Hawaii - Pacific Chapter of ACHE

Spring 2017

Messages from Chapter Leadership

Message from your ACHE Regent, Spring 2017

Jen Chahanovich, FACHE

Help me welcome the incoming Chapter President for 2017 – Nicholas Hughey, FACHE. .

Happy New Year and Welcome to 2017! 

I’d like to thank Art W. Gladstone, RN, FACHE for his leadership in 2016 as the Chapter President. Art and the board did an outstanding job moving the chapter forward with educational programs, networking events and the opportunity for Face-to-Face credits. 

Help me welcome the incoming chapter president for 2017 – Nicholas Hughey, FACHE. Nick is the COO at Waianae Coast Comprehensive Health Center and has been dedicated to our local chapter for many years. You can expect another great year of programs and networking opportunities for our members under Nick’s leadership.

There will be a Hawai‘i Cluster program September 11-14, 2017 with two sessions at the Hyatt Regency Waikiki with up to 12 Face-to-Face credits.

Sept. 11-12 | Session 1 - Behavior Smarts: Increasing Healthcare Leadership Performance
Sept. 13-14 | Session 2 - Culture: The Force Behind Strategy

 

My contact information is listed below – call or email anytime.

Jen H. Chahanovich, FACHE
Regent for Hawaii/Pacific

Wilcox Medical Center
President & CEO
Office:  (808) 245-1122
Cell:     (808) 524-6644
Jen.chahanovich@wilcoxhealth.org

Message from the Chapter President, Spring 2017

Nick Hughey RN, MBA, FACHE

Healthcare administration is a dynamic and ever changing set of skills and acumen.  ACHE and our chapter provide incredible education and networking opportunities.

Aloha Hawai‘i-Pacific Chapter Members,

First, Many Mahalos for your membership and support of the Hawaii-Pacific Chapter.

Also congratulations to each of you, for investing in your professional development and education. 

Healthcare administration is a dynamic and ever changing set of skills and acumen. ACHE and our chapter provide incredible education and networking opportunities. For all of our new members we hope you were able to attend our new member breakfast on March 15, 2017.

Our spring social mixer is scheduled for April 18, 2017. This is a great event to bring persons interested in possibly joining ACHE and always tremendous networking opportunity and a lot of fun!

On the education front, we have a variety of activities scheduled for the upcoming year:

• ACHE will be hosting their annual presentation at the Hawaii HFMA Conference on April 20, 2017 from 12pm-1pm.

• The Hawaii-Pacific Chapter will be hosting our Annual Member Breakfast which will be held at the Hawaii Prince Hotel on July 18, 2017 from 7am-8:30am.

• ACHE’s Hawaii cluster will be held from Sept 11-14, 2017 at the Hyatt Regency Waikiki Beach.

***Many more details will be communicated as these events approach***

As we are all aware, there are a lot of changes coming to the healthcare landscape. The Hawai‘i-Pacific Chapter will continue to develop and present educational opportunities to stay abreast of the current trends.

Thank you for your commitment to healthcare in Hawai‘i, and I look forward to collaborating with all of you to strengthen the Hawai‘i-Pacific Chapter in 2017!

Mahalo,

Nicholas Hughey, RN, MBA, FACHE
President for Hawai‘i-Pacific Chapter of ACHE

Waianae Coast Comprehensive Health Center
Chief Operating Officer
Office: (808) 697-3516  
Fax:    (808) 697-3687
nhughey@wcchc.com

 

Recent Events

2017 Annual New Member Breakfast

Emiline LaWall, Communications Committee

We were pleased to welcome twelve new members during our Annual "New Member Breakfast" held on March 15th.

We recently hosted our second annual "New Member Breakfast" on Wednesday, March 15 at Hawaii Pacific Health's Administrative Offices located in the First Insurance Center building in downtown Honolulu. We were pleased to welcome twelve new members who serve in various hospital systems throughout the state.

 

Board representatives and new members posed for a group picture following the breakfast.

Thank you to all who attended!

