• Membership Satisfaction Survey – In July 2011 you will receive an email from ACHE asking you to complete a Chapter membership satisfaction survey. This is a very important tool and I ask that you please take the time to fill it out. Last year, the Chapter was given a score of 7.7 on a 10 point scale by our members, reflecting high satisfaction within the chapter. By offering various programs that benefit our members such as educational events, networking opportunities, scholarships to Congress, early careerist events and BOG review courses, we are striving to improve this satisfaction score. Please take the time to provide our chapter with this important feedback so that we can continue to improve all that we offer.

• Membership Growth – As one of the largest chapters in the United States, the North Texas Chapter currently has more than 1,200 members. In 2011, our goal is to increase our membership by 11.3%. I encourage you to help us meet this goal by inviting your colleagues to join ACHE and become active members of our local chapter through the ACHE Leader to Leader program.

• Education and Networking Events – Over the past few years our Education and Networking committees have done an outstanding job organizing events that are beneficial and engaging. Our Chapter offers multiple events each month including Category I educational sessions, CEO Breakfasts, Networking Happy Hours, and other educational opportunities. I would like to thank the members of our committees, the numerous speakers and the organizations who have hosted us for making these events possible.

I would also like to thank each one of you for your participation and support of our Chapter. Please read the Chapter’s weekly email or go to the website (northtexas.ache.org) to find out about upcoming events. If you have any questions or concerns about the Chapter please do not hesitate to contact me.

ACHE of

North Texas

A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2011

Physician Relations:

A little organization makes a world of difference Kriss Barlow, RN, MBA

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In the world of physician relations, there is a great deal of discussion about planning. Our plans articulate actions, expectations, roles and responsibilities. They also serve as a road map for everyone involved to keep hold of the strategic focus as they go about their individual roles to bring the strategy to life.

Each type of plan has a role and the pre-call plan is the small but significant step to bringing the other plans to fruition.

Before I delve into the world of pre-planning, perhaps it makes sense to frame the plan types and how they all fit together.

• Strategic plan - drives the organization’s growth strategy.

• Business plan - identifies specific service areas for growth and the physicians who will be receptive and instrumental to that growth.

• Sales plan - each representative has a sales plan detailing how they are going to accomplish the growth strategy and outcomes at the individual physician level.

• Pre-Call plan - it is about planning that is done by the rep prior to each physician visit. It’s the focus of this article.

The physician relations reps’ ability to create a solid pre-call plan tells a great deal about the real long-term relationship strategy they are employing. It highlights their ability to think about their relationship sales goals and the physicians’ needs, to plan for potential barriers in the call and to create a path for moving forward. Part of the process includes the gathering of background and history, the other element is planning for the actual call.

Background and history: • Learnings and promises from last visit • Topic of discussion, recognizing that if the dialogue in our last meeting was about cardiac, we want to continue the theme. Make certain you remember and reinforce the last visit’s messages • If needs were identified and subsequent benefits were shared, this is noted because you will want to remind them • Record of successful closure to issues • Data analysis, Shifts or changes in referral patterns continued on page 8

A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2011

• Stage in the sales funnel and the depth and breadth of information which has been provided and accepted Once the representative has a clear sense of the status, the next elements are developed to frame a visit for maximum impact.

Prepare your opening Old sales experts used to say we have 30 seconds to make a lasting impression. I tend to think it’s true. Create an immediate impact by being prepared, articulate and focused in your introductory comments.

Create some good questions If we believe that that the most successful appointments are those that allow us to focus on the referring physicians’ needs, our obligation is to create a dialogue that develops a shared understanding of what they want. This is not accomplished with, “How’s it going?” or “Anything you need from us?” - type questions. Our obligation is to ask good, personal, in-depth, focused questions about them, their practice, and their needs.

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Pre-plan and ask questions that assist you in understanding how they make decisions, their timeframe, and their ideal level of involvement.

Set meeting goals A good sales call is one that moves closer to the ultimate goal of having the opportunity to earn referrals. The reality is the process of growing referrals happens in small concise steps.

