Virtual Face-to-Face Courses are offered on a variety of timely healthcare leadership topics and consist of pre-course surveys and assessments, discussion board conversations, and scheduled virtual live sessions. To receive full credit for the course, you are required to participate in all pre-scheduled 90-minute virtual live sessions. Virtual ACHE Face-to-Face Education credit programs will be scheduled through September 30, 2022. If you are interested in any of these sessions, you can find more information on the following link https://www.ache.org/learning-center/education-and-events/virtual-face-to-face-courses

I once heard a saying and it stuck with me, and those in healthcare facilities operations will surely understand, “We have the only patient that never leaves.” While it’s the clinician’s goal to create positive outcomes for the prevention and ongoing health of their patients, in a similar way, the Facility Manager is tasked with the ongoing health of an institution’s fixed assets, specifically its buildings and equipment. Here’s the catch though, no matter how great our effort or successful our maintenance program, there is no end. Our buildings require 24/7 operation, and they never get to go home.

One of the biggest challenges for the healthcare Facility Manager remains the focus on facility regulatory readiness. Many Healthcare Organizations (HCOs) are eagerly awaiting their tri-annual accreditations surveys, some of which are months past their anticipated survey window. This delay and the need to remain vigilant coupled with new Life Safety and Environment of Care (EOC) requirements for clinical business occupancies, the control of airborne contaminants, and water management continues to add demands to the Facility Manager’s plate.

As more HCOs work to become High-Reliability Organizations (HRO), with a goal of achieving zero harm, there is an ever-increasing need for building maintenance programs to focus on removing opportunities for error and achieving sustained quality for regulatory readiness. One successful strategy on the path to becoming an HRO is the adoption of a maintenance quality assurance (QA) program. Two key elements of a successful QA program include rounding and regulatory documentation review.

Rounding – while traditionally thought of in the sense of clinical rounding to check on patients, Facility Managers are encouraged to conduct EOC rounding to check on their buildings. EOC rounding is meant to mirror the building tours one would expect to conduct during a triannual accreditation survey and may include field observation of ceiling tile integrity, dust collection on ceiling-mounted fire sprinklers, obstructions to med gas panels, fire extinguishers, and fire alarm pull stations, proper oxygen cylinder storage, illumination of exit signs, and the functional testing of fire and smoke door operation. Deficiencies that cannot be corrected immediately will require follow-up corrective maintenance and, in some cases, interim life safety measures. Depending on your organization’s size and resources, some HCOs perform enhanced EOC rounding utilizing a multi-disciplinary approach with subject matter experts from peer departments. An enhanced EOC rounding team might include a representative from facilities maintenance, facilities design, environmental service, and safety. The benefit of the multi-disciplinary approach is on-the-spot problem solving and assignment of follow-up action items.

Regulatory Documentation Review – preventative maintenance records are your proof that your buildings are compliant with the governing maintenance requirements. Facility Managers are encouraged to periodically review internal, and vendor-provided maintenance records for accuracy of data and timeliness of completion.

Maintenance Record Accuracy – if you are achieving 100% preventative maintenance compliance all the time, it might be too good to be true. In one instance an HCO found that several life safety assets were achieving a 100% passing rate during the past preventative maintenance cycle. Given the age of the building, and daily use of the assets by building occupants, a 100% passing rate just did not seem attainable. A deeper dive by the Facility Manager revealed additional training was needed for the staff performing the maintenance and processes were not in place to establish proper follow-up for corrective maintenance. After implementing countermeasures, preventative maintenance compliance dropped to a more realistic 94% pass rate, and assets that failed their scheduled preventative maintenance were now being addressed through the corrective maintenance process.

Timeliness of Completion – it’s one thing to get the work done, but there is also a required timeframe for an HCO to complete its required preventative maintenance. Your accrediting body generally follows the prescribed NFPA frequencies for monthly, quarterly, and annual preventative maintenance activities. Facility Managers are encouraged to review their maintenance records to ensure completion of the required preventative maintenance activities falls within the required frequencies. Delays in the completion of required regulatory maintenance can be cited during an accreditation survey.