The ice-breaker for the event was a simple, but engaging question, "Why  did you enter healthcare industry?"  For some, it was due to a personal or family-related healthcare experience. Others were excited about how the dynamic nature of healthcare presented consistent opportunities for personal and professional growth. It was abundantly clear that everyone-- regardless of whether his or her role was inherently clinical or administrative -- felt called to provide optimal patient care to Hawaii residents.

Nick Hughey (Current President) and Micah Ewing (President-Elect and Membership Chair) and held a short orientation for the attendees. They highlighted our consistent increase in chapter membership. We now have over 250 active members!

Following the orientation, Nick and Micah opened the floor to the other board members to discuss their respective roles and introduce various chapter committees, including: education, sponsorship, communications, and membership (among others).

Our committees are always in need of more volunteers! It is one of the easiest ways to become (and remain) connected with your fellow ACHE members. If you are interested in committee participation, please look to the bottom left hand corner of the screen for our various points-of-contact.

Not sure which committee you'd like to join? Email us at hawaii@achemail.net and we will happily provide you with a general overview of each committee's roles and responsibilities to further your decision process.

I would like to thank those who participated in the breakfast who made the event a success. Thank you also to our board members who helped to organize the event, and Hawaii Pacific Health for hosting!

We hope to see you at our Spring Social Mixer on April 18 at Amuse Wine Bar.

 

 


Original Articles By ACHE Members

Taking Action to Reduce Health Care Disparities

Selma Yamamoto, Pharm.D, BCPS, MBA

Continuous societal and healthcare organizational efforts are needed to address existing inequities.  Leaders in healthcare are uniquely positioned to advance efforts to achieve health equity goals.

Health systems and hospitals are leading the way in many communities by addressing health care disparities in order to provide equitable care to every person in every community.1 The Centers for Disease Control and Prevention defines heath equity as a state that is achieved when every person has the opportunity to “attain his or her full health potential.”4 Key elements of the framework to guide healthcare leaders include4: make health equity a strategic priority, establish a governance structure and processes around health equity and provide resources to support health equity initiatives, deploy specific strategies to address the multiple determinants of health on which healthcare organizations can have a direct impact (socioeconomic status, physical environment, health behaviors and healthcare services). 

How does a health system or hospital begin to address health care disparities? A suggestion is to begin with this brief Health Equity Self-Assessment4:

  • Is health equity a strategic priority for our organization?  Why or why not?
  • Does our organization have the internal governance structure to make progress on this work?
  • What data do we have on race/ethnicity and primary spoken language, and what is the quality of that data?
  • Have we developed a standard process for collecting this data?  Do we use these data to identify disparities?
  • How are we using disparity data? Are we using the data to drive quality improvement work?
  • Do quality improvement efforts focus first on how better to meet the needs of disadvantaged populations?
  • Do we consider the resources available to underserved populations in the design of quality improvement initiatives (e.g. will patients be able to afford medications; are their language and/or transportation barriers to care that need to be considered)?
  • Do we have a primary care system that is committed to closing disparity gaps?  What health disparity gaps are we trying to close with better primary care?
  • Do we provide training for staff to help them identify equity and disparity gaps in the organization in order to decrease structural racism (defined by the Aspen Institute as “a system in which public policies, institutional practices, cultural representations and other norms work in various, often reinforcing ways, to perpetuate racial group inequity”)?

In 2015, the Institute for Diversity in Health Management, an affiliate of the American Hospital Association (AHA), commissioned the AHA’s Health Research and Educational Trust (HRET) to conduct a national survey of hospitals and health systems to quantify the actions that they are taking to reduce health care disparities and promote diversity in leadership and governance. Collected through a national survey, there was a 17.1% response rate from the 6,338 hospitals who were mailed the survey. The 32% minorities in the patient population was similar to the 37% minority of the US population reported in other national surveys.3 

American Hospital Association launched the #123forEquity Pledge in 2015 with over 1,100 organizations pledging. Three hospitals from Hawaii (Healthcare Association of Hawaii, Kona Community Hospital and Kaiser Permanente Medical Center) pledged to begin taking specific actions in the next year to eliminate disparities in care.  Resources include toolkits with best practices and strategies for achieving success and webinars featuring hospitals and health systems leaders. More information on this pledge is available at http://www.equityofcare.org/