Plan for the what –ifs It goes without saying if there have been changes in your organization, the grapevine is humming, or you’re aware of some challenges – be prepared around the topic.

Taking the 15-20 minutes needed to create a call plan is a real difference maker. Good planning generates better results.

Kriss Barlow RN, MBA is a principal with Barlow/McCarthy, a training and consulting firm focused on hospital- physician solutions.

Contact Kriss at (715) 381-1171 or kbarlow@barlowmccarthy.com

A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2011

Health Care Reform Law Begins to Have Effect on Nursing Published March 31, 2011

One year after Congress passed the Affordable Care Act (ACA), there are subtle yet palpable signs of change in the nursing profession.

Changes in federal loan programs are allowing more nursing students to go to school on a full-time basis, which means they will be able to enter the workforce sooner and help curb a looming shortage of nurses that threatens to undermine patient care.

Ten health clinics around the country that are managed by nurses received a total of $15 million in federal funding, which will increase access to primary care services for thousands of low-income patients who might otherwise go without needed preventive services and treatment.

A group of nurse midwives in Minnesota was able to fight back state legislation that would have substantially cut payments for their services.

“The health reform law contains provisions that will produce more nurses to meet increasing demands for health care, prepare more highly-skilled nurses to better meet the needs of an aging population with more complex health problems, and create opportunities for nurses to participate in and lead efforts to redesign the nation’s ailing health care system,” said Susan Hassmiller, Ph.D., R.N., F.A.A.N., Robert Wood Johnson Foundation (RWJF) senior adviser for nursing. “But we need broad system and culture change as well.”

Many of the law’s provisions that directly or indirectly relate to nursing have not yet taken effect, but health care professionals and consumers are beginning to see early signs of its potential impact on nursing and nurses and the patients they treat.

One provision that has been implemented allows nursing students to receive higher loan amounts from the federal government. These federal loan limits had not been adjusted for a decade despite the increasing cost of higher education, causing a widening gap between the cost of attendance and financial resources available to students and depressing enrollment.

Nursing students will now have access to loan amounts that are more on par with the current cost of training, according to Suzanne Begeny, Ph.D., R.N., director of government relations for the American Association of Colleges of Nursing. continued on page 10

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Another provision authorized up to $50 million in funding for nurse-managed health clinics, $15 million of which has been allocated to support 10 nurse-led clinics—serving some 94,000 patients—around the country.

their work and explain how it impacts the cost and quality of care.”

Medicare payments for services provided by certified nurse midwives will rise by 35 percent; certified nurse midwives will now receive the equivalent of physician pay for Medicarecovered services.

But observers said it is still too early to predict the full impact of the law because the provisions with the greatest potential to directly influence nurses and patients have yet to take effect.

The complex, wide-ranging and controversial law also called for increased Medicare payments for primary care services provided by nurse practitioners, clinical nurse specialists, physician assistants and other health professionals; the removal of a cap that limited spending on doctoral nursing programs to help build the ranks of the nation’s nursing professors; and the creation of opportunities for nurses and nursing advocates to serve in leadership positions.

In addition, the law sets aside money to test the effectiveness of pilot clinical initiatives that rely on highly skilled nurses. Among these are initiatives that send nurses to the homes of firsttime low-income mothers to teach them about health during pregnancy and early childhood; help chronically ill older people continue living in their own homes; and support health clinics serving people in low-income communities.

Still Too Early to Predict Reform’s Full Effect on Nursing

Many key provisions—such as a pilot program to make certain advanced practice registered nurse training programs eligible for reimbursement through Medicare and the addition of millions of new patients to the insurance rolls—won’t kick in until 2012 and beyond.

And much of the new funding for nurse education and other nurse-related programs that was authorized by the law has yet to be spent.

The law reauthorized new discretionary funding for nursing workforce development programs under Title VIII of the Public Health Service Act, the primary source of federal funding for nurse education programs. But members of Congress—tied up for months in budget battles—have yet to appropriate most of those funds. continued on page 10

There have been indirect effects on nurses and nursing as well.

