2020 | November Issue
Your Quarterly News & Updates
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 development 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).
President's Message
I’d like to start off by congratulating all of you for making it to November 2020…..Q4…the last quarter in a year that cannot end quickly enough. A year that was anything but normal. We started 2020 with such high expectations and then, the downward spiral started just mere weeks into January when Wuhan, China went into lockdown and we witnessed the tragic death of Kobe & Gianna Bryant, along with six others.
We have been spiraling like no other time in our lives, yet with all the sadness and loss, there have been many silver linings. We have experienced innovation and ingenuity at rapid speed. Our lives have been transformed by Zoom, Microsoft Teams, Google Classroom, and perhaps most importantly by telehealth. The transition to virtual care was almost immediate enabling access to care for so many patients.

This is the ‘next normal’ for the delivery of care for the foreseeable future, now that telehealth has (finally) gone mainstream. It may be better to reference this as our new existence, and even this will be in constant change. Jason Wolf from The Beryl Institute did a nice job defining our new existence as, “a way of living and being, driven by survival and a commitment to do what is right and true.”

Our new existence is driving a new patient experience, one sure to have more challenges as well as more advantages. Talking to your doctor from the comfort of your own home in the middle of February does have its perks. As you read through this newsletter, you will learn about more efforts to collaborate, innovate and elevate the evolving patient experience.

I invite you to to register for future webinars (see listing below) with an opportunity to earn Face-to-Face and qualified credit, as well as, check out ACHE’s Learning Center for additional programming opportunities.

Thank you for your engagement with MCACHE and your commitment to serving our healthcare community this past year. I wish you all a safe, healthy and happy holiday season with your family and friends.

Michelle Hornberger, MHSA, FACHE
Future Webinars

6:00 PM - 8:00 PM

Eligible for 1.5 ACHE F2F credits.
Registration deadline November 17.

8:30 AM - 10:00 AM

Eligible for 1.5 ACHE F2F credits.
Registration closes November 30.

6:00 PM - 7:00 PM

Eligible for 1 qualified credit.
Registration closes December 1.
Regent's Message
Thomas B. Lanni, Jr., FACHE
Regent for Michigan and Northwest Ohio

Chapter Annual Meeting
In November, MCACHE and GLACHE will be hosting their annual meeting, respectively. This year’s events will be a little different than they have been in the past; however, they will be just as impactful. These annual meetings are a special time for the chapter to conduct business, provide education, and recognize exceptional members within our chapters. A big thank you to all of you who have helped make these meetings a reality this year. We greatly appreciate your time and commitment to your chapters and ACHE.
Chapter Leaders Conference
I had the distinct pleasure and opportunity to attend my first Chapter Leaders Conference on October 8th and 9th. There were a lot of good takeaways from the sessions, especially from our first speaker, Laurie K. Baedke, MHA, FACHE, FACEMPE from Creighton University. Ms. Baedke gave a wonderful presentation on resilience and well-being, and the timing of this presentation couldn’t have been better. During this time period, we all need to remember to take the time to reflect and ensure our teams are taking time for themselves. She provided the following guidance that I thought I would share with you.
Practices and habits to improve resilience:
·      Invest in Growth
·      Curate your Circle
·      Know your Purpose
In my opinion, we as leaders need to work on improving our health and well-being so that we can be a better resource for our teams. Lastly, Ms. Baedke shared a Latin phrase “Per Ardua Surgo” which translates to “I rise through adversity”. Given what all of us have experienced in 2020, I like to think “WE” have risen from adversity.
Exam Authorized and Recertification Extensions
Recertification deadlines have been extended for 2019 and 2020 classes. Each recertification class must have met all the requirements, submitted their application, and paid the recertification fee by the new deadlines.
  • 2019 Recertification Class Extension is March 31, 2021
  • 2020 Recertification Class Extension is December 31, 2021
COVID-19 Resources
The online COVID-19 Resource Center is updated regularly with new COVID-19 Front-Line Leader Series webinars and podcasts, along with numerous other free resources for healthcare leaders. Please feel free to review and share this information.
This Issue's Theme:
The "New Normal" Patient Visit Experience
Joe Colombo, MHA
The COVID-19 pandemic has dramatically impacted the healthcare system in both the inpatient and outpatient setting. Hospital and medical office visits look a bit different than a year ago. There are new policies and protocols implemented to protect healthcare workers and patients from the deadly COVID-19 virus. The pandemic required healthcare systems and professionals to modify their approach when caring for patients to reduce the risk of transmitting COVID-19 while continuing to provide safe and effective care.

