Fred s Corner By Fred D. Hobby, President and CEO, Institute for Diversity in Health Management

Transcription

1 DECEMBER 2014, VOL. XXIV ISSUE 4 Fred s Corner By Fred D. Hobby, President and CEO, Institute for Diversity in Health Management As a health care field, we are making some progress on our efforts to increase diversity management and eliminate disparities in care; however, we know that more work needs to be done to accelerate that progress. That was the message I shared earlier this year at our National Leadership and Education Conference in Chicago, where we unveiled the results of our latest benchmarking survey. More than 1,000 hospitals participated in that survey, and this fall we recognized the survey s topperforming hospitals and health systems. The Best in Class hospitals were grouped into four categories addressing disparities and delivering quality care; cultural competency and engaging communities; diversity in leadership and governance; and diversity management and strengthening the workforce. Each of these categories represents an important component of an overall strategy to increase diversity and reduce disparities. In addition, we recognized hospitals and health systems that were the overall topperformers in the survey. I want to publicly congratulate all of these organizations, and thank them for their leadership, commitment and tireless efforts to promote equitable care. The Institute will be highlighting best practices from these hospitals and sharing strategies with the field. A full listing of the hospitals and health systems that we recognized is available on page 5 and at Meanwhile, as 2014 comes to a close, I SAVE THE DATE wanted to update you on a few initiatives we have planned for the end of the year and the beginning of Regional Symposium Registration is open for the Institute s March 4, 2015 Regional Symposium, Building a Diverse and Inclusive Workforce: Voices from the Best in Class Hospitals. The symposium will take place in Dallas and will precede the Association for Community Health Improvement s annual conference. More information about the session, including the speakers, is available on our website. Earlybird registration rates end Dec. 31. Summer Enrichment Program (SEP) Health care organizations can register to become a host site for the 2015 SEP, our 10-week internship program for minority graduate students. (See page 4.) More information on all of these initiatives, as well as our other programs, is available at Finally, on a personal note, I hope all of you saw the message announcing my decision to transition from my role with the Institute beginning in I designed my transition plan so that I could remain with the Institute in 2015 to provide support and ensure continuity of operations in order to sustain the high performance of the Institute. It s been a privilege to lead the Institute for the past decade, and I look forward to working with you next year and beyond as we continue our efforts to increase diversity and eliminate disparities in care. Happy Holidays! Institute for Diversity in Health Management Regional Symposium Wednesday, March 4, 2015 Dallas The half day symposium will focus on building diversity in the workforce and feature a keynote speaker, panel discussion, and best practices and strategies from high-performing hospitals. To register, visit WHAT S INSIDE Bridges Profile: - page 2 Wayne Rawlins, M.D. Steptoe Group: Improving - page 3 Care for U.S. Veterans Support the Summer - page 4 Enrichment Program Deadline for Institute scholarships is Jan. 9 Jan. 9, 2015 is the deadline for minority graduate students to submit applications for the Institute for Diversity in Health Management s 2015 scholarships. The Institute administers three scholarships to students enrolled in graduate health care administration programs: The Cathy L. Brock Memorial Scholarship This scholarship, named in memory of Cathy L. Brock, former director of operations for the AHA s Health Research & Educational Trust, recognizes graduate student leaders who represent ethnically diverse cultural backgrounds. This scholarship is available to first- and second-year graduate students who are pursuing degrees in health care administration or a comparable degree, and who demonstrate an interest or commitment to a career in finance. Individuals must demonstrate financial need and have at least a 3.0 grade point average (GPA). The Elliott C. Roberts Scholarship This scholarship is named in honor of Elliott C. Roberts, Sr., one of the nation s leading public hospital administrators, and recognizes graduate student leaders. The scholarship is available to second-year graduate students who demonstrate a commitment to community service, excel academically (minimum 3.0 GPA), and demonstrate financial need. The Transamerica Retirement Solutions Leaders in Healthcare Scholarship This scholarship is available to first- and second-year graduate students pursuing degrees in health care administration or a comparable degree program. Individuals must demonstrate financial need, a commitment to community service and excel academically (minimum 3.0 GPA). This scholarship will be awarded to two candidates each year. More information about the scholarships, as well as applications, is available at