What have other health care systems or hospitals done to address disparities? NYU Lutheran in Southwest Brooklyn has:

  • Partnered with faith-based and community-based organizations, as well as other groups in an effort to reduce health care disparities for the diverse communities it serves. Southwest Brooklyn is becoming increasingly diverse with a predominant Hispanic population, along with Chinese and Arab-American communities. Together they developed a successful asthma program, targeting Latinos who regularly used the emergency department for asthma treatment. The program focused on Spanish-speaking home health care providers and educators who monitored medication usage and taught patients how to manage asthma in their home environment. So successful, this program dramatically decreased emergency room utilization and there is no longer a need for the program.
  • Onsite a mosque, Sabbath elevators, and an interfaith chapel.  They serve Kosher, Halal and Chinese meals throughout the system and provide patient guides in Spanish, Chinese, Russian, and Arabic along with English. Staff, physicians and community organizations partner for input and fundraising for all these initiatives.
  • Taken cultural competency as a core function in terms of equity care efforts. Cultural competency training starts at new employee orientation with additional training for nursing, physicians, house staff and medical students. Topics include Latino and Chinese values and health beliefs, Ramadan, homelessness, mental health, palliative care, domestic violence, working with Muslim families and many others.5 

Richard Pollack, President and CEO of the American Hospital Association in 2015 recommended the following priorities1: increasing the collection and use of race, ethnicity, language preference and other characteristic data and applying them to care improvement efforts; increasing cultural competency training for employees so they are prepared to address unique cultural and linguistic factors and increasing diversity in hospital leadership and governance to reflect the communities served.

Together, healthcare and community organizations can make an impact in diminishing health care disparities. 

References:
1. Pollack, R. J.; Working to End Health Care Disparities; American Hospital Association Message in The Wall Street Journal; May 2, 2015.  
2. http://www.equityofcare.org/pledge/index.shtml
3. Institute for Diversity in Health Management and Health Research and Educational Trust; Diversity and Disparities – A Benchmarking Study of US Hospitals in 2015. 
4. Laderman, M and Whittington, J.; A Framework for Improving Health Equity; Healthcare Executive; May-June 2016; pg 82-85.
5. American Hospital Association; Diversity in Health Care: Examples From the Field; July 2015. 
6. Wyatt R, Laderman M, Botwinick L, Mate K, Whittington J. Achieving Health Equity: A Guide for Health Care Organizations. IHI White Paper. Cambridge, Massachusetts: Institute for Healthcare Improvement; 2016. (Available at ihi.org)

Turning Insight into Action: The future of data driven decision-making

Ms. Kelly Wheeler, Process Improvement Specialist, Army Regional Health Command-Pacific

Analytics competencies and big data provide the necessary insight needed to guide healthcare leaders to perform data driven decision making (D3M), that when coupled with deliberate process improvement yields improved quality, desired outcomes, and increased value.

The views expressed in this article are those of the author and do not reflect the official policy or position of the Department of the Army, Department of Defense, or the United States Government.

The Military Health System (MHS), like civilian healthcare organizations, faces pressures to reduce costs while providing improved safety, quality, outcomes and being more patient centric. The Fiscal Year 2017 National Defense Authorization Act (NDAA), signed into law in December 2016, provisions for healthcare reforms that simplify TRICARE options, expand access to care, improve beneficiary experience, ensure quality health care, and strengthen the readiness of military healthcare professionals and Soldiers. The complex issues confronting MHS leaders require insights into system performance that increase value, the perceived outcomes achieved in relation to the cost required by system stakeholders. Employing analytics competencies that harness the big data available to the MHS is providing the insight needed to guide the organization and its leaders to data driven decision-making (D3M).  Data driven decision-making, when coupled with deliberate process improvement yields improved quality, desired outcomes, and increased value.

