- Raising the Standard of Care Through Data-Driven Decisions
- Matching Patient Demand for Mental Health
- Monthly Membership Perk
Clarifying Stress to Regain a Passion for Work - ACHE Requests Your Input on the 2026–2028 Strategic Plan
- Apply to Become a Baldrige Fellow
Raising the Standard of Care Through Data-Driven Decisions
National Healthcare Quality Week, Oct. 19–25, shines a light on the vital role healthcare quality professionals play in advancing care. Their expertise improves safety, strengthens patient experience and ensures that patients and communities receive care that is both effective and compassionate. This week is not just about celebration, it is also about reflection on how to continue raising the bar for quality everywhere.
One of the most powerful ways organizations are achieving this is through connected data. When information such as patient experience data, provider performance and risk analytics are connected with best practices and policies, opportunities to improve are captured.
By breaking down these silos of information and enabling data-driven decision making, healthcare systems can act faster, reduce risk and improve both patient and provider outcomes. Leaders gain a clearer view of trends, front-line teams can respond with confidence and organizations can align resources more effectively to anticipate challenges before they escalate.
This shift can transform the way care is delivered. Instead of relying on fragmented insights or reactive fixes, health systems can proactively design safer, more reliable operations. Patients benefit from more consistent, transparent care. Providers benefit from streamlined processes and a culture that supports excellence.
As we celebrate National Healthcare Quality Week, one message is clear: Connected data empowers healthcare organizations to raise the standard of care everywhere.
RLDatix, an ACHE Premier Corporate Partner, provided the content above.
Matching Patient Demand for Mental Health
Today, more people are talking about their mental health, asking questions and seeking treatment—even as access to timely mental health care and support remains challenging for patients across the country. In her article “Redefining Mental Health Care Through Innovative, Personalized Support” in the current issue of the Journal of Healthcare Management, Andrea Walsh, president and CEO, HealthPartners, discusses her organization’s innovative approaches to mental health—emphasizing rapid access programs, digital interventions and comprehensive case management services.
Walsh says now that more people are seeking treatment, she wants to ensure that care remains accessible, effective and affordable. She advises that creating access to care must be a shared priority among providers and payers. “Now that we’re seeing encouraging signs of progress in reducing the stigma associated with mental health conditions, we must not fail those who show the courage to seek help,” she says.
Also in this issue, a research article by Joe M. Ricks, PhD, professor, Xavier University of Louisiana, New Orleans; McDowell Porter III, PhD, associate professor, California State University, Fresno; and Elyria Kemp, PhD, professor, University of New Orleans, examines why African Americans remain underrepresented in clinical trials, a phenomenon that exacerbates health disparities. Their study reveals significant barriers, such as mistrust and risk perceptions, particularly among women and those with lower education levels.
Read more in the September/October issue of the Journal of Healthcare Management.
Monthly Membership Perk
Clarifying Stress to Regain a Passion for Work
Preventing Burnout is a practical guide to help healthcare leaders identify common underlying stressors that contribute to employee burnout. It offers methods for improving the work environment and strategies for evaluating interventions. Halbesleben understands that stress is experienced differently by everyone, and he seeks to provide leaders with a way for staff to regain a sense of passion for their work.
Chapter four, “Measuring Stress, Burnout, and Engagement,” offers mechanisms for measuring stress and assessing employee engagement, and the author provides guidelines for their use. The chapter is available free to ACHE members. Please enjoy October’s Membership Perk, and thank you for being a part of the ACHE community.
ACHE Requests Your Input on the 2026–2028 Strategic Plan
The ACHE Board of Governors annually examines the Strategic Plan with a continuing focus on meeting the evolving needs of our members and the healthcare field. In 2024, the Board engaged in a “deep dive process” with The Chartis Group LLC to create a new Strategic Plan, and the 2025–2027 Strategic Plan launched in January of this year.
The ACHE 2025–2027 Strategic Plan and Map focuses on the organization’s efforts in the following areas: to advance and innovate health for all; grow and strengthen the professional community of healthcare leaders while providing value nationally and locally; and expand ACHE’s reach and impact by helping leaders reach their highest potential.
During its June strategy retreat, the Board affirmed the current plan’s direction and relevance. One modification was made to clarify ACHE’s role as a “catalyst” to advance innovations and build momentum toward safe, equitable care.
The Board also reviewed ACHE’s vision, mission and values. While they did affirm the relevancy of the vision and mission, the Board believed ACHE’s value of “Diversity and Inclusion” could evolve to reflect the organization’s strong commitment while also acknowledging the current environment. The Board recommends the value of ‘Community” in which ACHE fosters engagement and learning and a community of belonging where each of us and all of us are respected and celebrated.
If you would like to provide feedback on the draft 2026–2028 Strategic Plan, send your thoughts, comments and ideas for improvement to the ACHE Executive Office at strategicplan@ache.org. The deadline for comments is Nov. 7.
Apply to Become a Baldrige Fellow
Applications are now being accepted for the Baldrige Executive Fellows Program—a one-year, nationally ranked leadership development training experience for direct reports to the most senior leaders in an organization or business unit. The program prepares elite rising senior executives to become impactful leaders with a broad perspective on achieving performance excellence, attaining sustainability and stimulating innovation.
Learn more about the Baldrige Fellows Program. The application deadline is Dec. 13.