The Healthcare Consultants Forum Member Directory offers a robust search functionality to help you identify a consultant who meets your needs. And if you are a consultant looking to gain visibility with decision makers, consider joining the Healthcare Consultants Forum. The forum also offers resources tailored to a healthcare consultant’s specific career development needs.

Did you know that inaccurate or delayed diagnoses are responsible for roughly 80,000 deaths per year in the U.S.? ACHE recognizes the importance of supporting improvements in diagnostic quality and safety in medicine, which is why we have joined the Coalition to Improve Diagnosis. The coalition is a collaboration of more than 50 leading healthcare organizations convened and led by the Society to Improve Diagnosis in Medicine.

For more information about the Coalition to Improve Diagnosis, visit improvediagnosis.org/cid/. For more information about ACHE’s leading for safety efforts, visit ache.org/Safety.

Whether you’re starting a new position or planning for retirement, building a comprehensive approach is critical to achieving your goals. To help you drive long-term success in a new role, ACHE’s Onboarding Resources is a great place to begin. If you are nearing the end of your career, our Encore Career Resources will help you make sound intellectual, psychological and financial considerations. No matter where you are in your career, we remain devoted to your success. For more on these and additional tools, visit ache.org/CareerResources.

Aside from top-quality providers and the latest technology, what do the most successful hospitals have that others do not? The answer is clear and effective communication across all levels and areas of care. Effective communication is central to the patient experience and important for both short- and long-term episodes of care, but it is particularly critical at key transition points in care, most notably at discharge.

Collaborative communication across the care team is just as vital as direct communication with patients. In leading patient experience surveys the question “How well did hospital staff work together as a team?” is highly correlated with overall patient satisfaction. That correlation makes perfect sense. When patients receive clear, consistent information from every caregiver, they are more confident about what to both during a hospital stay and after discharge.

Communication in a hospital or other care setting is more challenging than in virtually any other industry. This complexity traces to a number of industry-specific issues, including a high number of unique transactions during and across care episodes; traditionally siloed work processes related to diagnosis and treatment; and longstanding hierarchical barriers among care teams. Clear, open communication builds trust, reduces confusion and increases patients’ confidence, which contributes directly to better outcomes and reduced readmission rates.

Following are three overarching strategies to help organizations change the way frontline staff think about communication:

1. Create a culture of communication first. To improve interactions, staff members have to understand what effective communication looks and feels like at all levels of the organization. Leaders must demonstrate best practices and reinforce communication as a priority every time they interact with staff and patients, through strategies such as organization-wide town hall meetings, attendance at individual departmental meetings and regular rounds at the frontline.
2. Make it easier to communicate internally. If an organization’s culture is one that encourages open, transparent communication, then providers will feel free to question and investigate discrepancies and gaps in information. While the latest comprehensive electronic health records facilitate information exchange, they don’t replace effective interpersonal communication, either among the care team or with patients and families.
3. Fully embrace a customer-centric mindset. With focused training and mentoring from managers, healthcare professionals can develop the communication skills that improve interactions with one another and with patients. An investment in improved communication practices and competencies is an essential part of improving not only patient experience, but also patient outcomes.

Ample research establishes that effective communication is essential to attaining better health outcomes. To be sure, changing both the culture of communication and the specific practices and tools used on the ground entails a significant organization-wide commitment, but the results will be well worth the effort.

—Adapted from “How Better Communication can Improve Patient Outcomes and Lower Readmission Rates,” by Burl Stamp, Healthcare Business & Technology, Feb. 26, 2019.

Despite hospital systems and health officials citing the need for more primary care doctors, graduates of U.S. medical schools are becoming less likely to choose a specialization in this field.

According to the 2019 National Resident Matching Program—the nonprofit group that determines where medical students will study in their chosen specialties after graduation—the percentage of primary care positions filled by fourth-year medical students was the lowest on record. The 2019 report shows that of the 8,116 internal medicine positions offered, only 41.5% were filled. Family medicine and pediatrics reflected a similar trend. In fact, according to an analysis of historical Match data, the percentage of U.S.-trained physicians matched into primary care positions has declined since 2011.

Meanwhile, recent data from the American Association of Colleges of Osteopathic Medicine shows that medical colleges granting MD degrees graduate nearly three-quarters of U.S. students moving on to become doctors. The rest graduate from osteopathic schools that grant DO degrees. The five medical schools with the highest percentage of graduates choosing primary care are all osteopathic institutions, according to a 2019 U.S. News & World Report survey.