2 BRIDGES PROFILE Once a quarter, Bridges spotlights a health care executive who has made a significant contribution to advancing the careers of diverse individuals in health care management. Wayne Rawlins, M.D. Vice President and National Medical Director, Racial and Ethnic Equality Initiatives, Aetna What influenced your decision to enter health care? What other factors have shaped your career choices along the way? My father is a dentist, and he really instilled in me the value of service to others. I also have several family members and friends who were doctors, so as a child, I was surrounded by role models. I received my medical degree from the University of Connecticut in 1980, and I completed an internal medicine residency and chief residency at the University of Rochester in New York. Prior to joining Aetna in 1997, I was a physician manager with the Northeast Permanente Medical Group for 13 years, treating a wide variety of patients in a busy primary care practice. At Aetna, I have served in several senior clinical operational roles including head of business planning and reporting for national medical services and the regional medical director for Aetna s northeast region, providing access to health care services for more than two million members. I also have led initiatives on end-of-life care, services for veterans and cost-management. In my current role as vice president and national medical director of racial and ethnic equality initiatives, I lead a team that identifies health care disparities within Aetna s membership and the communities we serve. We conduct research within Aetna and with academic institutions to build programs and activities to improve access to culturally appropriate care and to decrease disparities. What s the greatest challenge you ve faced in your career? My biggest challenge was giving up clinical medicine and transitioning to an administrator role. I have a deep love for clinical medicine and taking care of patients. Part of my decision process was that, in a practice, I could take care of a few thousand patients at one time. But, at a major health plan, my practice becomes millions of patients. At Aetna, I have the ability to influence the quality and outcomes of many more patients, which has buoyed me during my career. How can health care embrace the leadership imperative to increase diversity among health care managers? Health care is going through a tectonic change that is affecting all of its stakeholders, including hospitals, physicians, insurers, employers and patients. The focus is changing toward service integration, quality outcomes and value with a goal of having a more workable and simpler health care system centered on consumers. Like many large-scale transitions, it won t be easy. But it will be worth it as we focus on things that will improve the health and wellness of our people and communities. Board Member, Institute for Diversity in Health Management Member, National Medical Association Member, American College of Physicians Member, American College of Physician Executives What advice would you give to racially and ethnically diverse individuals seeking to enter health care administration? First, I believe a career in health care is a good career. It is a critical space for people of diverse communities to be in. I tell people to build their personal brand based on their knowledge, skills and, most importantly, their integrity and values. Mentorship also is very important. When I talk about my medical experience, I tell people that I learned the knowledge in books and medical school. But I learned how to be a doctor and take care of patients by shadowing and working with senior physicians and people who were my mentors. What do you see as the health care field s greatest challenge in the coming years? In years, the minority community will become the majority population in the U.S. To meet the needs of this growing diverse population, it s critical that people in health care, and in any professional role, are able to see the world through that lens. Having people with different perspectives, viewpoints and cultural backgrounds allows you to have a much broader view of solutions to address the critical problems that we face. I think diversity and inclusion are the foundation to being able to get to those answers. In addition, diversity and inclusion strategies will be a business imperative for continued success going forward. 2 Institute thanks members who joined in 2014 The Institute thanks all of its member organizations for their continued support. In addition, we recognize the following organizations that joined the Institute in 2014: Alvernia University, Reading, PA Certification Commission for Healthcare Interpreters (CCHI), Washington, DC Cincinnati Children s Hospital Medical Center, Cincinnati, OH Community Health Plan of Washington, Seattle, WA CommUnityCare, Austin, TX Denver Health, Denver, CO Department of Health Management and Policy, University of Iowa, Iowa City, IA Gillette Children s Specialty Healthcare, St. Paul, MN H. Lee Moffitt Cancer Center and Research Institute, Tampa, FL Heywood Hospital, Gardner, MA Hospital for Special Surgery, New York, NY Mental Health Center of Denver, Denver, CO Middlesex Hospital, Middlesex, PA NCH Downtown Naples Hospital, Naples, FL North Shore-Long Island Jewish Health System (14 affiliates), Lake Success, NY Ohio Health (7 affiliates), Columbus, OH Opelousas General Health System, Opelousas, LA OrthoCarolina, Charlotte, NC Penn State Hershey Medical Center, Hershey, PA St. Louis Children s Hospital, St. Louis, MO Temple University Hospital, Philadelphia, PA Texas Institute for Surgery at Texas Health Presbyterian Dallas, Dallas, TX The Burks Companies, Inc., Atlanta, GA UC Riverside School of Medicine, Riverside, CA Washington State Hospital Association, Seattle, WA