Last June, Aetna, Inc., a major insurer, changed its policies regarding credentialing and reimbursement for nurse practitioners. It now recognizes nurse practitioners as primary care providers and reimburses them for their services.

Nurses and nursing are also beginning to move out from the shadow of other health professionals, observers said.

The law identified and defined nurse-managed clinics as critical safety-net providers for millions of people, an unprecedented move that makes it easier for these types of clinics to raise funding, get reimbursed for care, and earn recognition as medical homes, according to Tine Hansen-Turton, J.D., M.G.A., executive director of the National Nursing Centers Consortium.

“It really put nurse-led clinics on the map,” agreed Jamie Ware, M.S.W., J.D., policy director at the consortium. “Communitybased health clinics in general struggle to keep funding coming in, and nurse-led clinics are no exception. But decision-makers are beginning to realize that nurse-managed clinics are at the forefront of providing care to vulnerable populations, as is evident by the federal definition and the $50 million” in authorized funding.

The law’s attention to nurses and nursing has also raised awareness about the role nurses play in health and health care as well the research they conduct to improve the system, Begeny added. “It gave nurses another national platform to showcase

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Indeed, at a time of fiscal austerity, it appears that cuts—rather than hikes—may be in the offing. Lawmakers in the House and Senate have not reached agreement on spending levels for nurse education programs for Fiscal Year 2011.

Meanwhile, President Obama introduced a budget proposal last month for fiscal year 2012, which begins in October. The president’s budget would increase funding for Title VIII programs and nurse-managed clinics. It also includes a modest increase for nursing research. But the president will have to negotiate with Congress before spending plans for next year can be put in place.

Winifred Quinn, M.A., Ph.D., senior legislative representative at AARP, urged Congress to fund nursing workforce and education programs at the full amounts authorized under the health reform law.

“For consumers to have access and the choice of high quality health care providers—and to have a highly skilled nurse when and where we need one—it is imperative for the nursing provisions within the Affordable Care Act to be funded at the levels that it identified,” she said.

To ensure that happens, nurses and their allies need to take a stronger advocacy role, Hansen-Turton added. “We know from experience that unless decision-makers are reminded and urged to keep nurses and nursing in mind during discussions about health care, nurses sometimes fall to the wayside. Nurse practitioners need to knock on the door to get in.”

To learn more, visit the Center to Champion Nursing in America— an initiative of AARP, the AARP Foundation, and the Robert Wood Johnson Foundation.

SHOULDN’T A HOSPITAL’S

COMMITMENT TO A HEALTHIER COMMUNITY EXTEND

BEYOND ITS WALLS?

ACHE of

North Texas Sometimes making a community healthier is about building parks. It’s about supporting local schools and stocking food banks. As the largest not-for-profit, faith-based health system in North Texas in terms of patients served, we value our relationships within our communities. We are proud to continue a tradition of being a responsible, major employer in every city we serve and to building healthier communities beyond our walls. 1-877-THR-Well • TexasHealth.org

A Publication of the American College of Healthcare Executives of North Texas Chapter | SPRING 2011

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NEWS FROM NATIONAL

2011 Congress on Healthcare Leadership ACHE’s Congress on Healthcare Leadership, held in Chicago, once again delivered the very the best in professional development, opportunities to network with and learn from peers, and the latest information to enhance your career and address your organization’s challenges in innovative ways.

More than 4,500 healthcare leaders, including several of our members, attended the 2011 Congress on Healthcare Leadership from March 2124. As a part of the North Texas Chapter’s commitment to professional development, scholarships were awarded to the following members:

Kimberly Anderson Tre Douglas Susan Edwards Rachel Gonzalez Sheryl Jackson Maria Islam Carolina Puig

Save the Date for the 2012 Congress and experience the energy of an event that draws the top healthcare leaders from across the world!

March 19-22, 2012 Hyatt Regency Chicago , IL

ACHE’s Chapter Management and Awards Program The purpose of ACHE’s Chapter Management and Awards Program is to ensure the delivery of high-quality services to ACHE affiliates at the local level. ACHE designed this program to provide chapter performance incentives and acknowledge outstanding accomplishments based on objectively measured results. Congratulations to the winners!