Vendor Maintenance Records – since some preventative maintenance activities require specialized knowledge and certifications, many HCOs must out-source select maintenance to specialty vendors. Specialty vendors are typically contracted to perform maintenance on a specific system or asset, complete the required work, and in turn provide a record of completion. In one instance an HCO was utilizing a specialty vendor to provide preventative maintenance on their kitchen grill fire suppression systems. The vendor completed the required maintenance, provided the maintenance record of completion to the HCO, and the vendor maintenance record was filed in the maintenance department. Utilizing a vendor maintenance record audit process, the Facility Manager discovered the vendor’s maintenance record stated “(Vendor) cannot accept responsibility or liability due to the risk of non-operation of this system as it now exists.” Upon this discovery, the Facility Manager was able to respond and have the required corrective maintenance performed to return the system to an operational state. Facility Managers are encouraged to thoroughly review and audit all vendor-provided maintenance records to ensure the vendor-maintained system is left in an operational and compliant state.

Through a QA effort focused on routine rounding and regulatory document review, HCOs can position themselves for success during their next accreditation survey.

Baptist Health is one of many health systems using digital health to improve its ICU services and connect care providers throughout the Arkansas-based 11-hospital network, improving care at the bedside and enabling small, rural hospitals to reduce transfers and care for more patients. Executives say the platform, which has been in use for roughly 14 years, allows them to coordinate care from the main hospitals in Little Rock and give outlying hospitals with fewer resources the support they need.

As the healthcare industry moves toward the concept of hospitalizing the sickest patients, it's turning the concept of remote patient monitoring around. Telemedicine platforms and digital health tools are being deployed within the hospital setting to capture more patient data and send it directly to who most needs it, no matter where that care team member is located. That may be the nurse down the hall at a central station who's keeping track of all the patients in a specific area, or the hospitalist in Little Rock assigned to watch patients in a small hospital a few hundred miles away.

While technology was trained on caring for infected patients and reducing the chances of exposure for care teams, forward-thinking health systems were eyeing strategies that took them beyond the pandemic, where digital health would be used inside the hospital to refine and direct care to where it would be most needed.

That requires a different way of thinking and one that is challenging health system leaders to recognize that tomorrow's hospitals will be considerably different. It will involve more integration, as services are coordinated through digital health channels and an understanding of how nurses and doctors can be redeployed to improve care management.

For now, the health system is focusing on the inpatient network. This includes coordinating care with the smaller, more remote hospitals in their network, where ICUs are either small or nonexistent and a patient transfer to a larger hospital might take dozens of phone calls. Linking to the larger hospitals in and around Little Rock enables those small hospitals to expand their ICU capabilities, even create ICU beds where they didn't have any, and care for more patients, keeping them closer to home and their families instead of shipping them off somewhere distant.

In some cases, Baptist Health is using telemedicine carts to manage care, and many rooms are being equipped with tablets that synch with the health system's Epic EHR, allowing not only providers to connect with the patient record but giving patients a means of connecting with friends and family, or for those who need interpreters.

The platform has also allowed Baptist Health to expand the reach of its specialists, giving those smaller hospitals access to pulmonologists, infectious disease and wound care experts, and lactation consultants with more services on the way.

Health systems need to reimagine how care is delivered, expanding the platform to cover patients no matter where they need that care, and offering services that interact with the communities they serve. The hospital may sit at the geographical center of that platform, but it will no longer be where everyone goes to get care.

—Adapted from “How Digital Health Lays the Groundwork for Future Healthcare Strategy,” HealthLeaders, by Eric Wicklund, Feb. 1, 2022.

On February 23, ACHE hosted an amazing panel of experts to discuss their thoughts on how to lead change beyond the pandemic. They also provided valuable insights on what they saw next for health care. The moderator of the session was Frank Byrne, MD, Chief Clinical Officer for Forward Health Group, Inc., and panelists Adam Zavadil, JD, MPH, Founder & Principal, ZA Health LLC, Natalie Lamberton, MBA, FACHE, Chief Executive Officer, Talas Harbor Healthcare, and Saurabh Vyas, MHSA, MBBS, Co-Founder, Evva Health. This distinguished group of healthcare leaders gave insight into current healthcare trends and what the new normal will be and what will change.