So, what does the new normal look like regarding healthcare visits? For starters, the patient check-in process most likely has changed in some form or fashion. Some health systems, including Michigan Medicine, offer an online check-in process that includes a COVID-19 screening tool.1  This tool may simply be a few questions asked to each patient to help assess their risk of being COVID-19 positive. Based on the responses to the questions, the patient may be seen or re-scheduled. To reduce the number of people in a waiting room, some clinics also offer the option to wait in your vehicle prior to your appointment time.

For patients who do spend time in a clinic waiting room, that experience will feel different as well. Clinics and hospitals now have floor markings and signs, designating appropriate social distancing for patients to follow, as well as limited seating to enforce social distancing between patients.1 Communal magazines and newspapers may be removed in clinics and a physical barrier of plexiglass may separate patients and staff at check-in and check-out counters.Many health systems have revised visitor policies limiting the number of visitors allowed per patient.1,2

Medical offices are now cleaning each exam room between patients by wiping down surfaces with disinfecting wipes and changing out any consumable medical item (i.e. pillowcases, table paper, etc).1 Common areas and countertops are cleaned often, communal pens and clip-boards are disinfected after each use, and hand sanitizer is available in every exam room and on most countertops. Perhaps the most noticeable change in the new normal is the wearing of masks. The Centers for Disease Control and Prevention (CDC) recommends all staff and patients wear face masks and adhere to social distancing when possible, a policy adopted across many health systems.3

 These changes are designed to reduce the transmission of COVID-19, helping to maintain a safe workplace environment and environment for patient care. The new normal for patient visits will encompass some if not all the previously listed measures plus new ones as the pandemic progresses. Health systems must remain flexible as this is a fluid situation requiring the ability to adapt during the COVID-19 pandemic.


1.      Michigan Medicine. (2020). Keeping our patients safe during COVID-19. Retrieved from: https://www.uofmhealth.org/coronavirus/keeping-patients-safe
2.      John Hopkins Medicine. (2020). In-person and specialty care appointments during COVID-19. Retrieved from: https://www.hopkinsmedicine.org/coronavirus/in-person-appointments.html
3.      Centers for Disease Control and Prevention. (2020). Doctor visits and getting medicines. Retrieved from: https://www.cdc.gov/coronavirus/2019-ncov/daily-life-coping/doctor-visits-medicine.html
Volunteer Opportunities
Volunteer and Get Involved
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.
If you’re interested in volunteering complete the Willingness to Serve Form

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.
Seeking a presenter for Board of Governor's Exam Prep Session on Health Law and Regulations
The Career Development committee is planning a webinar series to help members prepare for the Board of Governor’s exam. The committee is seeking a volunteer to present on the topic of Health Law and Regulations. Volunteers would be asked to make one 45-60 minute presentation (with Q&A/discussion), and the committee will help develop materials. Please contact Brian Vargo at brian.vargo@beaumont.org to volunteer or ask questions.

CEO Reflection - Luanne Thomas Ewald, FACHE
Luanne Thomas Ewald, FACHE serves as the Chief Operating Officer at the University of Michigan Health System C. S. Mott Children’s Hospital and Von Voigtlander Women’s Hospital. She has also served as Chief Executive Officer at Children’s Hospital of Michigan and Regional Vice President of Business Development at the Detroit Medical Center. She is Past-President of MCACHE and has served on the ACHE’s Regents Advisory Council and as chair of two MCACHE subcommittees. Luanne dedicates her time to the community through supporting a variety of organizations providing resources and opportunities to youth. She also sits on the American Hospital Association’s Council on Maternal and Child Health and the Early Childhood Investment Executive Committee for the State of Michigan.

