A local chapter of ACHE

Chapter Officers

Chris Martin, FACHE

President Elect
Jennifer Barry-Wrona

Richard Prestidge

Joe Andujo

Immediate Past President
Jason Amrich, FACHE

J. Craig Bailey, FACHE

District 5 Regent At Large 
Chisun Chun, FACHE


Please let us know if you are interested in volunteering for an upcoming event or board committee! 

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November 2015 Print

Letter from the President

Every spring and summer, Colorado farmers and gardeners invest their time and effort to complete the necessary preparation, planting, and cultivation of the plants and crops they hope will grow and produce a bounty of food. Every autumn the time comes to harvest all of that hard work and celebrate the abundance that is produced. 

In today’s healthcare organizations, instead of waiting for the passage of time and seasons, we have continuous growing and harvesting. Today’s healthcare organizations must simultaneously plant, cultivate, and harvest at the same time in order to execute on important strategic imperatives while continually planning for the future with the hope of building an organization that consistently produces results. 

With this as a backdrop we here at the CAHE encourage you to harvest all of the opportunities that are available to take you, your career, and your organization to the next level. Throughout the year the ACHE and CAHE produce programming and networking events that we hope fosters your growth. Consider attending our upcoming joint networking event this Thursday at the View House or our Annual Holiday Party on December 9. In February 2016, ACHE will be hosting a Cluster Conference at the Beaver Creek Westin Resort. Bring a colleague and plant the seed of professional development together!

If you truly want to dig deep and grow your career, take the first step and look into becoming a Fellow (FACHE) with the ACHE. New for 2016, we will be offering pre-seminar and pre-networking education where we will review the Fellow application, how to register, and dive into some of the content that is on the exam. Many of our board members have achieved their FACHE and we are excited to help others who want to earn this prestigious distinction.

We hope to see you soon.


Jason Amrich, MBA, PT, OCS
President – Colorado Association of Healthcare Executives
Senior Director – Orthopedics
UCHealth – Poudre Valley Hospital / Medical Center of the Rockies


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Health Care Leadership Interview

CAHE Board Member Spotlight - LCDR Brian L. Petry, MSC, USN

LCDR Brian L. Petry, MSC, USN

Position: I work for the Department of Defense and specifically the Defense Health Agency. My position is Deputy Team Chief, Performance, Analysis, Transitions, and Integration Section.

Education: MBA from the University of Louisiana-Lafayette

Prior healthcare/nonhealthcare experience: Over seventeen years of experience in 8 states serving the Military Health System. During those years, I also worked as a photographer/entrepreneur at my family's business, Petry Photography.
Hometown (originally from): Crowley, LA 

Hobbies: Golf, reading, skiing.
How does your position contribute to the healthcare field? 

As with every position that I've held, I hope the organization is better because of contributions made during my time there. Hopefully my position contributes to the healthcare field by monitoring performance measures and making improvements to health policy which results in a more cost effective integrated healthcare delivery system.  

If you could change one thing about healthcare what would it be?

I have always been a process and systems thinker so I'm fond of a saying attributed to Dr. Berwick that "every system is perfectly designed to achieve exactly the results it gets." The biggest change would be a redesigned healthcare delivery system incentivizing organizations to provide the best outcomes, highest quality and value to our society. Many people are making great changes using LEAN processes and other performance improvement techniques to achieve higher levels of patient safety/quality and improve the business/value of healthcare but the greatest progress will occur once incentives are aligned system wide.  

Why did you get into the healthcare field?

The healthcare field was a fascinating place to imagine working while I was pursuing my business degree in college. It seemed and has proven to be more complex and rewarding than making "widgets." Working in healthcare is an intrinsically rewarding experience and I enjoy being part of a career field that presents opportunities to work with a wide range of professionals and make people's lives better by improving their health. It motivates me each day to make the best decisions knowing that the outcome of business decisions will have an impact on patient care.

What has been your most memorable experience working in healthcare?

My most memorable experiences are meeting and working with great people and the adventure of traveling with my family to new places across the country.  

Duties, responsibilities and accomplishments:  Responsible for supporting the delivery of high quality health services to 9.2 million beneficiaries of the defense health program, Military Health System, by executing policy issued by the Assistant Secretary of Defense for Health Affairs. Accomplishments are a team effort and the Defense Health Agency personnel were recently awarded the Joint Meritorious Unit Award for providing critical recommendations and leadership on many complex issues affecting national security and championing numerous initiatives supporting beneficiaries, positively impacting medical support to the joint warfighter while ensuring a ready medical force and improved health among beneficiaries. 