Organizations operating in a myriad of industries are embracing analytics and the power of big data. Thomas Davenport, in “Competing on Analytics,” identified characteristics shared by analytics competitors.Characteristics included widespread use of modeling and optimization, an enterprise approach, senior executive advocates, the right focus, culture, people, the right technology, a data strategy, business intelligence software, and computing hardware. Companies such as Amazon, UPS, Capital One, and Proctor & Gamble are among analytics competitors that are transforming their organizations through utilization of analytics to create a strategic advantage. Andrew Mcafee and Erik Byrnjolfsson conducted structured interviews with 330 companies to determine if there was evidence that the intelligent use of big data actually improved business performance.2 They found a broad array of attitudes and approaches in all industries specifically identified that “the more companies characterized themselves as data-driven, the better they performed on object measures of financial and operational results.”   

Despite advantages of the MHS’s access to big data resulting from the use of electronic health records since 2003, barriers exist that stymie the adoption of robust D3M. In a 2010 study conducted for an IBM Institute of Business Value executive report, 130 healthcare executives around the world were surveyed on a variety of questions around the use of big data. In response to what are barriers to adoption, "organizational barriers" were considered the greatest. The top three barriers included the ability to get the data, a culture that does not encourage sharing of information, and lack of understanding on how to use analytics to improve business. Additional organizational barriers included the lack of management bandwidth due to competing priorities, absence of executive sponsorship, lack of internal skills, and not knowing where to start the quest for analytics excellence.3

The Army Medical Command (MEDCOM) and the Army Regional Health Command-Pacific (RHC-P) are poised to mitigate the aforementioned organizational barriers. In January 2016, RHC-P partnered with MEDCOM to pilot a structure for its Program Analysis and Evaluation (PAE), the primary analysis arm of the organization. The structure includes a senior MEDCOM decision scientist as its Chief (civilian sector vice president equivalent) and regional analysts assigned to support Medical Treatment Facilities (MTFs) that span the Pacific from Alaska, Washington State, Hawaii, to Japan and Korea.  The structure provides expert mentorship and reach-back capability to MEDCOM senior decision scientists. This model for organizational structure, alongside the adoption of business intelligence platforms and mentorship to develop enterprise performance management dashboards, allow beginning to mid-career decision scientists to develop necessary skills to support D3M. It provides a means to have improved access and knowledge of disparate data systems, understanding on how to utilize data to garner insight on performance, and to build competencies in analytics that will sustain and transform the organization for years to come.

In addition, the organizational structure facilitates processes that are being employed. These processes include the development and utilization of standardized analyses and standard work such as quarterly MTF comprehensive performance assessments, monthly MTF Review and Analyses - a forum for deeper discussion and insight on key performance indicators with pre-selected topics, and the regional MTF support analysts who work directly with local MTF analysts on deep dives into management questions and assist in problem solving.

"Changes in the delivery of healthcare are necessary to keep up with advances in evidence-based care, quality of standards, and practice guidelines," states Col. Scott Avery, RHC-P Chief of Staff. "Understanding that change can be emotional for those experiencing it, the systems and tools developed by the Regional Health Command-Pacific's Program Analysis and Evaluation team provides empirical evidence on safety, productivity, and satisfaction that allows for informed, data driven, analytical decisions in the management and delivery of healthcare; impacting choices made in the exam room to the board room."  The RHC-P regional analysts immerse themselves not only in the data for supported MTFs, but the organization as a whole. Erin McGlothlin, RHC-P regional analyst states, “Numbers are just numbers without the context to apply them. We seek to foster relationships with our MTF customers, to understand their needs, their concerns and do what we can to remove the organizational barriers which can prevent us from using evidence-based practices and being a data-driven system of health.”

Unique to the RHC-P structure are embedded process improvement experts with analysis backgrounds who are tied directly to decision scientists and into the PAE structure. Process improvement experts take insight from analytics to identify and guide improvement efforts at MTFs that have further potential to move the organization toward goal achievement and creating value for patients and stakeholders. In its more nascent stages of re-development, the Strategy and Innovation cell has brought process improvement skills to over 100 military and civilian employees at RHC-P organizations in Fiscal Year 2016 and anticipated 120 more in Fiscal Year 2017.  The provision of expert mentorship in utilizing data guides process and performance improvement efforts at the tactical level.