Describe the role you took within Michigan Medicine’s COVID-19 response efforts.

The pandemic hit during my 10th week at Michigan Medicine and I joined our incident command team, meeting twice-a-day to get our arms around the situation. After 3 weeks in that command, my role changed and I was asked to lead the opening of a 500-bed field hospital. I was pulled out of Mott to work in the University of Michigan Sports Performance Center and was there for about 8 weeks. Every day, we walked in saying “What would we need to do if we needed to open this hospital in 10 days?” I worked with an invaluable team of physicians and nurses with prior military experience. We looked at every part of the clinical operations including dietary, staff training, human resources and supply management.

It was one of the best experiences in my career to see how efficiently and effectively these multidisciplinary teams from across Michigan Medicine worked together. While we usually launch a new space or service thinking about the best patient experience and the care environment that we are creating, this experience required us to first think “What is the bare minimum needed to provide safe and soothing care in a crisis situation?” Then we moved on to discuss ways to leverage technology for patient and family communication, and the day-to-day resources we could provide to patients to make this possible. Something as simple as a way for patients to charge their smartphones was a detail that needed to be evaluated.

We were two days away from opening and the COVID-19 numbers started to dramatically decrease. Since then, we have turned this experience in to a 400-page manual describing the processes and resources needed to launch this field hospital, should we need to do this in the future. It was validating when the Army Corps of Engineers came to evaluate us and found that, for the most part, we were spot on! We had never done this before, but, with everyone’s time and expertise, we did it right!

How do you think the patient visit experience is different in the “new normal?”

Particularly in a women’s and children’s hospital, where we highly promote family-centered care, the visitor limitations have been extremely difficult. For example, the birth of a baby is a highlight in a family’s life and is usually celebrated with many family members present. Additionally, when a child is sick, family members are a big part of the team to help that child through their medical needs. It is very difficult to have situations where family cannot be present, or visitors are limited to one or two people.

This challenged us to redesign children’s activities and to use new technology for creating a healing environment. We had to close the large activity rooms on each floor and, instead, our child life specialists worked to bring music, toys and pet therapy to the bedside. Through our resources and networks, we were even able to connect some of our patients with Major League Baseball players to play video games online together. The joy on their faces was amazing.

How have the changes in the patient visit experience impacted your front-line team members? How do you keep team members engaged through these challenges?

With visitor restrictions in place, our front-line staff had to expand their caregiving role. Knowing that families couldn’t come in and out, but needed to have one consistent person there for a week at a time, nurses, physicians, housekeepers and even security officers all became part of the family’s support system. We also opened a COVID-19 unit at Michigan Medicine and had many of our pediatric nurses, pediatric respiratory therapists and physicians step up to help. Especially at a time when our teams were also struggling with challenges outside of work (child care, elderly parents, etc), I commend the healthcare workers here and across the state for showing up and giving all they have to support patients and their communities.

To support our employees, early on Michigan Medicine provided additional paid leave for employees who needed to be absent due to COVID-19. We provided housing options and mental health support to make sure we were taking care of each other as we also took care of our community. I will never forget the day I drove up to the hospital and saw all the inspirational messages created by staff on the hospital windows and sidewalks. Something so simple had a positive impact on morale. Additionally, we are continuing to celebrate our successes in quality, safety and patient satisfaction. We have found socially distanced ways to recognize the accomplishments and achievement of our team members.

How do you see virtual health care continuing in next few years?

The use of e-visits is a positive outcome of the pandemic as it quickly helped to create access. During the COVID-19 response efforts, the pediatric virtual visits increased dramatically. It would have likely taken us at least five years to reach those numbers had COVID not driven this increase. We are seeing about 25% of clinic visits continue to be virtual. While not all visits can be virtual, having this option for families to have better access and answers sooner is extremely valuable.

