A local chapter of ACHE

Chapter Officers

President
Jennifer Barry-Wrona

President Elect
Mario A. Harding, FACHE

Treasurer
Richard Prestidge

Secretary
Joe Andujo

Immediate Past President
Chris Martin, FACHE

Regent
Lindsley A. Withey, FACHE

District 5 Regent At Large 
Amit Mohan, PhD, FACHE

BECOME A CAHE VOLUNTEER

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

Email us at contact@cohealthcareexecutives.org

Newsletter

September 2018 Print

Reduced Membership Renewal Rate

ACHE is offering a great incentive to reinstate your lapsed membership.  If you renew on or after September 1st, ACHE will grant you a 20% discount and extend your membership through 2019.  We value your membership and want to see you stay engaged with our organization.

Please pass this along, too, to any of your friends who haven't been a member of CAHE but have considered it.  We would be happy to extend the same courtesy discount to them. 

Any questions?  Please contact Michael Ell at mell@employershealthco.com.

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Calendar of Events

CAHE is pleased to host a number of different types of events during the year.  Find the event or timing that is right for your schedule and join us.  Below is our fall events schedule.  We look forward to seeing you at one or all of these.  Be sure to check our website for more details.

  • Thursday, Sept 13 – CHA/CAHE Breakfast
  • Friday, Sept 28 – Professional Development Breakfast
  • Thursday, Oct 4 – NAHSE/CAHE Happy Hour
  • Tuesday, Oct 30 – Breakfast with Jena Hausmann

 

If you'd like to keep in contact with us throughout the year, please join us on social media:

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Health Care Leadership Interview

Mary Morissette, Principal with Hord Coplan Macht, shares insights into current trends in healthcare.

On May 3rd and 4th, I attended the Colorado Association of Healthcare Executives 2018 Annual Healthcare Leadership Conference on Emerging Trends in Healthcare. Having served on the planning committee, I was familiar with the schedule of programs and speakers but was truly amazed by the content and dialog that resulted.  Following are some of the key takeaways from the conference including lessons learned and forward thinking by seasoned healthcare experts here in Colorado. 

Expectations of a New Workforce: Leading a Successful Multigenerational Workforce

Panelists represented UC Health, Children’s Hospital of Colorado, Vail Health and HCA/HealthOne

  • Millennials want to go fast. They use technology to immediately gain information and solve problems.  And, they want instant feedback.
  • Do not only focus on age and generational differences. Personality and learning styles also need to be considered.  Focus on similarities of people.
  • Define what is different about your culture, then continually promote and reinforce it.
  • Focus on relationships; standards of behavior and dealing with conflict. Do not let conflict continue unaddressed. 
  • “Fear” in any culture is destructive. Create a safe, trusting work environment and really mean it.
  • In the current economy, with low employment and competition for talent high, the cost of recruiting is high. Therefore, retention needs to be a deliberate focus.
  • How do facilities impact a person’s work perception? Understand expectations and impact on work environment and retention. 
  • Boomerang employees must be handled very differently now. The days of making it “taboo” for individuals to leave your organization are gone.  They need to know the door is open if the grass isn’t greener, and made to feel welcome if they want to come back.
  • Glass Door and other rating systems; “stars matter”. Pay attention to what employees are saying on social media about your organization. If there is negativity, take is seriously and do something about it.

 

Community Health: Knowledge, Plans and Action

Panelists represented Boulder Community Health, Longmont Department of Public Safety, Metro Community Provider Network and Denver Public Health

  • Community health and population health definitions vary. Population health applies to the population of those who use a healthcare system.  Community looks at the impacts of environmental, social, and economic issues on health.
  • Public health funding is approximately $.03/$1.00.
  • In Denver, there is a 12-year difference in life expectancies between neighborhoods.
  • There are 19 federally qualified community health centers across the state.
  • The concept of whole care is taking hold. Whole care integrates medical, oral and behavioral health into a patient’s overall care.
  • There is also a trend for healthcare systems, human services and law enforcement entities to come together to address community health issues.
  • Due to the opioid epidemic, law enforcement officers are most often the first responders. Additional training and education is required to prepare these individuals to deal with overdoses and other related issues.  These skills generally fall outside the traditional duties and law enforcement officers.   
  • Community Services departments/agencies need to provide services based upon their specific population. The quote “you can’t boil the ocean” was used to exemplify the fact that there are limited resources and they must be used to address the specific needs of the community they serve.  Yet, community health issues do not stop at geographical boundaries, and the region must work together. This was exemplified through Longmont Community Health Network, Metro Community Provider Network and Aurora’s Bridges to Care.   
  • Tobacco is still the number one cause of preventable premature death, followed by poor nutrition and lack of exercise.
  • Housing is the number one way to stabilize lives. The housing crisis in Colorado is impacting both urban and rural communities. 

 

How Successful Senior Leaders Manage Change

Panelists represented Securisyn, Boulder Community Health, SCL Health and Penrose Hospital

  • Understanding people do not like change, and often think of change only as it affects them, one of the panelists provided this memorable quote: “What does this mean to me, what does this mean to me, what does this mean to me you are not telling me?”.
  • Mission, vision, values alignment must follow with communication and explanation.
  • Encourage participation and know the “why” behind your organizations mission, vision and values; be able to clearly communicate is a consistent manner.
  • Too much strategy and not enough implementation is a common complaint among employees.
  • “Care mindset” transition to “business mindset”; train employees to think like a consumer and understand costs.  Balancing the ledger; savings to patients and income to the business.
  • What expertise do you need? You can’t know everything, so hire the best, and trust and rely on their expertise.
  • Dealing with burnout; lack of engagement, too much data input without meaningful output is creating burnout.

 

Provider, Patient and Financial Implications: The Push from Inpatient to Outpatient Care

Panelists represented Steadman Clinic, Cedar Investors, and a retired CEO of Vail Health

  • We are aware there is a huge shift in inpatient to outpatient services. But how is this different? Primarily reimbursement and negotiated rates.
  • Patient convenience is a primary consideration in outpatient facilities. Bundling visits to save people time should be implemented. 
  • Patient access to the facility from the parking lot is often not well designed, or sensitive to the needs of baby boomer patients. Facilities need to be planned with the needs of this population in mind; interior and exterior.  It is estimated that 3 million boomers will hit retirement age every day for the next 15 years.   
  • For older and mobility challenged patients, vertical circulation is preferred over horizontal.
  • Determining services in outpatient facilities is important but can be tricky. Demographics are a large contributor, but change.  Facilities need to be flexible and expansion planned for.
  • The facility design needs to consider the caretaker or family who attends visits. Different cultures impact square footage needs.
  • Teach staff to think as an outpatient. Be aware of the patients’ experiences.   
  • Consider how operational functions impact square footage. For example, Ambulatory Surgery Centers require ample space for intake and discharge processes.
  • Telehealth is anticipated to grow from a $14B/year business to $36B/year by 2020. This significant increase will fundamentally impact healthcare delivery and facility design.   

 

There are immense changes occurring in healthcare.  Big picture and wholistic thinking must be applied to managing change.  Whether patients, employees, communities or facilities, it will take the expertise of dedicated healthcare professionals to use their creativity, experiences and passion to keep the “care” in healthcare while providing affordable, quality care.

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