CAHME works hard to make sure we operate as efficiently and effectively as possible, maximizing the value of the revenues we receive from our accreditation services and the support we receive from our partners. We have made significant progress toward this goal over the last several years and continue to look for opportunities. With the board’s approval and direction, CAHME has moved toward a more “virtual” structure and closed our office in Rockville, MD.
Effectively immediately, we have established a new address for regular correspondance:
PO Box 911
Spring House, PA 19444.
Checks should be sent directly to our accounting firm:
11200 Rockville Pike, Suite 415
North Bethesda, MD 20852
As part of the restructuring, we have eliminated the role of office manager. We thank Brenda Jones for her service to CAHME as she moves on to pursue other opportunities.
Program Directors and others should update files and systems to reflect these new addresses.
Notice something a little different? I am very pleased to share with you the new CAHME logo!
CAHME has experienced many changes over the last several years, with new leadership, new programs, updates to our standards, and new scholarships and awards all designed to continually improve upon our mission of advancing the quality of graduate healthcare management education. With all these changes, CAHME’s board felt it was time to devise a new logo that better represents what CAHME is and does. At the same time, we wanted to acknowledge and appreciate our rich history.
We think this new logo achieves both these goals. You will notice we integrated the “A+” from our former logo directly into our lettermark. The subtle plus sign is intended to be a symbol for accomplishment, education, and high-quality leading programs. We modernized the typeface to reflect the dynamic, progressive nature of CAHME. Not only is the logo more visually appealing, but it is more effective on digital platforms and on internet search results.
We are grateful to Oxford Communications in Lambertville, NJ, for its creativity in developing this new look, to our stakeholders in responding to a survey which guided the design work, and to our programs who inspired this logo by setting such high standards in graduate healthcare management education. A special thanks to our board members Cynthia Hahn (ACHE), Christy Lemak (University of Alabama at Birmingham), and Roy Kaiser (Nevada Ballet Theatre) for guiding this process for CAHME.
In the coming months you will see the new logo more often as we roll it out on our web site, emails, PowerPoints, publications, and other communications materials. We will also follow up directly with program directors and provide them with versions for inclusion on your own web sites.
Standards Changes Webinar
Seventy-three people participated in our webinar led by Standards Chair Brad Beauvais last week to review the three recent changes to CAHME Standards that were recently enacted by our Board. If you missed the webinar, visit our home page to view a recording of the presentation, download the slides, and read more about the changes. To briefly summarize, CAHME has updated its standards by 1) removing the requirement for 120-hours of synchronous education; 2) eliminating the need to measure student-level competency attainment at the course level, and 3) clarifying ways in which programs can track their graduates’ career paths. These refinements are consistent with CAHME’s long-standing practice of reviewing our standards and modifying them as needed to ensure their relevance and effectiveness not only for accredited programs, but for the students pursing advanced education in healthcare management.
Benchmarking Drives Quality–Have You Started Yet?
Benchmarking is a common practice in healthcare and throughout the business world. It makes sense that CAHME programs themselves have the opportunity to benchmark. Programs that opt-in for CAHME’s Enhanced Benchmarking share performance data, such as self-study or annual report data, to see how other programs are doing in key metrics and site visit information. This is an important resource for programs to see how they measure up against other programs and is a free service for CAHME-accredited programs. You can learn more about Enhanced Benchmarking on our web site.
As of today, 55 percent of CAHME-accredited programs have signed up to participate in CAHME’s Enhanced Benchmarking initiative. An additional 15 candidate programs are also involved. Participating programs have a head start on non-participating programs in understanding how to excel in meeting the needs of students. Enhanced Benchmarking is one of the criteria for consideration for CAHME Mentorship Circle designation. We encourage all programs to participate in benchmarking. Visit our web site to learn more and to sign up today.
CAHME is pleased to announce the winners of scholarships that honor of two remarkable people and healthcare leaders.
The CAHME/Dawn Gideon Foundation Scholarship is named in memory of Dawn Gideon, who devoted her career to helping healthcare organizations succeed and who herself graduated from a CAHME-accredited MHA program at the University of Pittsburgh. This year’s winner is Callie Parks, a student at the University of Arkansas for Medical Sciences, Master of Health Administration Program. Callie’s nomination noted her intellectual and academic excellence, her leadership and communication skills, and her commitment to innovation and service to others.
The CAHME/Tim Campbell Scholarship is named for Tim Campbell, a CAHME board member who personified a commitment to service and volunteerism. This is the first year for the scholarship, and the winner is Jay McCutcheon, an MHA student at the University of Memphis Health Administration Program. While pursuing his studies, Jay also serves as a member of the Tennessee Army National Guard. He also volunteers with his school’s MHA Student Association which connects students to local serve local programs such as the Ronald McDonald House. Jay is known as a “focused, mission-driven servant leader.”