The successful partnership between MEDCOM and RHC-P has provided proof that the concept can be replicated across the enterprise. This has spurred the MEDCOM “PAE 2.0” initiative, standardizing Army Regional Health Command structure and processes throughout the enterprise. Sherry Van Patten, MEDCOM Senior Decision Scientist affirms, “There has historically been a strong partnership between Regional Health Commands, however the concept has proven that having an embedded Chief who is also a MEDCOM member allows for more stake in the results.” 

Already the first year of implementation of the new structure, leadership engagement, standardized analysis, and performance is showing the success of efforts. Over the past 12 months the region has decreased appointment time to the third next available 24 hour appointment from a 12-month average of 1.20 days to .82 days, indicating increased availability of primary care appointments for beneficiaries. As an enterprise priority, the team utilized bi-weekly analysis provided by regional MTF analysts, working directly with MTF staff using standardized tools and templates, to identify root causes and employ a variety of solutions.

This represents the beginning of a journey to increase analytic capabilities to further automate processes previously used to merge disparate data sources facilitating a common operating picture of performance across the enterprise to drive improved performance and outcomes.  The structure and processes employed by RHC-P and MEDCOM, utilizing the insights from analytics to drive leadership discussion provides a great opportunity to take our organizations from good to exceptional outcomes.  The RHC-P PAE structure and processes, although primarily administrative in nature, are designed to not only overcome challenges to the use of analytics and big data, but to provide the back bone for  decision makers to apply D3M that supports improved outcomes and increased value.

References

1. Davenport, T. H. (2006, January). Competing on Analytics - Harvard Business Review. Retrieved March 23, 2017, from https://hbr.org/2006/01/competing-on-analytics

2. McAfee, A., & Brynjolfsson, E. (2012, October). Big Data: The Management Revolution - hbr.org. Retrieved March 23, 2017, from https://hbr.org/2012/10/big-data-the-management-revolution

3. Cortada, J. W., Gordon, D., & Lenihan, B. (n.d.). IBM The value of analytics in healthcare - United States. Retrieved March 23, 2017, from https://public.dhe.ibm.com/common/ssi/ecm/gb/en/gbe03473usen/GBE03473USEN.PDF

Calendars

Calendar of Events, Spring 2017

The Spring 2017 Calendar of Events for ACHE, Hawai’i-Pacific Chapter.

April 2017
April    
Su M Tu W Th F Sa
04/01/17 (Sat) April Fool's Day Holiday
            1
04/15/17 (Tues) EMBA Meet and Greet Other Chapter Event
2 3 4 5 6 7 8
04/16/17 (Sun) Health Care Decisions Week Other  
9 10 11 12 13 14 15
04/18/17 (Tues) Spring Social Mixer Other Chapter Event
16 17 18 19 20 21 22
04/22/17 (Sat) Earth Day Holiday
23 24 25 26 27 28 29



30            

























May 2017
May    
Su M Tu W Th F Sa
5/9/2017 (Tues) ACHE Congress RFP Due Other  
  1 2 3 4 5 6
05/14/17 (Sun) Mother's Day Holiday
7 8 9 10 11 12 13
05/29/17 (Mon) Memorial Day Holiday
14 15 16 17 18 19 20



21 22 23 24 25 26 27



28 29 30 31      



             

























June 2017
June    
Su M Tu W Th F Sa
06/02/17 (Fri) IHF Nominations Due Other  
        1 2 3
06/14/17 (Wed) Flag Day Holiday
4 5 6 7 8 9 10
06/18/17 (Sun) Father's Day Holiday
11 12 13 14 15 16 17



18 19 20 21 22 23 24



25 26 27 28 29 30  



             



Calendar of Educational Events, Spring 2017

The Spring 2017 Education Calendar.