Board of Governors Award CT Association of Healthcare Executives Award for Chapter Excellence Puerto Rico Chapter of the American College of Healthcare Executives, Inc. Award of Chapter Distinction ACHE—Nevada Chapter American College of Healthcare Executives—

Wisconsin Chapter Arkansas Health Executives Forum New Mexico Healthcare Managers’ Forum San Diego Organization of

Healthcare Leaders South Dakota Healthcare Executive Group South Florida Healthcare Executive Forum, Inc. Utah Healthcare Executives

Award of Chapter Merit ACHE—NJ ACHE—North Florida Chapter ACHE of North Texas American College of Healthcare Executives—

Rhode Island Chapter Eastern Pennsylvania Healthcare Executive

Network East Texas ACHE Forum Hawaii-Pacific Chapter of ACHE Healthcare Executive Forum of

Central Pennsylvania Health Care Executives of Southern California Network of Overseas Healthcare Executives South Texas Chapter of the American College

of Healthcare Executives Texas Midwest HealthCare Executives TreasureCoast Healthcare Executive Network

Award for Sustained Performance ACHE—Nevada Chapter Arkansas Health Executives Forum CT Association of Healthcare Executives Eastern Pennsylvania Healthcare Executive

Network Hawaii-Pacific Chapter of ACHE Puerto Rico Chapter of the American College

of Healthcare Executives, Inc. San Diego Organization of

Healthcare Leaders South Dakota Healthcare Executive Group South Florida Healthcare Executive Forum, Inc. Texas Midwest HealthCare

For complete details on the program and award criteria, please go to http://www.ache.org/abt_ache/awards/chaptermanagement.cfm.

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Move Up In Your Career With a Resume That Says “Can Do!” Do your career ambitions include a promotion to greater responsibilities? Are your efforts to move into management getting you no where in the job market? You are not alone. One of the most common career challenges is moving up the corporate ladder. As a career coach, one of the most frequently asked questions I get is “how can I make my resume convince employers I can do the job when I don’t have management experience?” Let me share with you three tips for transforming your resume into a tool to help you move up in your career.

to illustrate your potential than through your accomplishments.

Think back on the challenges you’ve met on the job. What problems did you fix? How did you contribute to corporate bottom-line objectives? Can you prove your worth by the time you’ve saved or the costs you’ve cut or procedures you’ve streamlined? How well have you contributed to the income or revenue growth of your company? These are issues on the minds of all hiring managers.

Include accomplishments in your resume that illustrate your ability to solve the problems of potential employers.

1. Emphasize strategic activities.

3. Emphasize your leadership skills.

Transitioning into management generally means going from tactical responsibilities to strategic planning. Meaning those in management plan the work of others. Employers want to know how closely you have been involved with strategic activities.

Perhaps you’ve worked with a team that came up with strategic solutions. Maybe you’ve assisted your boss in devising a better way of doing something. It could be that you took initiative to develop a more efficient system of operations. Use these examples in your resume to show that you understand what it takes to be a strategic thinker.

The hallmark of great management is the ability to lead others. You don’t have to have had the role of manager to have opportunities to lead. Challenges represent opportunity to exercise leadership.

Anytime you were able to motivate others, you practiced leadership. Mentoring is another example of leadership. Training others is yet another form of leading. Taking part in a team that solved significant problems is a great way to show your leadership potential.

2. Emphasize your accomplishments.

Employers are always looking for individuals with drive and initiative to promote into management roles. What better way

So, you see, there are many ways to illustrate in your resume your ability, skills and drive toward management. Remember, employers look for potential as well as actual management experience. Write your resume with these three tips in mind and you’ll soon see career growth opportunities knocking at your door.

