Your Quarterly News & Updates
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MCACHE provides a local forum for the open exchange of information and viewpoints. In doing so, we help enhance the decision-making expertise and professional growth of the professionals with a major responsibility for healthcare management in southeastern Michigan and northwest Ohio – all while promoting the mission of the American College of Healthcare Executives (ACHE).
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Welcome to a new year and the beginning of a new decade. This is especially exciting for me as I begin my tenure as your 2020 MCACHE President. Having been a member of MCACHE since 2002, I am incredibly honored to have the opportunity to now serve as your chapter President. I am extremely grateful for the leadership Christine Stesney-Ridenour has provided both as our chapter President and as a mentor to me, preparing me to take the helm. Chris has really exemplified the values of
ACHE
with her commitment to leadership and lifelong learning, as well as educating a few of us along the way! Our many thanks to you Chris.
As I reminisce on the history of MCACHE, it has been wonderful to see it continually evolve from the professional organization I originally joined named the Southeast Michigan Healthcare Executive Forum (SEMHEF). In 2002, SEMHEF transformed into the Michigan Healthcare Executive Group & Associates (MHEGA) as an official local chapter of ACHE. In 2008, MHEGA welcomed the northwest Ohio Chapter and changed its name from Michigan to Midwest Healthcare Executive Group & Associates to reflect the merger. In 2014, MHEGA changed one more time to our now current MCACHE name.
What I love about this history is the transformation of the chapter and the efforts to become more inclusive, being open to new ideas, new members and expanding our chapter’s presence in the Midwest. Our chapter continues to exemplify the ACHE value of diversity and inclusion through our Diversity and Inclusion (D&I) Committee. Although a fairly new committee, the D&I members are continually challenging themselves to provide our members with thought-provoking content, and are working diligently to plan another
outstanding educational program
a
s we try to evolve ourselves with the rapidly changing healthcare environment.
Diversity & Inclusion, also referred to as diversity, equity, and inclusion (DEI) is creating new career paths and roles, new businesses, and new thought leadership. According to data from Indeed, DEI-related job postings were up more than 25% from August 2018 to August 2019 across every industry, as reported November 20, 2019, in an article from
The New York Times.
What an exciting time for our healthcare members who are learning how to be comfortable with being uncomfortable.
I am looking forward to all of the activities and events planned for 2020 which of course are posted on the MCACHE
calendar
including:
·
Annual Congress on Healthcare Leadership on March 23-26
I look forward to the year ahead and my journey with you. I sincerely hope I can bring value to MCACHE and to you, our members, throughout 2020.
Michelle Hornberger, FACHE
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A Farewell from the North
As I wrap up my last newsletter, I have reflected on my last three years serving as your Regent. Back in 2017, a lot of energy and aspirations fueled my desire to make the Michigan and Northwest Ohio region one of the best in the country. Having served in both the MCACHE and GLACHE chapters allowed me to leverage existing relationships while forging new ones. As I grew in my role as Regent, it was becoming increasingly clear that the MCACHE and GLACHE chapters are self-driven towards excellence. For me to succeed in my role I needed to influence as necessary, provide the conduit to the Central Office, and be visible to our membership. Visibility was probably the most difficult aspect: living in Traverse City with MCACHE’s hub in Southfield and GLACHE’s in Lansing. Letters, emails, conference calls and in-person appearances reduced the physical barrier that geography posed. Shout out thank you to the chapter leaders who stepped in for the HEN visits that I could not attend.
In March, I will be succeeded by Thomas B. Lanni, Jr., FACHE. I know Tom well. He is a seasoned healthcare executive with a strong track record and has been a part of ACHE and MCACHE for many years. Congratulations again, Tom! I know you will serve the chapters well.
My sincere thanks go out to the GLACHE and MCACHE chapter board members, chapter Presidents and Past Presidents for their guidance and support. I especially want to provide a personal thank you to Ellie Heinrich, FACHE, for her service and dedication.
Finally, as I leave this Regent role, my term as a GLACHE board member will come to an end as well. Prior to serving as Regent, I was part of the ACHE faculty co-presenting annually at Congress with Jean Ann Larson, FACHE. I have always enjoyed engaging students and early careerists on the topics of leadership and performance improvement. Perhaps you will see our names in a future ACHE brochure?