April 2017
April    
Su M Tu W Th F Sa
04/01/17 (Sat) April Fool's Day Holiday
            1
04/05/17 (Wed) Leadshership Seminar ACHE Education Event
2 3 4 5 6 7 8
04/12/17 (Wed) Strategic Planning ACHE Education Event
9 10 11 12 13 14 15
04/20/17 (Thu) HFMA Conference Chapter Education Event
16 17 18 19 20 21 22
04/21/17(Fri) HFMA Conference Chapter Education Event
23 24 25 26 27 28 29
04/22/17 (Sat) Earth Day Holiday
30            

























May 2017
May    
Su M Tu W Th F Sa
05/01/17 (Mon) Vegas Cluster ACHE Education Event
  1 2 3 4 5 6
05/02/17 (Tue) Vegas Cluster ACHE Education Event
7 8 9 10 11 12 13
05/03/17 (Wed) Vegas Cluster ACHE Education Event
14 15 16 17 18 19 20
05/04/17 (Thu) Vegas Cluster ACHE Education Event
21 22 23 24 25 26 27
05/14/17 (Sun) Mother's Day Holiday
28 29 30 31      
05/29/17 (Mon) Memorial Day Holiday
             

























June 2017
June    
Su M Tu W Th F Sa
06/12/17 (Mon) Cape Cod Cluster ACHE Education Event
        1 2 3
06/13/17 (Tue) Cape Cod Cluster ACHE Education Event
4 5 6 7 8 9 10
06/14/17 (Wed) Cape Cod Cluster ACHE Education Event
11 12 13 14 15 16 17
06/15/17 (Thu) Cape Cod Cluster ACHE Education Event
18 19 20 21 22 23 24
06/18/17 (Sun) Father's Day Holiday
25 26 27 28 29 30  



             



News & Committee Updates

Upcoming Event - Spring Social Mixer

Tamara Pappas

Come join us for a fun evening of networking at Amuse Wine Bar on April 18!

 

 

On behalf of the Membership Committee, I’m pleased to announce our upcoming Spring Social Mixer, which will be held at Amuse Wine Bar on April 18.

I always enjoy the opportunity to network with others in an informal setting. It provides opportunity to broaden my perspective, network with peers, and build in to the emerging generation of healthcare leaders.

We hope you can join us for this exciting event to hear more about advancing to fellowship, learn about upcoming educational events, and most importantly, enjoy time with colleagues who are equally passionate about the dynamic field of health care.

This event is a great introduction to our organization; we encourage you to invite your colleagues! A brief ACHE informational session for new and prospective members will be held from 6:00-6:30pm.

     

Event Details:

Who:      Current and Prospective Members

What:     ACHE Informational Session, followed by Heavy Pupus and Networking

When:    Tuesday, April 18, 2017 | 6:00-8:30pm

Where:   Honolulu Design Center Amuse Wine Bar | 1250 Kapiolani Blvd

Why:      Excellent opportunity to socialize with healthcare leaders in the area!

RSVP:    Respond via email to hawaii@achemail.net by April 7, 2017 (Indicate guest count).

 

 

News from the Education Committee

Josh Carpenter, Education Chair

Aloha Hawai’i-Pacific Chapter!

While 2016 was a successful year, 2017 looks to be even more exciting for ACHE members in Hawai’i. 

As your new education chair, I want to use my first newsletter to thank you for your continued support of our chapter, as well as to remind you of some upcoming events and ACHE education reminders. 

Upcoming Education Events:

First, on April 20, your Hawai’i-Pacific Chapter of ACHE is once again partnering with the Healthcare Financial Management Association’s (HFMA) to provide continuing education credit opportunities at its annual two-day conference at the Ala Moana hotel. This year, we are offering 1.0 ACHE Face-to-Face Credits and up to 12.0 ACHE Qualified Education Credits. To register, please visit: www.hawaiihfma.org. Check your email (or contact us directly) for a registration discount code associated with your ACHE memebership.

This year’s Face-to-Face session is especially unique, as we have brought together a diverse panel of local executives with extensive experience in Healthcare delivery for our market.  This panel includes Jeffrey Nye, Vice President and Chief Financial Officer at Castle Medical Center, Dr. Andy Lee, Medical Director of Hawai’i Health Partners and Jayme Pu’u, Vice President of Provider Services at the Hawaii Medical Service Association. This outstanding panel will be moderated by Jason Chang, Executive Vice President and Chief Operating Office of Queen’s Health System. Their topic will be Healthcare Reform: Payer Provider Impact from 11:30-1pm on day one. Be sure not to miss this solid event!