3 Steptoe Group works to improve care for nation s veterans There are about 23 million military veterans in the U.S. and about 3 million active and reserve component service members. When you add in family members, there are about 75 million Americans or one quarter of the population with a direct connection to the military. Often, they face a substantial and unmet need for treatment of post-traumatic stress disorder, traumatic brain injury, and other mental, behavioral and physical health conditions. To help meet this unmet need, Ronald Steptoe, a U.S. Army veteran, cofounded the Steptoe Group. The company creates and implements a certified training system that targets military and veteran culture, cultural competency, and provider-patient communication in the military and veteran health care and supportive service communities. The firm s Warrior-Centric Health (WCH) program is the first accredited program to address the socio-cultural determinants of health in multiple generations of service members, veterans and their families. It equips providers with the knowledge to ask the right questions in order to accurately assess, diagnose, treat and support service members, veterans and their families. The WCH program is delivered in collaboration with its technology and education partners in a way that is conducive to and enhancing of adult learning such that we can yield better outcomes for the patient as well as behavior change for providers, said Evelyn Lewis, M.D., chief medical officer of the Steptoe Group and a U.S. Navy veteran. Partnerships. The Steptoe Group initially used the WCH program while working with the former Walter Reed Army Medical Center in Washington, D.C. Due to its success, the U.S. Army s Telemedicine & Advanced Technology Research Center supported the work of the Steptoe Group s implementation of the training at the Walter Reed National Military Medical Center in Bethesda, Md. and the Carl R. Darnall Medical Center in Ft. Hood, Texas. The training worked, said Steptoe, who is the group s chairman and CEO. The Steptoe Group also has worked with the Rutgers Robert Wood Johnson Medical School and Center for Healthy Families and Cultural Diversity in New Jersey to customize a training program for their faculty and medical and allied health students. The Warrior Centric Health program is excellent, extremely informative, and impactful, said Carol A. Terregino, M.D., senior associate dean for education at the medical school. It truly helped raise our collective awareness about the health-related needs of our veterans, military service personnel and their families. In November, nine health organizations from the Lehigh Valley, Lancaster, and Pocono and Bucks County area of Pennsylvania pledged their support for a local initiative, which was started by the Lehigh Valley Military Affairs Council (LVMAC), in which hospitals would use a standardized, patient-screening protocol to identify veterans when they first come in to receive care. The Hospital & Healthsystem Association of Pennsylvania plans to promote the model and veteran screening process throughout the state, and the Steptoe Group will provide the training. We are excited and very pleased to be partnering with the LVMAC to improve health care and supportive services for the vested interest of the nation s service members, retirees, veterans and their families, Steptoe said. Enhancing veterans care at private facilities. Both Steptoe and Lewis say a common misconception is that all veterans receive care at Department of Veterans Affairs (VA) facilities. However, statistics indicate that about 27 percent of veterans actually have registered with the 3 VA; therefore, a majority of veterans receive care at private health care facilities. To address ongoing problems at the VA, earlier this year Congress passed the Veterans Access, Choice, and Accountability Act of It created the Veterans Choice Program, which is a new, temporary benefit allowing some veterans to receive primary care, inpatient and outpatient specialty care and mental health care from non-va health care providers rather than waiting for a VA appointment or traveling to a VA facility. As hospitals and health systems strengthen efforts to improve population health and address community benefit requirements, both public and private health care systems will be major contributors to improving veterans health care and wellness, according to Steptoe. Work with the