Physicians trained at foreign institutions, including both U.S. and non-U.S. citizens, accept unfilled primary care residency positions as well. In the 2019 match, 68.9% of foreign-trained physicians went into internal medicine, family medicine and pediatrics.

Despite osteopathic graduates and foreign-trained doctors taking up primary care spots, a primary care physician shortage is still expected. In April 2019, the Association of American Medical Colleges predicted a shortage of between 21,100 and 55,200 primary care physicians by 2032.

Why the decline? One reason may be as simple as higher income. According to a recently published Medscape survey of physicians, the annual salaries of internal medicine practitioners average $243,000—a little over half of what orthopedic physicians bring home. Family medicine and pediatrics reportedly earn even less.

Another deterrent to choosing within the primary care field may be the time primary care physicians spend on paperwork and completing electronic medical records. According to the Medscape data, in 2012, 53 percent of physicians completed approximately 1 to 4 hours of administrative tasks per week. The 2019 report shows that the numbers have risen to 74 percent and about 10 hours per week.

Tellingly, only 62% of internal medicine doctors in the survey said they would choose to go into their specialty again; the lowest percentage on record for all physician specialties surveyed.

—Adapted from “American Medical Students Less Likely To Choose To Become Primary Care Doctors,” by Victoria Knight, Kaiser Health News, July 3, 2019.

Where were you at in your career when you joined ACHE?

I joined ACHE while I was completing my Health Systems Management graduate degree at Rush University in Chicago. I was able to participate on the Regent’s Advisory Council as a Student Advisory Committee member. I also found great value in many of the events put on by the local chapter in Chicago, the Chicago Health Executives Forum (CHEF). These experiences led me to continue my involvement with ACHE-WI upon my return to Madison.

Where are you now in your career?

I am currently the Director of Specialty Programs and Clinics for Musculoskeletal Services with SSM Health Dean Medical Group. Prior to this role, I served as a Clinical Manager in a variety of surgical specialties including Orthopedics, Urology, Plastic and Reconstructive Surgery, and Cosmetic Surgery.

How have you been involved with ACHE-WI?

Leadership Development Program
Program Committee

How has ACHE been valuable to your career progression?

ACHE has truly been an incredible resource to my career progression since day one of my involvement. As a student, ACHE and CHEF provided numerous opportunities to attend networking events, as well as access to a variety of professional development and educational resources. I was fortunate to secure a post-graduate Administrative Fellowship, in part thanks to some of the connections that I made as a student member of ACHE. After moving back to Wisconsin four years ago, the ACHE-WI chapter has helped me to pick up right where I left off in Chicago by allowing me the opportunity to connect with a wide range of leaders in healthcare. Completing the ACHE-WI Leadership Development Program has also had a tremendously positive impact on my growth in healthcare leadership.

Who has been the most influential person in your career?

My father owned and operated a pharmacy for 35 years in a small community in Northern Wisconsin. While those “mom and pop” pharmacies are few and far between these days, watching him serve as pharmacist, HR, legal, maintenance, IT, etc. taught me so many life lessons. Most of all, it instilled in me the value of performing meaningful work while also helping others. I did not take the most direct path into the healthcare field, but thanks to him I always knew in the back of my mind that this is where I would end up some day.

What is something that you are working on recently that you are excited about?

I have just recently transitioned from a Clinical Manager role to a Director level role which in itself is very exciting, challenging, and rewarding. I’m moving back into the musculoskeletal service line which I am very passionate about. In addition, moving from managing a large number of front line and clinical teammates to leading other managers and overseeing even larger scale operations is a challenge that I am very much looking forward to.

What is the best gift that you ever received?

Undoubtedly my two boys! My wife, Meghan, and I have been blessed with two baby boys in the last three years. Charlie will turn three in August and Jordan just turned one in May. They make me the luckiest guy in the world and have been the greatest gift I could ever ask for.

ACHE-WI 2019-2020 Leadership Development Program (LDP) Cohort X kicked off their 2019 Site Visits in Eau Claire, spending the morning at HSHS Sacred Heart Hospital and Prevea Cancer Center and then traveling to Marshfield Medical Center – Eau Claire for the afternoon on June 28^th. Our early careerists learned about the two organizations, toured the facilities and met with senior leaders from the respective organizations. The group engaged in meaningful discussions with key executives about leadership challenges and gained valuable career advice.

Key takeaways included: Learn from failure; Trust your instincts; Personal relationships are what matter. Recommended books: “The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World” by Ronald A. Heifetz and Marty Linsky; “The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results” by Rasmus Hougaard and Jacqueline Carter.

