Are you a leader in healthcare faced with the challenge of addressing important issues around social determinants of health within the communities you serve? In today’s episode, our host Janet Schulz discusses some non-healthcare topics with the Rural Wisconsin Healthcare Cooperative (RWHC) Director of Economic Development, Marie Barry. Born out of a need to create synergies between rural hospitals and rural communities, the RWHC launched a formal Community Economic Development program in 2021 and has experienced some early success in developing solutions around broadband, transportation, childcare, and housing issues, to name a few. Marie explains how the program acts as a “bridge” between the hospital and community, and works to insure that diverse representation is at the table when discussing economic development. Collaboration, community involvement, and courage to work in uncharted territory are all lessons learned that Marie shares for leaders looking to make a greater impact. We hope you enjoy!

ACHE is pleased to offer the annual Albert C. Dent and Foster G. McGaw Graduate Student Scholarships, which are awarded to outstanding students enrolled in health services administration graduate programs to help finance their education. Each scholarship is worth $5,000. Between the Dent and McGaw scholarships, ACHE awards up to 15 scholarships each year.

If students are eligible for both, they may apply for both. Students who identify as LGBTQ are now eligible for the Dent scholarship.

The application period is open from now until March 31. For more information, and to share with eligible students in your chapter, you may visit ache.org/scholarships.

Members have free online communities for physician executives, Asian healthcare leaders and LGBTQ healthcare leaders. The communities’ platform makes it easy for peers to connect in real time, tackle issues together and ask important career-related questions. Members can participate in discussion threads, share resources and best practices, and crowdsource innovative ideas and solutions.

To join, follow these steps:

1. Log in to my.ache.org.
2. Under “Helpful Links” on the right-hand side, click the last option, “My Communities.”
3. Click the “Add” button to choose the online communities you wish to join. An MD or DO degree is required to join the Physician Executive Community.
4. Watch your inbox for your welcome email and instructions to access your new community. The email will arrive within 24 hours.

We hope you will join these communities and participate in conversations.

The ACHE Board of Governors has approved the 2022–2024 Strategic Plan with a renewed focus on ACHE’s work to advance health by leading for equity and safety, grow our professional community of leaders by leveraging our partnerships with chapters and other organizations, and help leaders reach their highest potential by deepening our engagement with members and the healthcare community.

This new Strategic Plan was the product of a “deep dive” conducted in 2021 during which, guided by the Board of Governors, we built the plan from the ground up. The Board carefully considered the input of thought leaders in the fields of healthcare field and association management, our Regents, chapter leaders and members to reaffirm our mission, vision and values and chart a forward-looking direction for the next three years that would support healthcare leaders in this rapidly changing environment. The new three-year Strategic Plan, outlining ACHE’s direction as a catalyst, connector and trusted partner in healthcare leadership, focuses on driving advancements that enable the personal and professional growth of our members, and the safe, equitable, effective and efficient delivery of care to all.

In our role as a catalyst for the field of healthcare leadership, ACHE will focus on creating a next-level strategy for our diversity, equity and inclusion efforts, while our work as a connector will focus on developing new ways to enhance our partnership with chapters. As a trusted partner, we will focus on accelerating the use of technology to meet the challenges of a rapidly changing environment as well as the adoption of the FACHE® certification as the gold standard for leading. To learn more about ACHE’s Strategic Plan, please visit ache.org/Strategy.

Registration is open for the 2022 Congress on Healthcare Leadership, March 28–31. Congress features an unparalleled selection of specialized education sessions and so much more:

• Expanded Pre-Congress events.
• Short trending sessions and professional development resources at the Solutions Center.
• Focused networking receptions.
• On-site career advising by appointment.

We hope you will join us for the Chapter Leaders Reception, Tuesday, March 29, 6–7 p.m. You will have the opportunity to network with your fellow chapter leaders and meet Regional Services staff. Visit ache.org/Congress to view the full agenda and plan your schedule.

You will also gain even more value by registering for the Virtual Leadership Symposium, April 11–12. Congress on Healthcare Leadership registrants receive a discounted registration for the symposium, with combined learning units from both events totaling 18+ ACHE Face-to-Face Education credits. Learn more.

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.

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.

When Augusta Health’s hospital incident command structure was activated on March 13, 2020, in response to COVID-19, priorities shifted dramatically.

Establishing a Well-Functioning HICS

Augusta Health’s paramount priority in 2020 was keeping its team members safe while caring for a community impacted by a pandemic. The organization’s hospital incident command structure developed and activated an unexpected and all-consuming “product line” to manage COVID-19.

The HICS transformed the hospital almost overnight: carving out negative pressure respiratory care units within the hospital to care for COVID-19 patients; creating an essential negative pressure hallway within the ED; converting an urgent care center to a respiratory assessment center and mass testing center and directing anyone with respiratory symptoms to seek care at that single location; establishing a COVID-19 care call center; and coordinating all the policies, procedures, staff and supplies needed to plan and care for a surge in patients.

Implementing a Clear Strategic Plan
In 2019, Augusta Health’s board of directors approved a five-year strategic plan, Journey 2025, a comprehensive directive to meet the community’s emerging health needs. The plan defines eight driving strategies, implementation tactics and quarterly milestones. Several tactics are combined into the organization’s Enhanced Access driving strategy, including primary and specialty outpatient satellites in three geographic locations; a dedicated diabetes center on campus; virtual health through telemedicine; and a dedicated outpatient facility on campus to accommodate the community’s growing need for accessible and affordable outpatient services.