We have also explored the hospital at home concept, elevating the level of care provided in patient homes using telehealth. For example, our team of OB/GYN physicians quickly redesigned prenatal care for low risk pregnant patients during the pandemic. The team here reduced the number of in-person visits to 5 - an initial prenatal visit, an anatomy ultrasound, and the 28-, 36-, and 39-week visits. All labs were conducted during these visits, rather than in separate appointments. Other required visits were conducted virtually and expectant mothers were able to monitor their blood pressure and fetal heart rates from home and submit that information during their virtual visit. With the support of the CS Mott Annual Fund and the Children’s Foundation, we were able to purchase blood pressure cuffs for patients who needed these resources. We are now exploring how other specialties could use these telehealth tools in their homes to minimize the amount of in person visits needed.

What is something unexpected that you have learned throughout this COVID-19 response experience?

COVID-19 has cast a clear spotlight on the health disparities impacting our communities and how we can work together across organizations to address these challenges. We have the opportunity to together help with food insecurity, education, housing, lack of access and preventive care. Throughout the pandemic, organizations have partnered, opened new dialogues and stepped up to meet a shared goal. We need to continue with these partnerships in other areas. In addition to health disparities, the importance of behavioral health support has also surfaced. We should continue this collaboration across organizations to address these challenges for the benefit and well being of our communities. 
The Michigan Medicine field hospital planning team poses, socially distanced, in the University of Michigan Sports Performance Center. This is the space they planned to transform in to a 500-bed field hospital.
Student Reflection - Developing the Next Generation of Leaders: Lessons from the First Ten Years
The Student Activities Committee was not able to meet in-person this year for their annual Higher Education Network (HEN) Competition at the University of Michigan. Therefore, the University of Michigan students planned a virtual conference so the students would still get the opportunity to meet via Zoom.

Tiffany Askew, a MHSA candidate at Bowling Green State University volunteered to write about her experience. Bowling Green State University is also a new HEN school for MCACHE and we are excited to have them join our Chapter.

“You cannot lead others, until you know how to effectively lead yourself.” This is one of the many sentiments I gained throughout the conference, as the speakers outlined how to be successful on a professional and personal level. They conveyed that being able to advance through all aspects of your life stems from the work you are willing to put forth within yourself. Both speakers expressed concrete knowledge that I plan to use as I progress through my MHSA program and especially throughout the healthcare field.

Laurie Baedke, FACHE, FACMPE, indicated that you need to be able to identify your intelligence quotient (IQ), the technical skills you possess that are clear to others, and your emotional quotient (EQ), which can include how you work, and becomes more aware to people over time. By having a balance of these two aspects of yourself, you can learn more about what you need to excel in a new position. I discerned that IQ is what you use to attain the position, but your EQ is what you use to advance in the position. I appreciated her use of sports analogies, such as where basketball coaches should position their players, to display how you should play to your strengths instead of trying to force something that may not be in your skill set. By focusing on what you are doing right and what you’re most interested in, you are likely to have more productivity, sustainability and overall affinity for the positions you acquire.

Natalie D. Lamberton, FACHE, CEO of Talas Harbor Healthcare, discussed career path management and the actions you can do to secure your place in the field before you’re even hired. I took note of her explanation of the difference between a mentor, someone you can talk to, versus a sponsor, someone who will talk and advocate for you, when you are not in the room. This distinction encouraged me to think more about who I currently have in my network and focus on how I can strengthen those connections. Even during this unprecedent time, she explained there is still room to curate your network, which can include reaching out to people you admire and asking to have a conversation. This can be beneficial so when an opportunity is presented, they think of your name. During this time, emails can also work as the new business cards. I valued this direction because, as someone who is preparing to enter the healthcare field, I want to know how to display who I am, and what I can bring to an organization after a first impression. As she put it, “this is the time to be professional, be memorable and be genuine.”