I can’t help but think both Dawn and Tim would be very pleased to know that Callie and Jay are receiving scholarships that reflect the values and qualities that Dawn and Tim embodied and encouraged in others.
Congratulations to both Callie and Jay. The healthcare industry looks forward to your leadership in the years ahead.
While attending the Ohio State University healthcare case competition last week, I was struck by the intellect, discipline, and energy of the student competitors. And just as remarkable as the competitors: the OSU students who organized the entire event. From conception to organization to execution, the OSU case competition was a testament to the tremendous pool of talent from which our future healthcare leaders are rising. Congratulations to the team from the University of Michigan for their first-place prize in the competition!
I find this rewarding because it confirms the importance of CAHME’s work to make sure students receive a top-notch education in graduate healthcare management. Case competitions at CAHME-accredited programs like OSU are just part of that equation. More recently, CAHME has established two scholarships to recognize and help support students in their pursuit of careers in healthcare management.
The CAHME – Dawn Gideon Foundation Scholarship honors Dawn Gideon by identifying potential leaders who embody the skills, imagination, commitment, and compassion that Dawn possessed in service to communities in need. Dawn was herself a graduate of the CAHME-accredited University of Pittsburgh program. The other scholarship honors a former CAHME Board member, Tim Campbell. The CAHME – Tim Campbell Scholarship supports students who reflect Tim’s commitment to service and volunteerism. Both scholarships are open only to students from CAHME-accredited programs, and are nominated by their program directors. The deadline for this year’s applications is May 25, 2018.
At CAHME, we like to talk about our mission of advancing the quality of graduate healthcare management education. Achieving this mission is a cooperative effort involving academic institutions, healthcare organizations and businesses, and CAHME. Having resources such as case competitions and scholarships available for students gives me confidence that these future leaders of healthcare will make a difference.
“CAHME and leading healthcare companies sponsor these awards to recognize and support CAHME-accredited programs that are driving innovation, improving the student experience, and advancing the quality of graduate healthcare management education,” said Anthony Stanowski, CAHME’s president and chief executive officer. “The growing number of applications, and their sophistication, suggests that these awards are having the desired effect.”
This year’s Awards generated 23 applications, the highest number ever. A Blue Ribbon panel of experts from academia and healthcare reviewed the applications and chose the winners.
The CAHME/Baylor Scott and WhiteAward for Excellence in Quality Improvement Education won by Rush University’s Master Program in Health Systems Management for embedding quality throughout the Rush curriculum, extensive use of incorporating practitioner faculty in experiential learning, and programs such as having first-year students work on projects in the Process Improvement Department of Rush University Medical Center.
The CAHME/Canon Solutions AmericaAward for Sustainability in Healthcare Management Education and Practice won by the University of Scranton Master in Health Administration for focusing on sustainability projects in the context of corporate responsibility and Jesuit pedagogy. Scranton links sustainability with social justice, public health, and health disparities through alumni engagement, international experiences, and community project work.
With a theme of “Creating a Healthy America Together: Serving our Communities,” the case competition asked teams to focus on making Oakland, CA, “The Healthiest City in America.” The UNC team took first place with a presentation that went beyond traditional boundaries of healthcare to include issues such as how the city can address “food deserts” and improve access to fresh food and produce.
I’ve attended the NAHSE annual conferences for nearly a decade. NAHSE’s focus on mentorship and career growth for African-American healthcare executives and graduate healthcare management students makes it one of the most effective forces for enhancing diversity and cultural competencies in healthcare. This work is vitally important, and is consistent with CAHME’s mission of supporting the development of future healthcare leaders.
I first met Tim Campbell at Aramark in 2008. When I started at the company, I decided to get in early, and head to the company gym. A gentleman was working out next to me, and we exchanged greetings. I got to know Tim over time, learned that he was a former University of Georgia football player from their championship years, a former Navy Seal, and mostly…one of the nicest people you could meet.
Tim headed up Aramark’s correctional business, and he later transferred to the larger division of Aramark Healthcare. The first week of his new job, he pulled me into his office and asked me to explain how hospitals were paid. I asked for a day to prepare some materials, and the next day I sat in the corner office and explained to Tim the US healthcare payer system. “That’s just about the dumbest thing I ever heard,” Tim laughed. Much later, Tim and I got to discuss the Affordable Care Act and its implications for Aramark, the Aramark fellowship program, and the impact of presidential elections on business. His mind was geared toward solving problems; he was a masters-trained engineer. Yet, his soul was musical, and he loved to talk about his family.