Last word to leave you with – ACCESS. We may be two chapters, one in a metropolitan area and the other more rural, but having access to care is a real issue for people living in all of our communities. As healthcare leaders, we must work to solve this incredibly important issue by engaging our constituents, forming alliances, and educating the public of the need for everyone to have access to care.
Derk Pronger, FACHE
Regent, Michigan and Northwest Ohio
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This Issue's Theme:
Diversity, Equity, and Inclusion
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David Spatt, Michigan Medicine
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Diversity, Equity, and Inclusion-based efforts are essential and impactful in professional environments and of paramount importance for leaders to consider and promote – particularly within healthcare. For many, “interest in diversity has focused [primarily] on issues of fairness and representation” (Hong & Page, 2004). Furthermore, “in the common understanding, diversity in a group of people refers to differences in their demographic characteristics, cultural identity and ethnicity” (Hong & Page, 2004). This kind of diversity, can be categorized as
identity diversity
, a term coined Scott Page and Lu Hong. Increasing research in the area of diversity has shifted its focus from
identity diversity
, focusing instead on the impact of
functional diversity
, that is, “differences in how people represent problems and how they go about solving them” (Hong & Page, 2004).
Hong and Page study the quantitative impact associated with diverse teams and work environments: “there has been a rising interest in the benefits in of diversity” (Hong & Page, 2004). Through their work, Hong and Page seek to demonstrate implicitly that increasingly diverse teams assist in the promotion of the mission, vision, and values of an organization. Specifically, Hong and Page have identified that “identity-diverse groups can outperform homogenous groups” and, as such, the true power of diversity lies in the ability to solve problems more quickly and robustly: “the gain in individual abilities is more than offset by the functional diversity of a group of randomly selected people. It is in this sense that we might say diversity trumps ability” (Hong & Page, 2004). According to Hong and Page, organizations seeking to increase their problem-solving capacity and capability should focus on increasing the diversity of the employees. Simply, a “diverse perspective improves collective understanding and collective problem solving” (Hong & Page, 2004). Furthermore, the results of this research can be directly applied to healthcare-specific settings in which an ever-changing landscape require continuous innovation: “our result has implications for organizational forms and management styles, especially for problem-solving firms and organizations. In an environment where competition depends on continuous innovations… firms with organization forms that take advantage of the power of functional diversity should perform well” (Hong & Page, 2004).
Lu Hong Scott Page’s research encourages diversity – not simply
identity diversity
but also
functional diversity
– by being able to show quantitatively that diversity in thought, background, and experience helps teams solve complex problems by finding unique solutions; this is less likely to persist in homogeneous groups: “[our] results suggest that diversity in perspective and heuristic space should be encouraged” (Hong & Page, 2004). While there is certainly a need and responsibility of leaders to foster, encourage, and support
identity diversity
, ultimately, “diverse perspective and heuristics can enable groups of problem solvers to find new innovate solutions to problems…diverse behaviors and representations of the world can make a society more robust” (Scott, 2014).
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Page, S.E. (2014). Where diversity comes from and why it matters?
European Journal of Social Psychology
, 44, 267-297.
Hong, L., Page, S.E. (2004). Groups of diverse problem solvers can outperform groups of high-ability problem solvers.
Proceedings of the National Academy of Sciences of the United States of America
, 101(46), 16,385-16,389.
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From the Diversity & Inclusion Committee
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The Diversity and Inclusion Committee is thrilled to share our 2020 goals and objectives. The team has started planning our educational offering and engagement strategies for the coming year with the hope of bringing the ACHE vision of diversity and inclusion to the forefront.
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C-Suite Q&A with Denise Fair
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Denise Fair
Chief Public Health Officer,
Detroit Health Department
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Denise Fair serves as chief public health officer for the Detroit Health Department, appointed by Mayor Mike Duggan.
Prior to leading Detroit’s Health Department, Fair served as a group practice director at Henry Ford Health System, providing executive oversight for primary care clinics and multi-specialty medical centers. Prior to that, she served as senior consultant and program administrator for Trinity Health System, managing a broad portfolio of operations including ambulatory clinics and urgent care facilities.
Fair holds board positions on the Detroit Authority and the Detroit URC Board of Directors. She has also served as part of the Executive Committee for the Livonia Chamber of Commerce and the Midwest Chapter of the American College of Healthcare Executives Board of Directors.