Deploying Frequent Communication
Since March 2020, the staff and community have received regular communication about hospital activity and community trends. Augusta Health is the community’s primary healthcare provider; therefore, it was essential that the organization communicate critical information about the pandemic proactively. Though the primary content of communications has been COVID-19-related, progress on other hospital projects also has been incorporated into messaging.

Internal email messages from the CEO and virtual town halls provided staff an opportunity to address Augusta Health leaders in a Q&A format. During the rapid evolution of the COVID-19 response in spring, employee communications were sent daily for the first 45 days and then twice weekly. A COVID-19 section was created on the hospital’s website with statistics, informative articles and updates on the hospital’s policies and procedures. Clear and consistent messaging to the media reduced community concerns and promoted safe and healthy behaviors. More than 550 internal and external communications were deployed in 2020.

Taking Care of Us
As the largest private employer in the area, Augusta Health pledged there would be no furloughs during the pandemic. Employees who elected to remain full time were retrained and redeployed to directly support COVID-19 efforts. Additional employee support included childcare assistance; ready-to-eat, take-home family meals from the cafeteria; and free hotel accommodations. The system also provided professional, emotional and spiritual support, and the community supported the staff through donated supplies and visible messages of encouragement.

With anxieties mitigated and jobs secure, the team has continually been able to focus on patient care at a time when it is desperately needed.

—Adapted from “Keeping the ‘Community’ in Community Hospital,” Healthcare Executive, Mary N. Mannix, FACHE, president/CEO of Augusta Health, Fishersville, Va.

Exceptional healthcare quality, top patient experience scores, sound financial performance and long-term success are all associated with organizations that exude a positive culture. Positive outcomes also reinforce a sense of accomplishment and facilitate further success and advancement. High-performing care teams are inherently focused on optimization and are eager to provide high-quality care; they also hold leaders accountable for providing requisite resources. What is more difficult to discern are the evolving, salient drivers of a positive culture, especially during a crisis.

The incredible stress that COVID-19 has placed on our care teams has highlighted the importance of well-being and resilience efforts to keep teams healthy. Increasingly, physicians and teammates need to feel empowered to be a part of the solution. Input from front-line teammates should be solicited and encouraged to guide initiatives and help chart the future.

Market analyses and large-scale aggregate data all provide C-suites, strategy teams and senior operational leaders with quantitative measures of how we compare with our local, regional and national competitors. However, our physicians and teammates also form comparisons that may not align with the big data. When surveying different communities around the country, it becomes very obvious that there are critical differences that can propel or destroy culture.

Wayne UNC Health Care endeavors to bridge the gaps between the urban, tertiary academic medical center and rural, community healthcare. “One UNC Health” includes the deliberate system of values that guide this cultural integration, firmly centered on patients and communities. With the ultimate goal of a shared culture and strategy, Wayne UNC Health Care will continually adapt to the changing needs and expectations around the state. Bidirectional learning and growth fuel this goal, and all senior leaders receive extensive training on leading change.

To ensure consistency and reward desired behaviors, Wayne UNC Health Care has developed a set of core values that are shared across the system.

Carolina Care is a holistic approach to patient care and to each other. It is a privilege to serve the people of North Carolina, and demonstrating kindness and compassion with every interaction is a must. This challenges every teammate to consider the impact and importance of their work in improving care quality and patient experience. No effort is insignificant, and all work is interdependent for optimal outcomes. From remote clinics and mobile units in underserved communities to widespread vaccination events, Wayne UNC Health Care has made adjustments to mitigate COVID-19 demands.

One Great Team emphasizes that we are better together and stronger as a team. Respecting each other’s differences ensures a more inclusive and equitable culture that encourages and supports input from everyone. As a cornerstone for empowerment, every team member is encouraged to provide input in decision-making, and feedback is actively solicited. This supplements medical and executive committees and offers additional opportunities to hear from physicians and teammates. The System Executive DEI Council ensures diversity, equity and inclusion, and health equity efforts are integrated into organizational strategy.

Leading the Way ensures every effort is focused on improving lives every day and training the next generation of healthcare professionals; Wayne UNC Health Care researchers are changing the world and facilitating innovative care. The organization is committed to health equity for all and works to educate teammates, patients and communities to address systemic disparities.

It Starts With Me ensures every teammate takes ownership of, and is accountable for, doing the right thing, every time. Everyone is empowered and trusted to step up and support each other, patients and our communities. When physicians and teammates go above and beyond, or identify unintended bureaucratic burdens, they are formally recognized and thanked by leaders at every level.

Sustainable engagement can only be obtained via collaboration, empowerment, recognition and mutual respect. A passionate team with a set of shared beliefs and values make Wayne UNC Health Care a best place to work and a best place to receive care—in person and remotely.

—Adapted from “Wayne UNC Health Care: Enhancing a Positive Culture,” Healthcare Executive, Jessie L. Tucker III, PhD, FACHE, president/CEO, Wayne UNC Health Care, Goldsboro, N.C.

ACHE is pleased to offer the annual Albert C. Dent and Foster G. McGaw Graduate Student Scholarships, which are awarded to outstanding students enrolled in health services administration graduate programs to help finance their education. Each scholarship is worth $5,000. Between the Dent and McGaw scholarships, ACHE awards up to 15 scholarships each year.

If students are eligible for both, they may apply for both. Students who identify as LGBTQ are now eligible for the Dent scholarship.

The application period is Jan. 3–Mar. 31. For more information, and to share with eligible students in your chapter, you may visit ache.org/scholarships.