In addition to this great local event, be advised that a ACHE Cluster will be offering two sessions from 11-14 September 2017. This event will be from 7am to 1pm each day for a total of 12 Face-to-Face credits at a cost of $1,495 for members and $1,695 for non-members. Be advised, this Cluster is managed by ACHE Chicago and seats are limited so be sure to register immediately at http://www.ache.org/SEMINARS/cluster.cfm?MEET=HAWAII2017 if interested (see also the hyperlink under the "Save the Date" section at the bottom of this page). Our Chapter may also be offering limited scholarship opportunities to this event, more to come.

Advancement to Fellow Local Study Options:

A key part of our Chapter Mission is to not only grow active members, but also to support the advancement to Fellow as well. Bottom line: we are here to support you! 

To meet this end, in 2016, our chapter purchased three sets of the Board of Governors (BOG) Exam Study set as found on the ache.org website (a $240 value). We currently have them staged at Wilcox Medical Center (Kauai), Queens Medical Center (Oahu) and Hawaii Pacific Health (Oahu). Recently, we recently received a donation set available for us at Kaiser Medical Center! To sign-out for usage, you simply have to be a current member of ACHE, a member in our Hawai'i-Pacific Chapter, and be eligible (or near eligible) to test for the BOG Exam. Simply send me an email and I will connect you with the right POC. Direct POC information will be posted on our website soon! 

NOTE: If any other member wishes to donate or share their books with ACHE Hawai’i-Pacific members, please contact me anytime. 

Advance to Fellow/Recertification Reminders:

Education Requirements are 36 credit hours (12 Face-to-Face & 24 Qualified Education Credits), every three years if recertifying.

Below are some direct ACHE links to make your advancement to fellow a whole lot easier:

•Steps to Advance (New Fellows): https://www.ache.org/mbership/credentialing/steps.cfm

•Steps to Recertifying (Current Fellows): For complete recertification requirements, please visit: https://www.ache.org/apps/recertification.cfm

BOG Reference Material: https://www.ache.org/mbership/credentialing/EXAM/referencemanual.cfm

BOG Study Set ($240 per set): https://www.ache.org/publications/product.aspx?pc=2198S

BOG ACHE Review Course (19 Face-to-Face Credits/$1475): https://www.ache.org/mbership/credentialing/EXAM/exam-review-course.cfm

Shameless Plug: the education committee seeks energetic, detail-oriented individuals to help create, coordinate and/or volunteer at events. If interested, let us know!

With regards,

Josh Carpenter
Chair, Education Committee

Email:
josh.carpenter@trane.com
Phone: (808) 220-2078

Charlene Rueben, Capt, USAF, MSC
Co-Chair, Education Committee
Email:
charlene.rueben@us.af.mil

Membership Report: New Fellows, Members, and Recertified Fellows

Micah Ewing, MBA

Our chapter is continuing to benefit from tremendous and diverse member growth.

 

Aloha,

I am very excited to be your Membership Chair and President-Elect for 2017. We have a great year of networking and educational event opportunities that will greatly benefit the continued professional growth of all members. We held a successful, engaging New Member Breakfast on March 15 and we have a Social Mixer planned on April 18 at the Honolulu Design Center Amuse Wine Bar. Please look for the RSVP information in your email. 

Nick Hughey has done a tremendous job as last year's Membership Chair and set the bar very high for membership growth. I am happy to report that our chapter is continuing to benefit from tremendous and diverse member growth with 11 new members this quarter. 

Congratulations to our New Members!

January

LCDR Kuturah Harris, RN, Barrigada
Amanda Price, Honolulu
SFC David H. Stout II, Wahiawa
Derrick Vaughns, Pearl City
Nash A. Witten, Haleiwa

February

HM Valentin Diaconu, Honolulu
Leilani C. Nutt, RN, Pearl City

March

Judson Adcock, Honolulu
Capt Rashida Brown, Honolulu
Melissa Hoolulu, RN, Kailua
Jason Hughes, DO, Laie

Congratulations to our Recertified Fellows!