Institute. To help Institute members learn about the WCH program, Steptoe and Lewis conducted a webinar in In addition, earlier this year, the two presented at the Institute s National Leadership and Education Conference in Chicago. The Institute is engaged in a massive effort to address issue of health equity, said Steptoe. We are proud to work with the Institute because it recognizes that the military and veteran community is a vulnerable population and it needs to be a part of the health care disparity discussion. To watch a video of Steptoe from the conference, please visit com/bfbx2dj. For more information about the WCH program, visit Ronald J. Steptoe, chairman and CEO of the Steptoe Group, presented at the Institute s conference in June and discussed cultural competency awareness and training for military and veteran communities, as well as the disparities in access to care many veterans and their family members face.

4 IFD s internship program prepares future health care leaders By Fred Hobby As a graduate student in Florida, Roy Hawkins was one of the first participants in the Institute for Diversity in Health Management s (Institute) Summer Enrichment Program (SEP). Through the SEP, Hawkins secured internships at North Shore Medical Center in Miami and Baptist Health South Florida where he gained realworld experience in health care operations and found two mentors who were instrumental in his career. Two decades later, Hawkins is the deputy director of the James H. Haley Veterans Hospital and Clinics in Tampa, Fla., one of the nation s largest Department of Veterans Affairs health care systems serving more than 90,000 veterans. This summer, he mentored two SEP students at his organization. Both students were very professional, eager to learn and hard-working, said Hawkins, who also serves as the president and CEO of the National Association of Health Services Executives and a member of the Institute s board of directors. Throughout the internship they were exposed to several areas of health care administration, and they made a number of significant contributions to important initiatives taking place at the hospital. Both students were hired fulltime after their SEP internship. Since its inception in 1994, the Institute s SEP has provided a pathway to success for hundreds of minority health care professionals, and many now hold senior leadership positions. Each year, the program places promising minority graduate students pursuing advanced degrees in health care administration in 10-week internships at hospitals, medical centers, and other organizations for a unique, immersive internship. Experienced administrators serve as mentors providing support and career advice as well as critical and early-career connections. Main Line Health in Bryn Mwar, Pa., has hosted nearly two dozen SEP interns at its health system since I ve watched so many SEP students excel in their internships, move on to exciting employment opportunities, and begin distinguishing themselves in impressive careers in health care, says Main Line Health President and CEO Jack Lynch. It started with the opportunity to prove themselves and to make connections with established professionals in their field. Lynch also is a member of the Institute s board of directors and chaired the board in As part of the SEP, Institute staff screen student applicants and work closely with health care organizations participating in the program to match interns. More than 700 minority graduate students have participated in the SEP, and many former students now hold senior positions in health care organizations. Meridian Health in Neptune, N.J., has hosted three SEP interns in its diversity department. Before the internships begin, Meridian Health leaders come up with different opportunities for the students to experience many facets of the health system and work on various projects. They become a very valuable member of your team, says Wayne Boatwright, vice president of cultural diversity, and an Institute board member. Because of its positive experience with the SEP, Meridian Health now budgets to host an SEP intern each year. For Hawkins, this year s SEP students also helped him learn. He said students often shared information from their graduate studies and webinars that they attended and provided a fresh eyes approach to the organization. Hawkins encourages hospital and health system leaders to consider hosting an SEP intern in As a health care field, it is imperative that we prepare the next generation of leaders to ensure that equitable care is provided to all patients and communities, Hawkins said. Registration for SEP host sites is open. The Institute will match SEP students with host sites beginning in February. Internships generally will take place from June through August. For more information about the SEP, visit or contact Chris Biddle, Institute membership and education specialist at (312) or cbiddle@aha.org. Roy Hawkins (center), deputy director of the James H. Haley Veterans Hospital and Clinics, is pictured with Loubens Delice (left) and Rodney Suttles (right). Delice and Suttles were SEP interns this year and hired by the hospital after their internship.