Fair obtained a Master of Public Health from the University of California, Berkeley, and a Bachelor of Arts degree from the University of Michigan, Ann Arbor. She is currently working to complete a Master of Business Administration in finance at the Mike Ilitch School of Business at Wayne State University. Fair is also board certified in health care management from the American College of Healthcare Executives.
1. How has your career thus far prepared you for your role in public health?
I’ve worked in a variety of administrative roles within medical group operations over the past several years, with major health systems including Trinity Health and Henry Ford Health System. These roles have allowed me to build a solid foundation of public health knowledge, specifically around developing community-based preventive programs, and a deep understanding of the use of data and quality metrics to drive clinical and operational processes, in partnership with clinicians, administration and front line staff toward improving the health of a community.
2.
What has the transition been like from a healthcare organization to the public sector?
The transition has been a smooth one. Overall, I see the work as similar in both private and public sector health care because both paths are focused on providing resources and services to communities for improved health outcomes. One major difference is that I’m now leading the direction of our work and guiding a team of experts. This is a huge responsibility I don’t take lightly and I’m very passionate and proud to have this opportunity.
3. What advice would you share with others with interests in public health and the public sector?
I would encourage those who may be interested in public health to reach out to those who are in the profession and set up informational interviews. I believe this approach could provide invaluable first-hand knowledge into a day in the life of these professionals. I also think it’s important to connect with professionals at local health organizations to gain knowledge of the field. In the City of Detroit, there are multiple ways to get involved by attending City Council or City Charter meetings where health-related issues are addressed and seeking out volunteer opportunities with local health care institutions.
4. Has unconscious bias been an important topic in public health and in your role?
At the health department, we lead with the understanding that Detroiters are the experts of their own city and have involved them in various engagements around issues directly affecting them. One way we’ve worked to reduce racial bias in our programs was by inviting the public to guide our work. We launched our community health assessment where more than 2,000 residents provided input toward determining the future of public health in Detroit. These conversations and survey data served as the foundation for our strategic plan and priorities for the next 3-5 years. From this report we’re elevating our work around safe and affordable housing, access to resources, and coordination of health and social services. Our workforce and advisory commission is also reflective of the communities we serve. Fundamentally, I believe our success lies in routinely involving the community in our work so that we’re better assured that we’re providing services and programs they want and need.
5. What impact have you seen DEI play in your professional career – what advice would you pass along?
It is so important to establish relationships with other professionals who can serve as mentors and sponsors early in your career. I have a diverse team of people I trust who have taken the time to really invest in my development as an executive. If you’re in a workplace without an established mentoring program, inquire about starting one or join professional associations that can make those connections for you. I’ve also learned the importance of advocating for the career you want by having conversations often with supervisors about your professional development and career goals. Be ready when the opportunity comes for career advancement, and if you’re in an environment where you’re just not seeing career growth, be confident in your decision to explore other opportunities.
6. What would you suggest for healthcare organizations that feel stagnant in their DEI efforts?
We know that many communities have become more and more diverse. For those of us working in those communities it is incumbent upon us to be mindful of those we serve. That mindfulness can manifest in our marketing, our staff, policies, and the services we offer to best ensure no group is ignored. I believe this is Marketing 101; and if you’re not providing a service that meets the needs of the community you serve, you risk extinction. Consider launching a DEI advisory group that may be inclusive of current staff and patients or clients. It is important that leadership also play an active role in these work group discussions and DEI planning for the organization. Everyone must own a part of this systems transformation and understand that change is an investment that takes time.
7. How is the City of Detroit communicating both the value of DEI efforts and public health initiatives to the community?
The City of Detroit’s Civil Rights, Inclusion & Opportunity (CRIO) Department directs many of the DEI efforts for the city by offering training on human rights, resources, and translation services that assist departments including the health department with communicating information to all residents regardless of what language they speak. CRIO is also responsible for monitoring compliance for businesses who have received Community Benefits, increasing access to jobs for Detroiters, and connecting employers with Detroiters in the skilled trades. The department actively promotes Detroit-based businesses, including minority- and women-owned establishments, across a variety of networking and social media platforms. CRIO is an outstanding example of innovative DEI efforts.
8.
How can MCACHE provide value to members in the public health arena?
I value the connections, relationships, and educational opportunities gained as a result of my involvement in MCACHE, where I served four terms as a board member. As a member, you receive value from regularly attending events that promote public health education and awareness. I also value the connections made over the years including interacting with students-our next generation of healthcare leaders.