The pandemic changed the dynamic of how health care is delivered. Advancement in the virtual world changed, most especially in rural and urban communities that lack mobility and access to health care and in mental and behavioral health as Ms. Lamberton has seen. Patient expectations have changed since the COVID-19 pandemic began. As advances were made during these past two years, questions arose on the ethical use of technology and if it is meeting patient needs. New competitors, including tech and large companies such as Apple and Amazon, are helping to change this agile and growing environment to continue to meet patient needs. For telemedicine and virtual care, CMS recognizes the need. Mr. Vyas stated virtual care is going to continue to expand and health care will be confronted with the question of how to care for patients at home and reduce readmissions. Those who will be most agile and demonstrate the best use of tools in the virtual world and reimagine workflows will succeed.

The financial stresses in health care have intensified organizations’ focus on revenue growth. The panel was asked if they saw more shift to an alternative payment model and value-based purchasing from traditional payment models, such as fee-for-service. Mr. Zavadil noted, that the Federal government has paused alternative payment models as health care organizations wait to find out what is next to meet their financial needs. Organizations would like to move to value-based models, and they are making efforts to align their organization in this direction even while the Federal government hesitates. Dr. Byrne noted those with a payer and provider direct partnership, such as Kaiser Permanente, sit in a unique position to manage such a dynamic. Not many organizations will be able to establish such a relationship in the current market.

Health care has become more consumer-focused, meaning patients will be served the way they want to be. So how will those needs be met? Health care will have to do more with less and be more agile and patient-centered. There are lessons that can be taken from the private industry. Mr. Vyas also asks health care to consider employees' role in the outcome of care and meeting patient needs. Organizations and their employees must acknowledge the need for change to drive a culture of innovation and lean thinking. Mr. Zavadil wants organizations to consider how their health system differs from private entities, such as CVS. Health care organizations need to consider their value proposition and how to advance it amid scarce resources. What is continuing to add value and what areas can minimize the loss of limited resources?

The panel was asked about the role of social determinants of health in the future of health care. From the payer perspective, there is a question on the role of return on investment for organizations. Health organizations are cautious and will search for blended funding opportunities in this area and partner with social service agencies. This area is relatively new for health care organizations, and there will need to be more time for payers and providers to build those community partnerships. Patients and communities serviced by health care organizations are interested in their health now more than ever. And people are willing to talk about how the COVID-19 pandemic has affected them and spotlighted the need for behavioral health.

To personally prepare us as leaders moving forward, Ms. Lamberton has mentored future leaders to be agile and utilize lean and process improvement skills to stay innovative. Senior leaders need to look to the front-line staff to be innovative and implement such improvements. Early careerists need to be flexible, willing to think outside the box, especially with a lack of resources, and be lifelong learners. Those who are resilient and authentic and willing to collaborate with those within and outside of the organizations will be ahead, and not forget to practice self-care. Our panelists echoed that this is a great time to challenge our previous assumptions of health care and ask questions on how we can do things better. The COVID-19 pandemic has taught the value of community and the need to take care of each other and practice self-care. MCACHE wants to thank our panelists Adam Zavadil, Natalie Lamberton, and Saurabh Vyas for their time and expertise to help us lead beyond the pandemic, and our moderator, Dr. Frank Byrne, and attendees for their questions and thoughtful insights. Let’s move forward together!

On Friday, March 25^th, over twenty MCACHE emerging leaders came together to participate in our first professional development and networking event of 2022. First, the group enjoyed great pizza and networking at Saucy Brew Works, a new craft brewery that opened in Detroit in 2021. It was great to see some first-time attendees make it out with the promise that they’d be back for future events!

Nobody wanted to leave the great atmosphere of the brewery, but the group eventually made the short walk over to Little Caesar’s Arena to make sure they were in their seats for the tip-off of the Pistons game. The Piston’s played a very entertaining game against the Washington Wizards but their comeback effort fell just short in the last minute. Despite the loss, It was a very enjoyable time for all!

