Hawai'i-Pacific Chapter of ACHE
A quarterly e-newsletter for the Hawai'i-Pacific Chapter of ACHE Summer 2021
In This Issue
Messages from Chapter Leadership
Message from the Regent
Message from the Chapter President
Article of Interest
Leading Growth in Lean Times
News & Committee Updates
News from the Education Committee
Membership Report: New Fellows, Members, and Recertified Fellows
Career and Leadership
Ask an Exec!
Member Spotlight: Colonel Michael Foutch
Member Spotlight: Cheryl Kozai, MBA, BSN, RN, FACHE
ACHE National News
Connect With Your Peers
Healthcare Consultants Forum Member Directory: Connecting Executives to Consultants
Forum on Advances in Healthcare Management Research
2021 Premier Corporate Partners
Calendars and Recent Events
Calendar of Events
Calendar of Educational Events
ACHE Resources
Career Corner
Board of Governors Exam at Pearson VUE Testing Centers
Access Complimentary Resources for the Board of Governors Exam
Disclaimers/Sponsors
Ensure delivery of Chapter E-newsletter (Disclaimer)
Thank you to all our Sponsors
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CHAPTER OFFICERS

   

 

REGENT
Micah Ewing, MBA, FACHE
micah.ewing@hawaiipacifichealth.org

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

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

PRESIDENT-ELECT
Travis Clegg, MBA, FACHE
travis.clegg@straub.net


IMMEDIATE PAST PRESIDENT

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


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


TREASURER
Kenny Morris
kenneth.morris@stryker.com

SECRETARY
Sally Belles
sbelles@queens.org

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

MILITARY REPRESENTATIVE
Com Stephanie Ku
stephanie.s.ku.mil@mail.mil

DIRECTORS

Suzanne Asaro
asarosk@ah.org

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

Josh Carpenter
josh.carpenter@trane.com

Cheryl Kozai
cheryl.kozai@hphmg.org

Col Michael D. Foutch
michael.d.foutch.mil@mail.mil

Robyn Polinar
robyn.polinar@kapiolani.org

Carolyn Voulgaridis, JD, RN
carolynvoulgaridis@gmail.com


COMMITTEE CHAIRS

Glenn Kawabata | Communications
glenn.kawabata@straub.net

Jessica Niles | Communications
jessica.niles@straub.net

Jackie Kim | Diversity

Eunice Park | Diversity

Kristen Croom | Education
kcroom@queens.org

Jackie Kim | Education

Travis Clegg, MBA, FACHE | Membership
travis.clegg@straub.net

Nash Witten, MD | Membership
witten@hawaii.edu

Travis Clegg, MBA, FACHE | Nominating
travis.clegg@straub.net

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

Aaron Predum | Sponsorship
aaron.predum@hawaiipacifichealth.org


Article of Interest
Leading Growth in Lean Times

There is no doubt the pandemic has challenged even the strongest hospitals and health systems, exhausting staff, destabilizing finances and putting growth plans firmly on the back burner.

Though McLaren St. Luke’s is not immune to these challenges, the 300-bed community hospital is also primed for growth. With strong quality outcomes, engaged employees and tremendous community support, St. Luke’s has served the growing Toledo, Ohio, suburb of Maumee for more than 100 years.

In August, the hospital was acquired by McLaren Health Care, an integrated health system with 15 hospitals and health plan operations across three states. The partnership provides additional resources to support the hospital’s long-held vision of expanding services to allow more people to receive care close to home. By seeking out partnerships with small, independent hospitals and large physician groups, McLaren St. Luke’s senior leadership is working to expand services to fill unmet community needs in a fiscally responsible manner.


People First
A hospital’s success for achieving growth in uncertain times hinges on its ability to earn and maintain the trust and support of its employees and physicians. This is even more important during the pandemic, as caregivers make significant sacrifices to care for patients and one another.

Employees and physicians need to know that the administration is in their corner and that growth will not come at their expense. Clear and decisive leadership communication builds consensus quickly and shares not only the organization’s broader vision but also a road map for getting there. McLaren St. Luke’s values empowering leaders and using their knowledge to form a complete picture that allows leadership to make informed decisions and effectively communicate with their teams as they navigate uncharted waters.

Clinical Excellence as a Cornerstone
While it may not be a typical growth strategy, McLaren St. Luke’s is making the standardization of clinical practices a cornerstone of its expansion plans. Anchored by the belief that adherence to evidence-based protocols produces better outcomes, the hospital is pursuing several important designations to support staff in their efforts to deliver a higher level of care, safely and reliably.

In addition to becoming one of only 13 hospitals across the country to earn certification from DNV GL Healthcare as a Primary Plus Stroke Center, McLaren St. Luke’s will be pursuing national verification of its trauma program from the American College of Surgeons. These certifications ensure caregivers have received rigorous training in care protocols proven to yield the best patient outcomes. Our leadership team regards these designations as not just an opportunity to expand key service lines but, more importantly, an opportunity to strengthen core competencies to meet vital and often time-sensitive patient needs.

Responsibly Meeting Community Needs
As part of McLaren Health Care, McLaren St. Luke’s now has the ability to leverage the system’s collective size and scale to reduce expenses and improve efficiencies. This allows the hospital to achieve greater purchasing power, improve supply chain operations and add technology.

These advantages cannot be underestimated in today’s environment, but looking beyond the balance sheet to achieve growth amid limited resources is a wise strategy. For McLaren St. Luke’s, that means a focus on enhancing (not duplicating) services that already exist in the market. By seeking out partnerships with small, independent hospitals and large physician groups, McLaren St. Luke’s senior leadership is working to expand services to fill unmet community needs in a fiscally responsible manner.

For example, the hospital is leveraging clinical resources available through the McLaren Health Care network to explore adding of needed oncology services and rebuilding its cardiovascular program. Though no organization can be everything to everyone, concentrating expansion efforts in areas where McLaren St. Luke’s can add clinical value allows the hospital’s leadership team to make the most of limited resources.

As the pandemic tests the limits of many organizations, the crisis does not have to be a deterrent for growth. With a strong vision and a commitment to the fundamentals, McLaren St. Luke’s is seizing this moment to execute strategic growth opportunities and find new ways to fulfill its mission.

--Adapted from “Leading Growth in Lean Times,”Healthcare Executive, Jennifer Montgomery, RN, FACHE, president and CEO, McLaren St. Luke’s, Maumee, Ohio.

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