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Scholarships Available for 2020 Executive and Senior Executive Programs
A limited number of scholarships are available for the
Executive Program
and
Senior Executive Programs
for individuals whose organizations lack the resources to fully fund their tuition. These programs are composed of three intensive sessions that prepare rising and seasoned leaders for a future in healthcare.
Scholarship applications will be accepted now through March 27, 2020. Scholarship applicants will be notified of their status by April 24, 2020. If you have questions or need more information, please contact ACHE Customer Service, Monday–Friday, 8 a.m. to 5 p.m. Central time, at (312) 424-9400 or
contact@ache.org.
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Member Spotlight: Kenneth Rates
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Kenneth Rates, Michigan Medicine
So You Want To Be A Healthcare Executive Podcast
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Kenneth Rates is the Administrative Manager within the Department of Urology at Michigan Medicine. He holds a dual Master’s Degree in Health Services Administration and Business Administration, both from the University of Detroit Mercy, as well as an undergraduate degree in Business from Franklin University in Columbus, Ohio. We caught up with Ken to find out more about his new Podcast,
So You Want To Be A Healthcare Executive
.
1. What led you to creating the Podcast?
A number of factors. I came across a YouTube video that was chronicling the career path of Bill Gates. I thought this would be interesting if we could hear the career paths of healthcare executives, specifically how they got to where they are at today? This thought bled into the thought of doing this as a podcast. I then began looking into hosting a podcast, watching tutorials, and thought, let’s give this a shot.
2. How do you see the Podcast tying into your own personal and professional aspirations?
I’m fascinated by the fact that those in healthcare executive positions all come from a different background and have a different story. There is not a set degree, or college, or background one must have to achieve career success at the highest levels. Every executive I have interviewed all took a different route to where they are at today. I use this to fuel my drive in my daily work as I personally climb the career ladder, knowing that no matter where I am at in my career, no matter what I have done in the past, through persistent growth, development, and self-awareness will lead to career success.
3. What do you enjoy most about developing the Podcast?
Three things. One is meeting the executives. While podcasts can be recorded without face-to-face interaction, I always prefer face-to-face as I feel it adds something uniquely different to the conversation. I enjoy sitting with the executive for an hour and discussing their career with them. Second is finding similarities between my career at its current level and their story. Generally, there is always something that the executive says that I can relate to, whether it be in my current position or a past position. Finally, the motivation I get from hearing the career paths of these executives inspires me to want to perform better in my career. I’m always amazed and astonished at what they accomplished that it leaves me wanting to do the same.
I’m always looking for the listener’s feedback. If you listen please leave a comment and rank the podcast, let me know what you think. Additionally, if listeners have any suggestions for specific executives or a certain career path, they would like highlighted I would love to know about them. Please reach out to me on LinkedIn, Instagram, or Twitter. You can find me at Kenneth Rates on all three platforms.
4. Can you share what what you learned about networking or about taking on something like this outside of your normal ‘work/job’?
I think a good portion of it comes down to self-awareness. Networking, serving on committees through professional organizations, and other activities, for example, hosting a podcast, all take time and commitment. More often than not, this time is after your normal job. Taking on these activities, I believe will further your career and set you up for success in the future. But this requires sacrificing time that could be used to do other things. As long as you enjoy doing these things, then you will prioritize them, and will find the time to do them. My advice when it comes to networking or hosting a podcast or writing a blog, is to take action. No one is going to do any of those things for you, sure they can help you along the way, but it starts with the individual taking action. If you are passionate about healthcare administration, start a blog about it. If you want to meet healthcare executives, find a professional organization and attend a networking event. Everything starts with taking action. There is very little downfall to taking action when it comes to things like these.
You can find his podcast on iTunes, Spotify, Stitcher, and the Radio.com mobile app - check out the links below.
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MCACHE held a Networking Tour of the Generations Tower at ProMedica Toledo Hospital on Thursday, November 14, 2019. Attendees had the opportunity to tour and learn about the facility. Toledo Hospital has played a fundamental role in caring for communities in northwest Ohio and southeast Michigan since 1874. Generations Tower, with 13 stories and 309 private rooms, opened to patients in July 2019. The tower allows for various improvements in the patient experience, including convenient parking, private rooms, improved food service, and hotel-like amenities. The new space allows for better care team collaboration and innovation as well. Walking distance for the care team is cut in half, there is easier access to medicine and supplies and collaborative meeting areas. The opening was the culmination of years of construction and a defining moment in the hospital's more than 140-year journey.