The Midwestern hospitality was on full display in the cold, damp, and windy city of Chicago for the nearly 4,000 attendees of ACHE’s ‘22 Congress. The excitement of the first major face-to-face event in nearly 3 years was evident throughout the week. It seemed as if every keynote speaker session, seminar, and networking event were packed to capacity. The ACHE staff and volunteers had an eye for details as everything was planned down to the very last detail. The organizing committee pulled out all the stops when it came to their Featured Faculty. Presidential Historian and Pulitzer Prize-winning author, Jon Meacham opened the festivities with his witty sense of humor and take on American politics in the 21^st century. He spoke on the importance of finding, “Hope through History” during hard times and how it applies to today’s healthcare landscape. I think everyone walked away from the opening ceremony feeling rejuvenated and eager for the week, and maybe a few extra one-liners for the water cooler. Other keynotes throughout the week including Google’s Chief Health Officer, Dr. Karen DeSalvo, and Disney/ABC Television Group’s former President, Ben Sherwood spoke about the need to be innovative through creativity and empathy in today’s climate.

Despite the large crowds and packed schedules, there were several opportunities to find community. One of the highlights of the week was the Great Lakes and Midwestern Chapter meet-up at the Tap Room on Tuesday night. Organized by our Regent for Michigan & Northwest Ohio, Thomas Lanni, Jr., FACHE, it was well attended by a diverse crowd including military members and students. The timing of the meet-up couldn’t have been more perfect after a dizzying two days of seminars. In addition to the local meet-up, the organizers of ACHE provided numerous opportunities to network throughout the week. From Long Beach to Jersey City, it was great to meet folks with similar goals and concerns. The sharing of best practices and lessons learned were of discussion at every table.

Following the conclusion of Congress, attendees were charged with returning to their agencies to continue raising the bar as a result of the week’s professional development. Throughout the week, there were several themes that emerged as hot topics: diversity, equity & inclusion (DEI) practices, social determinants of health (SDOH) programs, technology & innovation advancements, multi-generational workforce considerations, and reimagining hybrid and remote work models. Faculty highlighted the significant impacts COVID-19 made on the healthcare landscape but also recognized the silver linings the shakeup created. It was made clear that the way healthcare looks today and, in the future, will be nearly unrecognizable compared to three years ago. The healthcare executives who recognize this fact will quickly emerge as tomorrow’s leaders. This is why organizations like ACHE and their educational programming are so important.



Despite the big city vibes, the majority of us attendees have now returned home and already settled back into our normal routines at work. While we wait for next year’s Congress, we should rededicate ourselves to being lifelong learners and connecting with other healthcare professionals through our local chapter events. Despite representing one of the largest consumers of U.S. GDP (17%), the healthcare industry and profession is a community. The more collaborative we are in our efforts to improve the healthcare landscape, the better we all become. What a great reminder Congress gave us; we’re all in this together 

On Monday, May 9th, you received an email from Leslie Athey, Vice President of Strategy & Research at ACHE asking you to complete the annual Chapter Member Needs Survey. This survey gives the MCACHE Chapter feedback on the programs and services the Chapter provides to you. 

If you have questions contact Susan Stokes at mcache@achemail.net

The word volunteer is defined as “a person who undertakes or expresses a willingness to undertake a service or to do something” -- a similar definition could be used for leadership.

Enhance your membership experience by being actively engaged in YOUR MCACHE Chapter. Your strengths, skills, and competencies are invaluable in helping to elevate the Healthcare Executive profession, and volunteering is a great leadership development tool and way to connect with others.

Complete the Willingness to Serve Form if you'd like to volunteer! MCACHE is especially looking for volunteers for the MCACHE Communication Committee.

Not quite sure yet how you’d like to help? Send a note to mcache@achemail.net. — we will work with you to find the perfect fit.