5 Best in Class Hospitals from Latest Institute Survey The Institute for Diversity in Health Management is pleased to recognize health care organizations from across the country for their progress in increasing diversity and reducing disparities in care. Recognition is based on hospitals and health systems responses to the Institute s 2013 survey, Diversity and Disparities: A Benchmark Study of U.S. Hospitals. Best in class hospitals represent the top-performing hospitals within each category. Overall Crittenton Children s Center, Kansas City, MO Dayton Veterans Affairs Medical Center, Dayton, OH Florida Hospital, Orlando, FL Indiana University Health University Hospital, Indianapolis, IN Mercy Medical Center-Sioux City, IA Robert E. Bush Naval Hospital, Twentynine Palms, CA Addressing Disparities and Delivering Quality Care Dayton Veterans Affairs Medical Center, Dayton, OH Harris Health System, Houston, TX Mercy Medical Center-Sioux City Sunrise Hospital and Medical Center, Las Vegas, NV Veterans Affairs Southern Nevada Healthcare System, North Las Vegas, NV Washington DC Veterans Affairs Medical Center, Washington, DC Cultural Competency and Engaging Communities Christiana Care Health System, Newark, DE Cincinnati Children s Hospital Medical Center, Cincinnati, OH Dayton Veterans Affairs Medical Center, Dayton, OH Florida Hospital, Orlando, FL Homestead Hospital, Homestead, FL Indiana University Health University Hospital, Indianapolis, IN Kaiser Permanente Baldwin Park Medical Center, Baldwin Park, CA Louis Stokes Cleveland Veterans Affairs Medical Center, Cleveland, OH Memphis Veterans Affairs Medical Center, Memphis, TN MetroHealth Medical Center, Cleveland, OH Ohio State University Wexner Medical Center, Columbus, OH Robert E. Bush Naval Hospital, Twentynine Palms, CA Diversity in Leadership and Governance Homestead Hospital, Homestead, FL Jack C. Montgomery Veterans Affairs Medical Center, Muskogee, OK LibertyHealth-Jersey City Medical Center, Jersey City, NJ Mee Memorial Hospital, King City, CA Queen s Medical Center, Honolulu, HI Robert E. Bush Naval Hospital, Twentynine Palms, CA Texas Health Presbyterian Hospital Dallas, Dallas, TX Diversity Management and Strengthening the Workforce Bath Veterans Affairs Medical Center, Bath, NY Connecticut Valley Hospital, Middletown, CT Florida Hospital, Orlando, FL ICON Hospital, Humble, TX Iowa City Veterans Affairs Health Care System, Iowa City, IA Kaiser Permanente Anaheim Medical Center, Anaheim, CA Mercy Medical Center-Des Moines, Des Moines, IA Robert E. Bush Naval Hospital, Twentynine Palms, CA Robert Wood Johnson University Hospital, New Brunswick, NJ Sunrise Hospital and Medical Center, Las Vegas, NV Washington DC Veterans Affairs Medical Center, Washington, DC 5

6 Member value report shows Institute s work in 2014 In 2014, the Institute for Diversity in Health Management marked 20 years of expanding health care leadership opportunities for ethnically, culturally and racially diverse individuals and reducing disparities in care for patients. Throughout the year, we celebrated many of the Institute s accomplishments and honored the leaders, volunteers, partners and member organizations that have contributed to our success. At the same time, we know that we have more work to do on our journey to health equity. In our 2014 Member Value Report, you ll find just a few examples of educational programs, summer internships, professional development and leadership events, and many other services and resources the Institute has provided to members this year. You ll also see a recap of our 2014 National Leadership and Education Conference, and some of the results from Diversity and Disparities: A Benchmark Study of U.S. Hospitals in 2013, which we released earlier this year. In addition, we were delighted to offer our more than 900 members a four-fold increase in the past decade priority access to programs and special pricing. To view a copy of our 2014 Member Value Report, visit In 2015, the Institute will continue to enhance and improve the programs and services we provide to members. Building on the momentum generated at our 2014 National Leadership and Education Conference, the