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Different Health Systems, Same Cause
B
y: Ciara Williams
The Emerging Leaders Committee held a Community Engagement Event on November 23, 2019 at Detroit Rescue Mission Ministries (DRMM). MCACHE members from various health systems came out to volunteer at Detroit Rescue Mission’s Genesis House III. They prepped and served food for 25 residents. They also organized the stock room and stocked new deliveries onto the shelves. DRMM serves over 1,800 individuals daily and offers a continuum of care and the following services:
• Meals
• Housing
• Substance-abuse treatment
• Job training
• Spiritual support, among other services.
DRMM has been serving Detroit’s homeless and addicted communities since 1909, and is one of the largest housing and treatment providers in the Detroit Metro area.
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Professional Development & Networking Event:
Emerging Leaders State of the State in Healthcare
On December 4
th
, the Emerging Leaders hosted a professional development event at the Beaumont Service Center (BSC), Beaumont Health’s new corporate services building in Southfield, MI. The event was a great end to the year during the holiday season. The evening included networking, a white elephant gift exchange, and a keynote from Chris Mitchell, Executive Vice President, Advocacy & Public Affairs, at the Michigan Health and Hospital Association (MHA). Chris spoke on the “State of the State” of Healthcare in Michigan. More than 20 aspiring leaders from health organizations across southeast Michigan came together to celebrate the holiday season and learn about current healthcare issues in Michigan.
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Volunteer Celebration Event
MCACHE held a Volunteer Celebration Event in Southfield at the Skyline Club on the evening of Thursday, January 16, 2020, in recognition and gratitude to our volunteers.
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(L to R) Louisa Laidlaw, Caitlyn Hakim, Brooke Brubaker, Michael Henry
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(L to R) Brian Vargo, Brian Giamon, Branden Hill, Thomas Lanni (ACHE Regent), Michael Henry
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Emerging Leaders Support the Detroit Pistons!
On January 24
th
, the Emerging Leaders hosted our third annual Detroit Pistons networking event. The event included happy hour and pre-game food at Bakersfield Detroit, followed by watching the Detroit Pistons take on the Memphis Grizzlies at Little Caesars Area. A group of over 20 future leaders, representing health organizations across the Detroit metro area came together to meet and network with fellow young leaders. For several attendees, this was their first Emerging Leaders event!
Be on the lookout for the next Emerging Leaders event focused on Community Engagement in March. If you are an Emerging Leader and not getting the emails, sign up by sending an email to
el.mcache@gmail.com a
nd check out our
website at
www.mcache.ache.org
. Hope to see you at the next event!
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Check out the Facebook album of photos from all of our 2019 events!
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6:00 AM TO 7:30 PM
UNIVERSITY OF TOLEDO
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Unconscious Bias
5:00 PM TO 8:30 PM
SHERATON DETROIT NOVI
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State of the Healthcare Union Address - Election Year 2020
5:00 PM TO 8:15 PM
WESTIN - SOUTHFIELD
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ACHE Congress on Healthcare Leadership
CHICAGO
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A Look at Price Transparency Through Different Lenses
5:00 PM TO 8:35 PM
HILTON GARDEN INN - PERRYSBURG, OH
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The Cost of Not Investing in Updated Technology & Networking
5:30 PM TO 8:30 PM
VELOCITY CENTER, STERLING HEIGHTS
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Welcome to Our New Members
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Derrick N. Beczynski, MBA
Loretta Bush
Margaret Guth
Matthew Jerome
Adeeb Harb
Nathan Hill
Brandon Jackson, JD
Matthew Jerome, MHA
Robert Loof
Nick Marsico
Shella-luz Ramilla, RN
Myles B. Rutledge
Stefanie Simmons
Douglas Skrzyniarz, MHSA
Russell W. Smith, PharmD, MBA
Henry Soderberg, MHA
Jody Thompson
Imari J. Woods, II
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Thank you to our MCACHE 2020 Sponsors
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We want to hear from you… If you have suggestions or story ideas for the newsletter, please contact:
Chairs:
Website:
Social Media Coordinators:
Contact MCACHE at: mcache@achemail.net
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