Marcia Adams, JD

Wilfred M. Allen, BSN, MSN, PhD

Brittany Davey

Matthew J. Dellaquila, MD, MBA

Ashley Fisher

Christian P. Fisher

Anthony Gianino, RN, BSN, MHA

Nathan Helms

Marni Hickey, MA, CCC-SLP

Miya Hourani, RDN

Cassidy Johnson

Fahad Khan

Nirmal Kaur, MD

Paul W. Korbal

Ann Kujawa

Kyle Kulas

Elizabeth Landuyt, MBA

Deedra LaPointe

Gabrielle LeFlore

Vishakha Limachia

Shana Lynn, MS

Charlotta J. Marion

Malisa M. Metoyer-Beale

Christopher Milback, MD, MBA

Mark Muroski

Stefanie R. Newman, MSN, RN, NEA-BC

Celeste J. Rollins, MBA

Paula Stabler

Celia Thomas, DHA

Kayela D. Voss

Antonietta Walker, MHSA

Tiffany D. Ward, MSN, RN

Robert T. Young, MBA

Nathan E. Ziegler, PhD

David J. Gaffney, FACHE

Medija Shaska, FACHE

As one of the leading non-profit and Catholic health systems in the U.S., Ascension is committed to delivering compassionate, personalized care to all, with special attention to persons living in poverty and those most vulnerable. In FY2020, Ascension provided $2.4 billion in care of persons living in poverty and other community benefit programs. Ascension includes more than 160,000 associates and 40,000 aligned providers. The national health system operates more than 2,600 sites of care – including 146 hospitals and more than 40 senior living facilities – in 19 states and the District of Columbia while providing a variety of services including clinical and network services, venture capital investing, investment management, biomedical engineering, facilities management, risk management, and contracting through Ascension’s own group purchasing organization. Visit www.ascension.org.

Alexion Pharmaceuticals, a subsidiary of AstraZeneca, is an American pharmaceutical company headquartered in Boston, Massachusetts that specializes in orphan drugs to treat rare diseases. Its products include eculizumab (Soliris) with $4.064 billion in 2020 revenues and ravulizumab (Ultomiris) with $1.076 billion in 2020 revenues, both used to treat the rare disorders of atypical hemolytic uremic syndrome (aHUS) and paroxysmal nocturnal hemoglobinuria (PNH); asfotase alfa (Strensiq) with $731 million in 2020 revenues, used to treat hypophosphatasia; sebelipase alfa (Kanuma) with $117 million in 2020 revenues, used to treat lysosomal acid lipase deficiency, and andexanet alfa (Andexxa) with $78 million in 2020 revenues, used to stop life-threatening or uncontrollable bleeding in people who are taking rivaroxaban or apixaban. With costs that can reach as much as $2 million per year, the drugs manufactured by Alexion are some of the most expensive drugs worldwide. https://alexion.com/ 

Select Medical is one of the largest operators of critical illness recovery hospitals, rehabilitation hospitals, outpatient rehabilitation clinics, and occupational health centers in the United States based on the number of facilities. As of June 30, 2020, Select Medical operated 101 critical illness recovery hospitals in 28 states, 29 rehabilitation hospitals in 12 states, and 1,757 outpatient rehabilitation clinics in 37 states and the District of Columbia. Select Medical’s joint venture subsidiary Concentra operated 522 occupational health centers in 41 states. Concentra also provides contract services at employer worksites. On June 30, 2020, Select Medical had operations in 47 states and the District of Columbia. Information about Select Medical is available at www.selectmedical.com.

With more than 30,000 employees, Henry Ford Health System is the fifth-largest employer in metro Detroit, and among the most diverse.  For more information, please visit https://www.henryford.com/

Blue Cross Blue Shield of Michigan, a nonprofit mutual insurance company, is an independent licensee of the Blue Cross and Blue Shield Association. BCBSM provides health benefits to more than 4.7 million members residing in Michigan in addition to employees of Michigan-headquartered companies residing outside the state. The company has been committed to delivering affordable health care products through a broad variety of plans for businesses, individuals, and seniors for 82 years. Beyond health care coverage, BCBSM supports impactful community initiatives and provides leadership in improving health care. For more information, visit bcbsm.com and MiBluesPerspectives.com.