Institute will host a regional symposium in which hospital and health system leaders will share best practices and strategies for increasing diversity in health care leadership and eliminating disparities in care for patients. In addition, we ll continue with our popular Diversity Dialogue webinars and expand our digital footprint in order to better serve our members needs. Thank you for your strong support of the Institute in 2014, and for your support of our organization throughout the last 20 years. We look forward to your continued involvement in If you are not an Institute member, please visit for more information about how you can join. Symposium on Diversity and Disparities March 4, :00 11:30 a.m. Hilton Anatole Dallas 2201 N. Stemmons Freeway Dallas, TX The Institute for Diversity in Health Management presents a regional symposium designed to help health care leaders increase diversity in leadership and eliminate disparities in care at their organizations. The symposium will feature keynote speakers and health care leaders whose organizations were top performers in the Institute s most recent benchmarking survey. The symposium will cover topics including: 4 Cultural competency training 4 Language access strategies 4 Best practices for diversity in leadership and governance Limited space is available. Visit for more information and to register. 6

7 CDM fellowship begins fall session The third Institute for Diversity in Health Management Certificate in Diversity Management in Health Care (CDM) fellowship began its fall session Oct. 20 in Washington, D.C. The CDM program, facilitated in collaboration with Georgetown University s School of Continuing Studies and the American Leadership Council on Diversity in Healthcare, is a 12-month Fellows in the CDM program listen to one of their colleagues at the fall session in Washington, DC. program that includes online classes and on-site learning forums taught by some of the nation s leading hospitalbased diversity practitioners. The CDM program will provide diversity practitioners with tools and resources to develop and execute a system-wide diversity strategy. Throughout the program, participants will learn how to implement diversity-related provisions of the Affordable Care Act, develop a Health Disparities Dashboard, enhance the use of language services programs and use the National Standards for Culturally and Linguistically Appropriate Services (CLAS) in Health and Health Care. For more information, contact Craig Blassingame, Institute program and operations specialist, at (312) or at cblassingame@aha.org. Hospitals Making progress on HealtH Care Disparities Changing U.S. Demographics and the Impact of Health Care Disparities % Minority 54% Minority Longer hospital stays Avoidable hospital admissions and readmissions 2013 Diversity and Disparities Survey The survey highlights advancements made in cultural competency training, working with diverse patient populations and the collection of race, ethnicity and language (REaL) data. Disparities Impact 65% White 46% White More medical errors Over- or under-utilization of procedures For a copy of the full survey results, go to HPOE.org Increased Cultural Competency Training More Work Needed in Leadership Diversity Progress Toward Working with Diverse Patients Collection of REaL Data Is Increasing Staff Education 86% 81% Diversity Training 64% 60% 2013 Survey 2011 Survey % 14% 12% 12% Hospital Board Members Executive Leadership Positions 2013 Survey 2011 Survey 64% Collecting feedback from diverse patient populations. Up from 59% in % Translating health-related documents into different languages. Up from 80% in % Collecting patient language needs. Up from 61% in 2011 Race Ethnicity Primary Language 97% 94% 94% 87% 95% 90% 2013 Survey 2011 Survey 2014 Health Research & Educational Trust 7