What I enjoyed most about the conference is how the speakers were transparent about their experiences. Even with their backgrounds, there were still times they may not have gotten the position, or they had to make a transition from roles that weren’t the best fit. This was relatable to me and other participants, as we engaged in the chatroom by sharing podcasts and books on the various topics discussed throughout the conference. I am quite eager to start going through the list of recommendations I received and keeping in mind the most notable: “Success is not a linear process, a lot detours, moving forward and moving back.” 
COVID-19, Vaccines, Trends, and the Future of Healthcare - A Brief Summary of the Crain's Healthcare Leadership Summit
Medija Shaska, MS, PMP, ITIL

Over the years, Crain’s Healthcare Leadership Summit has become a premier annual event, focusing on current events and trends that impact the health care industry both nationally and regionally, while drawing important players and influencers to headline and speak. This year was no different as the event was interesting and insightful featuring noteworthy speakers. Of course, there were a couple of notable exceptions: this year’s event was fully virtual and focused heavily on the COVID-19 pandemic. Speakers discussed the COVID-19 impact on our lives, the trends that it has brought forth, and lessons to learn in order to overcome and better prepare for the future.

Dr. Joneigh Khaldun, M.D., shared her personal experience as both as a patient and an ER physician, and how it has aided her preparedness in handling the very public duty of being the State of Michigan’s Chief Medical Executive. She touched on the ever-changing landscape of COVID-19, as well as the state’s response as it tries to tackle this public pandemic. She praised the exceptional response of the state’s healthcare leaders, providers, nurses and other first responders who have done and continue to do an exceptional job tackling the pandemic. She highlighted some of the lessons learned from this continuous effort, namely how the healthcare systems intersect so closely with public health and how future efforts should include further integration of the two, and for the health care institutions to continue to be champions of public health initiatives. She also elaborated how social determinants of health continue to play a large role in a patient’s illness even beyond the walls of a hospital. For example, she discussed the impact of access to medicines, testing, space to quarantine and even healthy meals. Dr. Khaldun certainly understands the fatigue with the virus, but as we are entering the Fall and Winter months, she urged that we all do our part to wear masks, avoid large gatherings, get the flu shot, and focus on things that we can control in our daily lives, as this too shall pass.
Just as in other years, this year’s summit also had several discussion panels which touched on the trends, largely shaped by the COVID-19 pandemic, a couple of which are briefed below. The Mergers & Acquisitions Panel was made up of Joan Budden (CEO, Priority Health), Alex Calderone (Managing Director, Calderone Advisory Group), Ollie McCoy (Principal at Deloitte) and moderated by Mark Lezotte of Butzel Long. Unsurprisingly, the discussion focused on some of the upcoming mergers, as well as the financial strain COVID-19 has put on the health care industry. Panelists also touched on some of the profound changes that the pandemic has brought forth, such as the proliferation of telehealth and its impact on patient provider relationship.

The social determinants of health were also tackled by a 2nd panel discussion, attended by Dr. Brandi Basket (CMO, Meridian), Dr. Marijata Daniel-Echol (Program Officer, Kellogg Foundation), Tom Lauzon (CEO of Wellpop) and Dr. Phil Levy (AVP Research at WSU and CIO Wayne Health). More and more studies are showing the importance of social determinants of health, estimating that 80-90% of health outcomes really depend on a patient’s social determinants. The COVID-19 pandemic has shone a light to the lack of equity and driven home the message on how social factors form crucial components of one’s health. All participants touched on how the healthcare institutions need to find innovative ways to improve the health outcomes by addressing a patient’s needs that go beyond the walls of a hospital or a clinic such as assistance with transportation, housing or food. They also emphasized planning for how those offerings can be funded and sustained.