As the nation's largest health care-focused law firm, Hall Render is distinguished by our attorneys' extensive knowledge and experience. Health law attorneys across the country provide organizations in the highly regulated health care industry with full-service legal representation. Commitment and experience complement the firm's understanding of the evolving landscape of today's health care industry, distinguishing Hall Render as one of the nation's preeminent health care law firms. www.hallrender.com

The HCS Group is Michigan’s premier provider of mobile imaging services. Based in Plymouth, Michigan, and established in 2005, The HCS Group offers clients comprehensive management solutions along with unparalleled value in the delivery of high-quality imaging services. Our turnkey resource management team handles everything from recruiting top-notch technical staff to comprehensive marketing and sales services to patient scheduling. Under The HCS Group umbrella we have also established IntelliAuth360 which provides insurance pre-authorization, Ultra-X Imaging which provides mobile x-ray and ultrasound services, and Options Staffing 360 which provides supplemental staffing services for the healthcare industry.

At The HCS Group, our culture drives our strategy. We are committed to creating a culture that focuses on people, passion, partnership, and performance. Selected as a Detroit Free Press Top Workplaces, for the past four years, we are grateful for our employees and the commitment they have made to providing exceptional service. To find out more, please visit us at The HCS Group.com or check us out on social media at The HCS Group Facebook and The HCS Group Linkedin.

HED is an architecture and engineering firm with offices in eight cities. We have a reputation for design excellence, believing that all the facets of design must create a positive impact. Nowhere is this more relevant than in the delivery of world-class healthcare environments, which demand continuous learning, adaptation, and experience—along with constantly navigating the complex healthcare landscape. From evolving treatment modalities and changing healthcare laws, to strict building codes and funding uncertainties, we guide our clients to deliver exceptional patient care through excellent design. To learn more, visit hed.design

Johnson & Johnson Health Care Systems Inc. (JJHCS) provides contracting supply chain, and business services to customers of the Janssen Pharmaceutical Companies of Johnson & Johnson including hospital systems and group purchasing organizations, health plans, physicians, specialty pharmacy providers, distributors, and wholesalers, pharmacy benefits managers, long-term care providers, employers, government payer programs and government health care institutions. jnj.com

Patina – A KORN FERRY Company provides senior-level interim solutions to healthcare providers & payers, medical device, private equity, and professional services markets. Its network of nearly 30,000 senior interim professionals is available to fill company needs in executive leadership, revenue cycle, clinical operations, supply chain, engineering, IT, and more.

Established in 2015 under The HCS Group umbrella of companies, Ultra-X Imaging is Michigan and northern Ohio’s comprehensive solution for mobile diagnostic imaging services. With its office in Southfield, Michigan, Ultra-X Imaging can perform diagnostic imaging health services for skilled nursing facilities, assisted living facilities, and in the comfort of the patient’s own home.

Recognized as the most efficient and reputable 24/7 mobile x-ray and ultrasound service, Ultra-X Imaging has achieved “Triple Aim” (enhanced patient satisfaction, improved quality through better coordination of care, and reduced cost) by working with local health systems. Our UlltraLynk® systems improve quality by comparing images throughout the continuum—eliminating ER visits and readmission as a result. Since its development, Ultra-X Imaging’s culture which is founded on people, passion, partnership, and performance has landed it on the Detroit Free Press Top Work Places for the past four years. To learn more please visit us at Ultra-X Imaging or visit our social media at Ultra-X Imaging Facebook and Ultra-X Imaging Linkedin

The Department of Health Management and Policy (HMP) at the University of Michigan School of Public Health offers innovative and challenging degree programs that provide the knowledge and skills needed for leadership in health services management and health policy.

Medija Shaska, FACHE, PMP, Communications Committee Chairperson Medija.Shaska@coniferhealth.com

Joe Cafferty, MSW, Communication Committee Vise Chairperson

Susan Stokes susan-stokes@comcast.net

Caitlyn N. Hakim caitlynhakim@gmail.com

Contact MCACHE: mcache@achemail.net