8 NEWS BRIEFS Study: Hospitals improving both quality and equity of care U.S. acute care hospitals improved their performance on 17 quality measures for heart attack, heart failure and pneumonia care for white, black and Hispanic adults by 3.4 to 57.6 percentage points between 2005 and 2010, according to a study published Dec. 10 in the New England Journal of Medicine. The study examined the quality and equity of hospital care during the first six years after the start of the Hospital Inpatient Quality Reporting program. We found that national performance rates improved between 2005 and 2010 among white, black and Hispanic patients on all 17 measures tracked, the authors write. Moreover, we observed reductions in the number of process-of-care measures that differed according to race and ethnic group in 2010 as compared to 2005, and we found significant reductions in the magnitude of racial or ethnic differences on all process-of-care measures with adjusted differences that exceeded 5 percentage points in Akin Demehin, AHA senior associate director of policy, said hospitals are keenly focused on reducing disparities in care, and are encouraged by the progress demonstrated by the study. To view the study, visit Equity of Care Video Highlights Eliminating Health Care Disparities In a new video from the Equity of Care initiative, leaders from Institute member CHRISTUS Health provide an overview of the EOC initiative, including the importance of eliminating health care disparities and key action areas for eliminating these disparities. Action areas discussed include increasing the collection and use of race, ethnic and language preference data; increasing leadership and governance diversity; and providing culturally competent care. The video features Gene Woods, executive vice president and chief operating officer of CHRISTUS Health and chair of the AHA s Equity of Care committee, as well as Stephen Wright, president and CEO of CHRISTUS Health Louisiana. To view the video, visit Study: Patients from disadvantaged neighborhoods have higher readmission rates Medicare patients from socioeconomically disadvantaged neighborhoods are at increased risk for readmission to the hospital within 30 days of discharge, according to a study published this month in the Annals of Internal Medicine. The study looked at a sample of Medicare patients hospitalized for pneumonia, heart attack or congestive heart failure, the clinical conditions used to calculate Medicare readmissions penalties. Using the Area Deprivation Index, a composite measure of neighborhood socioeconomic disadvantage, it found that patients living in the most disadvantaged 15% of neighborhoods were more likely to be readmitted within 30 days. The use of the ADI to identify patients from the most severely disadvantaged neighborhoods Advertise in could be explored as an adjuster for the current Medicare readmissions measures; one that may avoid the limitations of personal socioeconomic indicators and better screen for readmission risk, the authors said. To view the study, visit Bonnie Panlasigui New CAO of Alameda Hospital Bonnie Panlasigui has been named chief administrative officer for Alameda Hospital in Oakland, Calif. Panlasigui will oversee Alameda Hospital and its award-winning Certified Primary Stroke Center, Creedon Center for Advanced Wound Care, Bay Area Bone and Joint Center, Waters Edge Skilled Nursing Facility and South Shore Convalescent Hospital. Previously the chief operating officer at Dupont Hospital in Ft. Wayne, Ind., Panlasiugi moderated the Women in Leadership panel discussion at the Institute for Diversity in Health Management s 2014 National Leadership Conference. As a Bridges advertiser, you will expose your brand to a broad network of progressive health care professionals, all of whom are committed to supporting the Institute s mission of stronger representation for minorities in hospital and health system management. We offer an affordable way to increase your organization s visibility. Bridges Advertising Rate Schedule Full-page advertisement: $550/issue ($1,900/year) Half-page advertisement: $350/issue ($1,100/year) Third-page advertisement: $230/issue ($700/year) Sixth-page advertisement: $150/issue ($500/year) 2015 Release Dates March June September December If you are interested in placing an ad in Bridges, please contact Pamela Janniere at (312) or pjanniere@aha.org. Advertisers are responsible for their own artwork, which must be submitted at least three weeks before the scheduled release date. 8