Hawai'i-Pacific Chapter of ACHE
A quarterly e-newsletter for the Hawai'i-Pacific Chapter of ACHE Winter 2020 Vol. 4
In This Issue
Messages from Chapter Leadership
Message from the Regent
Message from the Chapter President
Articles of Interest
The Unexpected Side Effect of COVID-19: Collaboration
Hope In Action
Career and Leadership
Ask an Exec!
Member Spotlight
News & Committee Updates
News from the Education Committee
Membership Report: New Fellows, Members, and Recertified Fellows
Student Corner
Maintaining Educational Momentum during the Pandemic
ACHE Hawai'i-Pacific 2020 Diversity Analysis
Addressing Healthcare Disparities
ACHE National News
ACHE National News
COVID-19 Resources
Board of Governors Exam at Pearson VUE Testing Centers
Calendars and Recent Events
Calendar of Events
Calendar of Educational Events
ACHE Resources
Career Corner
Access Complimentary Resources for the Board of Governors Exam
Ensure delivery of Chapter E-newsletter (Disclaimer)
Thank you to all our Sponsors
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As a healthcare leader, what is your biggest concern for 2021?
Adequate supply chain
Healthcare system overload
Healthcare transitions post-COVID
Staff morale
Sufficient COVID vaccine adoption
Unexpected financial burden



Gidget Ruscetta, BSN, MBA, FACHE

Andrew Giles, MBA, FACHE

Travis Clegg, MBA, FACHE


Darlena Chadwick, MSN, MBA, FACHE 

Geojun Wu

Kenny Morris

Sally Belles

Rachelle Gallegos

James C. Lin, MD

Com Stephanie Ku


Josh Carpenter

Nick Hughey, RN, MBA, FACHE

Laura Bonilla, BSN, MA, FACHE

Robyn Polinar

Carolyn Voulgaridis, JD

Robert Diaz, FACHE


Miguel Guevara, CMRP | Audit

Glenn Kawabata | Communications

Maj Jackie Lou E. Kim, USAF | Diversity

Kristen Croom | Education

Travis Clegg, FACHE, MBA | Membership

Travis Clegg, FACHE, MBA | Nominating

Micah Ewing, MBA, FACHE | Sponsorship

Career and Leadership
Ask an Exec!
Jessica Niles, RN-C

This month, Straub Medical Center Vice-President for Patient Services and Chief Nurse Executive Andrew Moats took time to share insights into his background and approach to leadership, and some words of advice.

Q1: Describe for us your unique path to leadership.

I started my career as a floor nurse on a medical surgical unit at Straub. I also worked in other areas, experiencing a range of different patient populations and shift types. After a few years I was asked to take on the role of temporary supervisor for the 4th, 5th and 6th floors. I hesitantly took that position, eventually becoming permanent supervisor, and found that I loved it. While in that role, when managers took vacations I would fill in for them on their units. I then became manager of the 6th floor and spent several years working as manager of medical surgical units. During that time, I enrolled in the UH Executive Program in Nursing Administration and got my Master’s Degree. I was then promoted to Director of Hospital Operations. In that role I oversaw a variety of different departments – inpatient, ancillary, and some outpatient areas. After our CNE left, I was named temporary CNE in addition to Director of Hospital Operations for about a year, and became permanent in both roles for a year after that. This summer I was promoted to Vice President of Patient Services and permanent Chief Nurse Executive.

Q2: Who or what influenced your leadership style?

I’ve been fortunate to have had the opportunity to work with great leaders and see their leadership style – how people interact with them, what they do that makes them effective. I try to take characteristics that I think work and emulate that in what I do. Probably the one primary characteristic I’ve learned and observed is that if you put the patient and their care first and use that as your frame of reference it usually makes decision making easier.

Q3: What was an important early leadership lesson for you?

Probably what I learned being a nursing supervisor. One of the things I learned early on is that staff appreciate transparency, treating people fairly, and taking ownership for what occurs. As a leader you need to understand the rationale for decisions made so it can be effectively explained to staff. Your staff need to see that you are confident in your decision and believe it’s truly the right decision for the organization. It’s important to be aligned with your organizational leadership team and be able to communicate things that you genuinely believe in and that are in the best interest of the patients.

Q4: What are some things you've done in terms of influencing your facility and organization's culture?

I think it’s really making sure that I’m acting in a way that promotes the culture I want everyone else to emulate. I think staff look to leadership, managers, and directors to set the tone for the organization. I always have to remember that when I’m walking around in the halls, in the cafeteria, or talking to patients; the culture that I project is observed and a great culture in an organization starts from the top. If people see me not doing what I speak to, I won’t come across as genuine.

Q5: What advice would you give to those looking to advance in the area of health care administration and leadership?

Let your leaders know that you’re interested in advancing, and be willing to take risks with new positions. As opportunities arise, jump at the chance. Have the mindset that other people may see your potential more than you see it in yourself. Be willing to take a leap of faith, and do your best with whatever you’re given.

Mahalo, Andrew, for sharing your story and thoughts with us!

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