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EVENT ENCORE Green Hospitals and Healthcare Submitted by Felicia McLaren

On Thursday, March 17th Texas Health Presbyterian Hospital Flower Mound, one of the first LEED Silver-certified hospitals in Texas, hosted the Green Hospitals and Healthcare education event. Organizers Eric Boon and Jay Kleinman took full advantage of celebrating Saint Patrick ’s Day by coordinating the Green themed event.

Event moderators Scott Manis, FACHE, Chief Executive Officer at Doctors Hospital White Rock Lake and Kirk Teske, Chief Sustainability Officer at HKS and a diverse member panel consisting of Roy Gunsolus, Director of Sustainable Healthcare Project Manager for Flower Mound Hospital Project at HKS, Dan Hansen, Project Manager for Flower Mound Hospital Project at Balfour Beatty and Shelly Tobey, RN, Chief Nursing Officer/Chief Clinical Officer at Texas Health Presbyterian Hospital Flower Mound provided abundant insight regarding the benefits of green design.

The panel emphasized the opportunities that environmentally sustainable design could afford organizations including reductions in long term operating costs, increases in staff satisfaction and retention, and enhanced patient satisfaction. ACHE of North Texas wants to acknowledge all of the panel members, host facility and moderators for providing such an enriching education opportunity.

Jamie , Kelley Irving, Christine Hammons

Moderators - Scott Manis and Kirk Teske

After Hours Networking Event Submitted by Melissa Reichardt

On Thursday, April 7th, 2011, an After Hours Networking Event was held at Jasper’s Restaurant, in Plano, Texas. John P. O’Neill, FACHE, CEO, Medical City Children’s Hospital graciously hosted the event and spent his time mingling with attendees and ensuring fun was had by all.

Approximately fifty ACHE members and guests attended the event and shared in great conversation over free appetizers. The assorted attendance represented students, early, mid, and advanced careerists allowing all those that attended a diverse range of conversation and networking.

As always, the North Texas Chapter of ACHE is thankful to the hosts that make these important events possible. For more information on future events, please visit us at www.northtexas.ache.org or send us an email at info@northtexas.ache.org.

Doug Mourer, Shanon Thomas, Jeffrey Homme

Richa Singh and Jenifer Greenway

Tamesha Chambers, Felicia McLaren, Madhura Chandak

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EVENT ENCORE-EXTRAS Breakfast with CEO, Chris Durovich - February 22, 2011

Chris Durovich and Bethany Williams

William Rathke and Carolyn Primm

Chris Durovich

Membership Reception - March 30, 2011

James Rosengren and Joanna Rhodes

Malachi Nance and Regent, John Haupert

Bryan Rogers, Ron Coulter, Dave Ashworth

Jessica Daw and Dave Ashworth

Jonni Johnson and Jeffrey Homme

Madhu Rao and John O’Neill

CALENDAR

May 20th, Friday Board of Governors Exam Review Course: The Fundamentals of Healthcare Management Time: 8:00am-5:00pm Facilitator: Paula Zalucki

July 8, Friday BOD Meeting Time: 7:30-9:00am Location: THIC, 3001 Skyway Circle N.,

Suite 100, Irving, 75038

May 20th, Friday TopGolf Networking Event Time: 4:00-7:00pm Location: TopGolf

8787 Park Ln., Dallas, 75231 Organizers: Felicia McLaren and

Angela CJVincent June (exact day TBA) Market 2011 Mentoring Program Chair: Michael Ojeda June 16th, Thursday Cat I: #35 Implementing Strategic Plan for Successful Operations Time: 5:30-7:30pm Location: Medical City Dallas Hospital Speakers: Virginia Rose, THR,

Craig Sims, FACHE,

Doug Welch, FACHE Moderator: Mark Coughlin Organizers: Paul Christensen, Lynn Pappas,

Jessica Daw, Bill Carder,

Joanna Rhodes June 20th, Monday Begin accepting applications for the 2011-12 Mentoring Program July 7th, Thursday Early Careerist Networking Event Time: 5:30-7:00pm Organizers: Felicia McLaren and

Angela CJVincent

We are currently working on new educational and networking opportunities for 2011.  For the latest updates please check our website or watch your inbox for the event guide.

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