Tim left Aramark, and joined Secur America, a security company. We stayed in touch. He loved education, and when I was on the CAHME board, a slot opened for a public member, which Tim filled in 2012. That next year, Tim left Corporate America, and became a small business owner. He purchased a Big Frog Custom T-shirt franchise, and ran a consulting firm specializing in executive coaching. He wanted to be closer to his family, stop getting on planes, and work within a community.
Tim brought discipline to CAHME’s operations as a board member, and pushed for defining our value proposition. We both shared a passion for CAHME, and when Margaret Schulte retired as CAHME’s CEO, Tim encouraged me to apply. I was concerned; going to a small non-profit and leaving the “business” end of healthcare was not something I thought I wanted. It was Tim who pointed out to me that CAHME was what I was passionate about, and that there are more important things in this world than the corporate ladder. “You can make a difference,” he said to me.
At our May 2017 CAHME Board meeting, Tim arrived late in the evening the day before the meeting. I called and suggested we go to the bar (as we typically did), get a drink, have some laughs and catch up. He said he was tired, had bronchitis, and promised to get breakfast the next morning. “That was different,” I thought. At the board meeting, Tim’s weight loss was evident. He talked about his medical issues, but said he was feeling better.
In June, Tim called me with the news that he had pancreatic cancer. He said he did not have long to live. He told me that he didn’t want a funeral, didn’t want people to just open their check books and be done with it. He told me one important thing, and asked me to tell other people about it: just do good for people. “Do something nice for someone,” he said. “I don’t want my death to be just about writing a check.”
Over the past 15 months at CAHME, Tim provided advice and support to me. This includes a phone call just last week when we discussed materials for the board meeting and membership meeting. At the call’s conclusion, I told Tim that I loved him, and he returned it. We both choked back some tears and said we would catch up.
CAHME is a better organization because of Tim, and, I must say, I am a better person because of him. The world has lost a humble man and a friend to many. We lost a man who made a difference in his community and his country. We lost a bona fide hero. Tim’s death reminds us to hug loved ones a little tighter today, and to remember the key to a successful life: just do something nice for someone.
One of the unique challenges and opportunities of healthcare management lies in the field’s broad application to a wide range of sectors. Successful leadership in the field means understanding all the ways in which healthcare integrates across disciplines, and how those disciplines can influence the health of individuals and communities.
The University of Iowa takes a robust approach toward encouraging interdisciplinary education for its MHA students. I had the pleasure of visiting Iowa this past spring. Formal joint degree options are offered, including programs combining the MHA curriculum with studies in business, law, medicine, pharmacy, urban planning, public health, health policy, and occupational health. Some MHA students may choose to complete a two-semester Interdisciplinary Program for Graduate Studies in Aging and Longevity. Iowa will soon offer the MHA in combination with a masters in finance or business analytics. All of Iowa’s MHA students take three semesters of inter-professional education with graduate students from every health profession on campus. The University also emphasizes experiential learning—a hallmark of CAHME-accredited programs.
My guide to understanding the University of Iowa’s approach was Dan Gentry, PhD, MHA, director of the University’s MHA program. During our visit, Dan shared the program’s conviction “that today’s healthcare leader needs both a comprehensive understanding of the issues involved in patient-centered service organizations and strong business skills.” Dan’s commitment to this belief is also expressed through his service on the CAHME Accreditation Council. He is also a former CAHME board member.
As the University of Iowa and other CAHME-accredited programs across the country gear up for a new academic year, I am excited to think about the opportunities awaiting the students who will be our future leaders in healthcare.
Over the last year, CAHME has focused on improving the experience for our web site users, adding content that will better support our key stakeholders: students seeking information on accredited graduate healthcare management education; accredited programs and those pursuing accreditation; and our healthcare system and corporate partners whose support is so important to advancing CAHME’s mission.
Our goal is to constantly improve both the functionality and content of the site. To that end, we have reorganized pages and layouts, updated content, added more video to promote why CAHME accreditation is important, and added a blog that is updated bi-weekly with CAHME news and views. Our page on Research Proof Points compiles data on how CAHME accreditation is effective and necessary. New pages also allow us to recognize award-winning students and programs.
Accredited programs can take advantage of these CAHME web site changes by making sure the CAHME logo appears on their programs’ web pages and links back to the CAHME site, www.cahme.org. In this way, students looking at programs can easily understand the program’s accredited status, and, by visiting the CAHME site, can learn why accredited programs produce the students best-prepared to be future leaders in healthcare. These links also help both programs and CAHME by enhancing search engine optimization.
Our work on the CAHME web site is ongoing. If you have suggestions for how we can further improve content and functionality, I hope you will contact me.
Anthony Stanowski, DHA, FACHE
President & CEO