All in all, the summit delivered a great experience and an opportunity to learn from some exceptional people. Like most participants, I miss the days when we attended in person, the ability to network and meet new people, or even chat a little bit in private with speakers. However, the content was meaningful and the technology worked seamlessly. I look forward to the 2021 Crain’s Healthcare Summit next fall and hope we are able to safely attend in person! By then, with any luck, the pandemic should be in our rearview mirror, leaving us more experienced, more compassionate and more prepared to face new challenges. 
Welcome! New Members
Lauren Aouate
Laura Atkins
Kelly A. Baird-Cox
Anri Beleshi
Merenda B. Devine
Jessica Dildine
Michelle Dolan
Jessica Gabbard
Thomas Hayward
Jigna N. Janani, MD
Jacqueline Kennedy
Jason Lockard
Tesia R. Looper
Ann M. Marcellino, JD
Troy McCormick
Mark A. Moore
Kiara N. Nunnally
Jeffrey P. Patierno, MHSA
Jijo Paul, PhD
Nicholas Prush
Ellen J. Rager, MBA
Andrea L. VanDenBergh
Darrell J. Wachowiak, RN, BSN, MHA
Jennifer Watson, NP
Diane L. Wollam, MSN, RN, CRRN
Congratulations! 2020 MCACHE Fellows
Jay C. Littleton, FACHE, RN
Tiffany L. Tscherne, FACHE
Carolyn M. Cole-Brown, FACHE
Thank you to our MCACHE 2020 Sponsors
Beaumont Health is Michigan’s largest health care system and is most preferred for health care in Southeast Michigan, according to NRC Health survey data. The not-for-profit organization was created to provide patients with greater access to compassionate, extraordinary care, every day. Beaumont Health has a total net revenue of $4.7 billion and consists of eight hospitals with 3,429 beds, 145 outpatient sites, nearly 5,000 physicians, 38,000 employees and 3,500 volunteers. In 2018, Beaumont Health had about 178,000 inpatient discharges, 18,000 births and 573,000 emergency visits. For more information, visit beaumont.org.
In Michigan, Ascension operates 16 hospitals and hundreds of related healthcare facilities that together employ over 23,000 associates. Across the state, Ascension provided over $311 million in community benefit and care of persons living in poverty in FY2020. Serving Michigan for over 140 years, Ascension is a faith-based healthcare organization dedicated to transformation through innovation across the continuum of care.

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.
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 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. At 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.
PwC brings unmatched depth and breadth of capabilities and services to the healthcare market, solving the most complex problems of providers, payers and delivery systems. Our practice focuses on a range of areas including: strategy, operations, technology, finance, people and change, risk and forensics. In this new world, the consumer is at the helm - and success will come to those who go beyond the traditional, one-off interactions of yesterday in favor of pervasive, on-demand health experience that lives up to their rising expectations. PwC is a network of firms in 158 countries with more than 236,000 people who are committed to delivering quality in assurance, advisory and tax services. pwc.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 81 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
Lubaway, Masten & Company, Ltd. (LMC), is a network of resources dedicated to seamlessly solving financial operation problems of any size within the healthcare industry. Our knowledge of the market, experience in financial operations, and access to strategic partners provides us with a platform to become your go-to resource. For 30 years, LMC has exclusively assisted healthcare organizations with day-to-day operations, integrate financial operations during mergers, and, most importantly, improved their bottom line.
 Our staff, as well as strategic partners, comes from the provider sector. This experience means we can quickly understand the unique facets of your business, and begin to drive change from Day One. Some examples of our experience that delivers benefit include handling workflow within legacy systems so the staff can focus on learning new systems and processes during an integration; educating and training newer staff; interim leadership while a search is in process, in addition to identifying and correcting problems that created the vacancy. We have experience connecting the right advisor to the client based on skillset, culture, and other traits that add intangible value. lmc.healthcare
Patina Solutions Group is a non-traditional consultancy specializing in outcome-driven solutions for complex issues in Healthcare across Operations, Revenue Cycle, Technology, Interim Leadership, and Executive Placement. Patina is delivering compelling engagements across its 11 offices in the U.S. patinasolutions.com
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.

Courses in our top-ranked program are taught by world-renowned faculty members with active research programs. The department’s dedicated and talented alumni network has made important and lasting contributions to the nation's public health and healthcare systems.

Our alumni hold key leadership positions in local, state, federal and international government agencies; health insurance plans; community-based programs for disadvantaged groups; health policy research and advocacy organizations; and hospitals, clinics, HMOs, and health centers in the U.S. and abroad. sph.umich.edu/hmp

Contact Us

Stay up to date on MCACHE events at our website here (all events are temporarily on hold until the "stay-at-home" order is lifted.)

We want to hear from you… If you have suggestions or story ideas for the newsletter, please contact:

Dominica Rehbein, Communications Committee Chairperson DREHBEI1@hfhs.org
Joe Colombo, Communications Committee Co-Chairperson joseph.colombo@ascension.org


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Contact MCACHE at: mcache@achemail.net

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