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Spot light in Diversity - Lindsley Withey, FACHE

Diversity is a cornerstone initiative of both the American College of Healthcare Executives (ACHE) and the Colorado Association of Healthcare Executives (CAHE).  The ACHE Diversity Statement includes “As the professional membership society for healthcare executives, the American College of Healthcare Executives embraces diversity within the healthcare management field and recognizes that priority as both an ethical and business imperative. ACHE values diversity and initiatives that promote diversity because they can improve the quality of the organization's workforce. ACHE also values and actively promotes diversity in its leaders, members, and staff because diverse participation can serve as a catalyst for improved decision making, increased productivity, and a competitive advantage.” 

During our annual strategic planning session in December 2014, the Colorado Association of Healthcare Executives set a 2015 goal to focus on diversity. As a result, we were able to schedule several events throughout this past year where diversity was one of the main topics of discussion. On May 1, 2015, at the CAHE Annual Leadership Summit in Beaver Creek, CO, Denise Materre provided a diversity workshop/facilitation session, challenging us to make an impact in each of our respective organizations around diversity. On September 10, 2015, Colorado Hospital Association (CHA) and CAHE hosted a joint breakfast session at the 2015 CHA Annual Meeting in Vail, CO, with M. Tomás León, President and Chief Executive Officer, Institute for Diversity in Health Management, where he presented  “Quality, Equity and Collaboration: Opportunities to Accelerate Progress.” On September 24, 2015, CAHE and the Greater Denver Chapter of National Association of Health Service Executives (NAHSE) hosted a joint event at The Infinite Monkey Theorem, proving a wonderful evening of networking and wine tasting between the organizations. 

Through these collaborative events and due to the leadership we have throughout our respective organizations, we are proud to share that CAHE is this year’s recipient of the Regent-at-Large award for Chapter Accomplishments in Diversity for District 5.  ACHE recognized CAHE on October 12, 2015 at the Opening Session of the Chapter Leaders Conference in Chicago, IL. Thank you all for contributing to this success and we look forward to continuing these efforts to make our organizations stronger. 

Lindsley Withey, FACHE
CAHE Diversity Chair
Director, Advisory Services
Hammes Company


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Career Corner

Take Charge of Your Career

Kenneth R. White, PhD, RN, FACHE, and J. Stephen Lindsey, FACHE, share teaching tips and a sample syllabus and course schedule in their Health Administration Press Book Take Charge of Your Healthcare Management Career: 50 Lessons That Drive Success. In the book, you will find 50 lessons that will help students navigate the bridge to a successful career in healthcare management and help them obtain success and professional development regardless of their position. Each lesson describes traits, behaviors and skills needed to maximize strengths, master career success and achieve the perfect career fit for them. Find an excerpt here. This book will be of particular interest to recent master’s programs graduates and early careerists.


ACHE's Career Edge

In the rapidly changing healthcare field, a career plan is more important than ever. If you’re not proactively managing your career, finding success and reaching your goals may be a challenge.

To help you navigate this evolving marketplace, ACHE is pleased to bring you a unique, interactive and comprehensive tool for planning and managing your career—CareerEDGEavailable as a complimentary benefit to ACHE members.

CareerEDGE features:

A personalized online “Career Dashboard” featuring career planning tools, job site links, news items and other career resources

Access to several free assessments including a 360º Working Style tool and a modified version of ACHE’s popular Healthcare Leadership Competencies Assessment Tool

An innovative career planning framework to guide your thinking about career success in healthcare today and in the future and help you build a solid career plan  

A process to help you make the connection between clarifying goals, identifying the competencies required for success, assessing the level of progress toward developing needed skill sets, and determining programs, products and services that align with your leadership development efforts

CareerEDGE is an easy-to-navigate, one-stop source for the full array of resources needed for a strategic approach to career management at any career level.

Find out more by visiting CareerEDGE today!  Start Your Career Plan Here

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National News

Rainbow Healthcare Leaders Association

The Rainbow Healthcare Leaders Association is a national organization whose mission to enhance the representation of lesbian, gay, bisexual and transgender healthcare executives and to promote high-quality care for LGBT individuals and their families. RHLA is committed to focusing on disparities in care and preparing the next generation of LGBT healthcare executives. RHLA and ACHE have a shared interest in fostering the development of diverse healthcare leadership.

Join RHLA now and you will have access to the RHLA Mentorship Program and RHLA Forums, both of which will enable you to connect with other members in a meaningful and confidential environment. Members can share and receive feedback on business and personal issues as they navigate their careers in healthcare.

For more information about RHLA membership or any of its programs, visit rhla.org.