The day started at HSHS Sacred Heart Hospital and Prevea Cancer Center with site tours and breakfast. The group spent the morning with senior leaders including: Andrew Bowman, RN, Executive Director – Specialty Services, HSHS & Prevea Western Wisconsin Division; Toni Simonson, PhD, FACHE, Executive Director, Behavioral Care, HSHS & Prevea Western Wisconsin Division; Andy Bagnall, FACHE, President & CEO, HSHS Sacred Heart Hospital and HSHS Western Wisconsin Division; Ken Johnson, MD, Chief Medical Officer & Vice President of Clinical Operations, Prevea Health Western Wisconsin; Ashok Rai, MD, President & CEO, Prevea Health. An engaging Q & A with C-Suite executives from HSHS and Prevea Health focused on clinical collaboration; adaptive leadership; value-based initiatives; market trends; physician relationships; effective communication; and career advancement strategies.

The LDP group then traveled to Marshfield Medical Center – Eau Claire for a welcome lunch, campus tour, and conversation with leaders from Marshfield Clinic Health System. Topics focused on building & designing modern healthcare facilities, and healthcare leadership challenges & innovations. Executives leading our roundtable discussion included: Patrick Board, VP of Operations; Jeff Tucker, VP of Business Development; Ryan Neville, FACHE, Chief Administrative Officer, Marshfield Medical Center – Neillsville (ACHE-WI Chapter President and LDP Cohort 2 alum); Criss Gutsch, Regional Oncology Manager; Miriam Gehler, Administrative Director – Regional Operations; and Susan Bugni, Service Line Administrator.

The site visit was co-hosted by Jennifer Benrud, Executive Director, Prevea Health and Jeron Jackson, System Oncology Service Line Director, Marshfield Clinic Health System. The ACHE-WI Leadership Development Program cohort was joined by Salim Perez-Ortiz from the ACHE Puerto Rico Chapter, a post graduate healthcare administration intern at Advocate Aurora Health as part of the ACHE Summer Enrichment Program, which made it an even more enlightening learning experience for everyone.

LDP Cohort X Site Visit at HSHS Sacred Heart Hospital and Prevea Cancer Center in Eau Claire

Pictured (left to right): Will McMullen; Jeron Jackson; Derek Angle; Jenny Benrud;
Bethany Seeboth; Salim Perez Ortiz; Nick Ladell; Chris Gries.

LDP Cohort X Site Visit at Marshfield Medical Center – Eau Claire

Pictured (front row, from left): Bethany Seeboth, Salim Perez Ortiz, Derek Angle, Jeron Jackson;
Back row (from left): Chris Gries, Will McMullen, Jenny Benrud, Nick Ladell.

Milwaukee native Jeanette Kowalik moved home last year to take over the city’s beleaguered health department, following reports that the agency failed to follow up with families of lead-poisoned children.

Since then, the department has taken steps to increase transparency and accountability, including moving forward with a plan to establish a Board of Health comprised of community members and clinical representatives. Kowalik, who previously served as associate director of the Association of Maternal & Child Health Programs in Washington, D.C., has also taken aim at the city’s lead crisis, its high infant mortality rate and persistent racial disparities.

Wisconsin Health News will check in with Kowalik at an Aug. 13 Newsmaker Event in Milwaukee.

Register now

Do you need help to successfully prepare for and pass the BOG Exam? The exam is comprehensive, consisting of multiple-choice questions that test 10 core knowledge areas. Here is an in-person resource available.

ACHE’s Board of Governors Examination Review Course

This course is scheduled for Sept. 23–25 in Atlanta. This 2½ day, faculty-led program provides testing strategies, sample questions and a better understanding of the examination’s content, structure and scoring. Participants also earn 19 ACHE Face-to-Face Education credits.

Members must meet all criteria associated with the FACHE^® credential before sitting for the exam. More information about the process for advancing to Fellow status can be found on ache.org/FACHE.

One of ACHE’s key strategic priority areas is to amplify the importance of safety and provide the tools and strategies healthcare leaders need to foster zero-harm workplace cultures and environments. ACHE and the IHI Lucian Leape Institute developed Leading a Culture of Safety: A Blueprint for Success, a guide that can be used to direct efforts and evaluate an organization’s success on its journey to zero harm, by convening more than 50 highly regarded healthcare executives and quality and safety experts.

Visit ache.org/Safety and download the Blueprint. Then, on that same page, you can also sign the Pledge to Lead for Safety and take the Culture of Safety Organizational Self-Assessment as steps toward implementing impactful, systemic change.