Hawai'i-Pacific Chapter
A quarterly e-newsletter for the Hawai'i Pacific Chapter of ACHE Summer 2019 Vol. 2
In This Issue
Messages from Chapter Leadership
Message from the Regent
Message from the Chapter President
Articles of Interest
The Magic of Interprofessional Collaboration
Change and Readiness in the Military Health System
ACHE Chapter Awards
2019 Chapter Management Awards
Calendars and Recent Events
Chapter Leaders Reception & Mongolian BBQ at the Historic Hickam Officer's Club
Photo Gallery: Hickam Hospital Circa 1940-1941 & Chapter Leaders Reception at the Historic Hickam Officer's Club
Calendar of Events
Calendar of Educational Events
News & Committee Updates
News from the Education Committee
News from the Guam Local Program Chapter
Student Corner
Membership Report: New Fellows, Members, and Recertified Fellows
ACHE Resources
ACHE National News
Career Corner
Disclaimers/Sponsors
Ensure delivery of Chapter E-newsletter (Disclaimer)
Thank you to all our Sponsors
Newsletter Tools
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Poll
As a healthcare executive, what topic are you most interested in learning about from Plastics Hawaii?
Beach clean ups
Community health impact of plastic
Environmental impact of plastic
Role of healthcare in environmental stewardship
CHAPTER OFFICERS

   

 

REGENT
Gidget Ruscetta, BSN, MBA, FACHE
gidget.ruscetta@palimomi.org

PRESIDENT
Darlena Chadwick, MSN, MBA, FACHE
dchadwick@queens.org

PRESIDENT-ELECT
Andrew Giles, MBA
andrew.t.giles@kp.org


IMMEDIATE PAST PRESIDENT
Micah Ewing, MBA, FACHE 
micah.ewing@hawaiipacifichealth.org


CHAIR, GUAM LOCAL COUNCIL
Geojun Wu
wugeojun@gmail.com


TREASURER
Suzie So-Miyahira, MPH, MBA
suzie.so-miyahira@kapiolani.org

SECRETARY
Emiline LaWall, MA
emiline.lawall@hawaiipacifichealth.org


STUDENT REPRESENTATIVE
Rachelle Gallegos
rachelleg.0128@gmail.com

PHYSICIAN EXECUTIVE
James C. Lin, MD
jclin@hawaiipacifichealth.org

MILITARY REPRESENTATIVE
Col Kara Gormont, BSN, HSMP-MHA, FACHE
gormont1@yahoo.com

DIRECTORS

Travis Clegg, FACHE, MBA
travis.clegg@ah.org 

Josh Carpenter
josh.carpenter@trane.com

Nick Hughey, RN, MBA, FACHE
nhughey@wcchc.com

Laura Bonilla, BSN, MA, FACHE
laurab@kapiolani.org

Robyn Polinar
robyn.polinar@gmail.com

Carolyn Voulgaridis, JD
carolynvoulgaridis@gmail.com

Robert Diaz, FACHE
robert.d.diaz@kp.org


COMMITTEE CHAIRS

Miguel Guevara, CMRP | Audit
miguel.guevara@af.af.mil

Sally Belles, MBA-HCM, RDN, CDE | Communications
sally.belles@hawaiihealthpartners.org

Jerome Flores | Education
JeromeF@maunalani.org

Andrew Giles, MBA | Membership
Andrew.T.Giles@kp.org

Miguel Guevara, CMRP | Nominating
miguel.guevara@af.af.mil 

Micah Ewing, MBA, FACHE | Sponsorship
micah.ewing@hawaiipacifichealth.org

Articles of Interest
Change and Readiness in the Military Health System
Col Kara Gormont, USAF, MSC

All healthcare organizations are subject to regulations, oversight, compliance, cost constraints, patient satisfaction scores, and a multitude of other pressures that inform choices and impact bottom-line resourcing decisions. The Military Health System (MHS) has all of those pressing concerns and one additional impact that supersedes all others; readiness.

What does 'readiness' mean? Readiness for the MHS can mean a lot of different things depending on who you ask, but one thing that rings true for all is that every MHS medical professional needs to be ready to respond to our nation's needs to the full scope of their clinical ability. Unfortunately, our current system does not always deliver on that requirement.

Our direct care system is comprised of 120,000 employees, 55 hospitals, and 300 clinics, and a partnership with a purchased care system which delivers care to 9.6 million beneficiaries across the world (Burns, 2016). The 'direct care' is delivered through utilizing Army, Navy, and Air Force personnel assets. These three military services all have their own headquarters, formulate their own strategic priorities, make purchases, and deliver products and services through their own structures. The Senate MHS Reform overview noted that the MHS was "designed decades ago, and over time has emphasized delivery of peacetime healthcare at the expense of strengthening operational medical force readiness (Senate MHS Reform Overview)."  Currently, there is very little collaboration, economies of scale, joint oversight, and partnership amongst the services.

That structure leads to fragmentation of care, inefficiencies, and stove piping. Focusing on delivering the benefit, has led to many small Primary Care Medical Homes established throughout the world. This outpatient focus compounds the problem of providing ready medical forces.  Active duty military members spend a good portion of their career in these outpatient platforms. As you can imagine, outpatient medicine does not keep you practicing at the full scope you would need to deliver care in a warzone. Sometimes this focus on benefit delivery, can cloud our focus of preparing Airmen to remain resilient, improve health, and even in some cases deploy. The missions of delivering the TRICARE benefit, providing 'ready medical' Airmen while also ensuring 'medically ready' Airmen are not always easily balanced. In the past the MHS has had difficulty balancing these missions.

The National Defense Authorization Act of 2017 (NDAA 2017) is like a cattle prod from Congress to fix our system and focus our efforts. If you work in healthcare you have heard of transformational change. But there are few systems as large as the MHS, who have been charged with completely overhauling a system as complex as this in less than six years. The entire system will be realigned under the Defense Health Agency (DHA) no later than 2022, although there is action to move that up by the fall of 2020. Through a singular organizational structure, the DHA will integrate all medical services. This will be done through streamlining, integrating, focusing on quality, access, affordability, and readiness. The need for reform is significant, the annual appropriations for the MHS is $50 billion a year and is roughly 10% of the entire Department of Defense budget.

The stakes of getting the new system right are high. We must make wide sweeping reform to provide those who have, and are, currently serving our nation's needs. Not only must we deliver a health benefit that is patient centered, holistic, and effective; we also must get 'readiness' right. We must be able to prepare 'medically ready' military members who will protect our nation's interests. Further, we must provide 'ready medical' personnel who can take care of those military members as they protect our nation. The MHS leaders in Hawaii are ready for these challenges. We are ready to work together to enhance medical care to our beneficiaries, streamline processes to improve efficiencies, while driving down costs. We are ready, now more than ever, to collaborate with our civilian counterparts on ways to do all of those things more effectively.

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