Board of Governors Exam Online Community

Members preparing for the Board of Governors Examination can access the Exam Online Community as a complimentary and supplementary resource that can boost their confidence and help them succeed. The interactive platform gives Members the opportunity to learn and glean study tips from others taking the Exam. It also provides an opportunity to discuss Exam topics with experts for better understanding and the option to participate in study groups. Join the Exam Online Community at bogcommunity.ache.org.       


Postgraduate Fellowship Resources for Healthcare Organizations and Entrants

Postgraduate fellowships are essential to attract and develop highly qualified healthcare management professionals. ACHE offers robust online resources regarding postgraduate fellowships at ache.org/PostGrad. The materials are for those seeking to develop a postgraduate fellowship, organizations that want to find the best candidate and new healthcare management entrants looking for a fellowship opportunity. The site includes the Directory of Fellowships in Health Services Administration in which organizations post their fellowship offerings and for students to find opportunities they want to pursue. Additionally, there are resources for organizations seeking to start a fellowship—these include sample manuals, templates and checklists. 


Tuition Waiver Assistance Program

To reduce the barriers to ACHE educational programming, 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 through the Tuition Waiver Assistance Program. Members and Fellows 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 no less than 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. Incomplete applications and applications received after the deadline will not be considered. Recipients will be notified of the waiver review panel's decision not less than six weeks before the program date. For ACHE self-study 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 tsomrak@ache.org. For more information, visit ache.org/Tuitionwaiver.

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Articles of Interest

Checking In With Employees

Communicating and checking in on employees on a regular basis is important for a successful workflow. One-on-one meetings are a great way to consistently discuss duties, deadlines and questions and to keep in touch. The below will ensure the meetings are productive and necessary communication is shared in an effective manner.

Stick to a Specific Time

Consistency is key to beneficial communication. Connect with the employee regarding the day and time that would work best for both of you to meet on a weekly basis, and create meeting reminders for the discussion that extend far in advance. This ensures you will both be on the same page and that the meeting won’t be easily forgotten. Additionally, don’t cancel a check-in meeting at the last minute. There are exceptions, but sticking to a schedule shows your employee you value their time and creates a pattern that is easy to adhere to.

Create a Safe Space

Although constructive criticism on projects and management of workload is helpful for success, being respectful in delivering this feedback is a must. Employees should not be punished for speaking their mind. Make sure to answer their questions with respect, and try sharing something they’ve excelled in that week while offering suggestions for improvement in other areas. Such a gesture can boost morale and build trust. Creating a trusting environment will strengthen the bond between you and your employee.

Value Honesty

When chatting with an employee, strive to answer his or her questions as honestly as possible. If you can’t share something, explain why. And if you don’t have an answer, admit it and try to find out after the meeting.

Coach Employees

Instead of telling employees what to do, collaborate with them to help them find their own solutions and answers. This will help build their own confidence and their trust in you. Help them develop their skills so they feel empowered and engaged instead of dependent on you for advice.

Ask for Feedback

One-on-one discussions should not solely be a question-and-answer sessions. Engage in a real dialogue and ask employees what they desire from you and how you can help to manage them in a stronger way. They’ll welcome and appreciate the opportunity to give you their thoughts on your performance and other matters.

End on a Positive Note

At the end of each meeting, share at least one way in which the employee excelled that week. Thank the employee for his or her questions and the discussion itself, and express confidence in his or her abilities. Workers will feel better about meeting with you if you close on a high note. 

—Adapted from Communication Solutions May 2015 newsletter, www.communicationbriefings.com


Communicating Change

Change is frequent within an organization. Whenever something is looming on the horizon, employees will look to you for information and answers. Whether this is layoffs, leadership change or simply rumors, you need to be prepared to foster an honest dialogue and share as much information as possible with employees.

Share What You Know

Even if you’re not completely sure of the exact steps that will be taken, explain what the final process is supposed to look like and what it might mean for them. Let’s say the topic is salary increases. Noting that management is looking over the options in front of them, but that decisions won’t be made until next year will give workers a stronger sense of relief. It may not provide much insight into the final outcome, but employees will feel better having some idea of what’s going on.

Listen for Concerns

Pay attention when you meet with employees to learn what worries they have. Setting up small group discussions with employees to discuss their concerns will help set in place a stronger peace of mind. Knowing their thoughts regarding the change can help you work to find out more information and allows you to share the details you think will quell their concerns.

Be Timely

Allowing employees to hear information through the grapevine rather than you is the biggest way to lose their trust and confidence—delaying bad news does not make it better. During these times, make communication with your team a priority.

—Adapted from Communication Solutions July 2015 newsletter, www.communicationbriefings.com

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