January

Col Greg W. Papke, FACHE, Honolulu
Steve Robertson, FACHE, Honolulu

February

Brigitte M. McKale, DNP, FACHE, Kailua

Meet Our New Student Representative

The Hawai’i Pacific Chapter of ACHE would like to proudly introduce our new student representative, Denise Della.

The Hawai’i Pacific Chapter of ACHE would like to proudly introduce our new student representative, Denise Della.

Denise holds a Bachelor of Science in Speech & Hearing Sciences from the University of Washington Seattle and a Master of Public Health from A.T. Still University College of Graduate Health Studies. Currently, she is pursing a Master's in Healthcare Administration from A.T. Still University College of Graduate Health.

Denise has extensive experience on a clinical and community health level. She previously worked as a clinical researcher at the Seattle Cancer Care Alliance and the University of Washington Medical Center. She has also served at the community level, working as a 6th grade teacher and volunteering as board member on the Waianae Coast and Kalihi Palama Community Health Center, Kaahi Clinic. 

Denise values ACHE because she is passionate about healthcare management and creating change on a system level. Denise is originally from Maui, but currently resides on Oahu. She holds an unique perspective of the neighbor islands. Please take the time to welcome Denise when you see her at future events!

A Personal Note from Denise

Aloha Everyone! 

It is a honor to be the new student representative for ACHE Hawaii-Pacific Chapter.  As your student representative, my goal this year is to build a strong pipeline between our students, early careerists, and healthcare executives.

The ACHE Hawaii-Pacific Chapter has so much to offer as aspiring Healthcare leaders such as networking opportunities, education opportunities, internships, job opportunities, and scholarships.  I encourage you all to take advantage this professional chapter has to offer.

If I can be of any assistance or help in any way, please do not hesitate to contact me at denise.p.della@gmail.com or at (808) 298-4833.  I look forward to meeting you at our upcoming events.

- Denise

Financial Report, Spring 2017

Suzie So-Miyahira

We are entering 2017 in strong financial standing.

We are entering 2017 in strong financial standing. The Hawaii Pacific Chapter has a current balance of $49,228.10 and the Guam account has a balance of $374 as of 02/10/2017.

ACHE National News, Spring 2017

ACHE National News for Spring 2017.


GET INVOLVED:

 

Present at the 2018 Congress on Healthcare Leadership

The call for proposals for the 2018 Congress on Healthcare Leadership, March 26–29, 2018, in Chicago, is now open.

At the request for proposals page, you will find:

•An overview of Congress and the RFP process
•A list of preferred topics and their subcategories
•Detailed submission guidelines
•Evaluation criteria

Proposals will be accepted through Tuesday, May 9, 2017. Only proposals submitted online will be considered.

Take the Pledge for Equity of Care

To accelerate progress on efforts to eliminate healthcare disparities that persist for far too many racially, ethnically and culturally diverse individuals, the American Hospital Association in 2015 launched its #123forEquity pledge campaign. It builds on the efforts of the National Call to Action to Eliminate Health Care Disparities—a joint effort of the AHA, American College of Healthcare Executives, Association of American Medical Colleges, Catholic Health Association of the United States and America's Essential Hospitals—and asks hospital and health system leaders to begin taking action in the following areas:

•Increasing the collection and use of race, ethnicity, language preference and other sociodemographic data
•Increasing cultural competency training
•Increasing diversity in leadership and governance

Take the pledge today or learn more about the initiative.

Celebrate National Healthcare Decisions Week

Start planning now for National Healthcare Decisions Day, encompassing a week-long celebration from April 16 to April 22. A collaborative effort of national, state and community organizations, National Healthcare Decisions Day is designed to inspire, educate and empower the public and providers about the importance of advance care planning.

The theme for 2017 is "It always seems too early, until it's too late." Make a difference for patients, families and providers in one or more of the following ways:

•Host a community education event—large or small—and be an official participant of National Healthcare Decisions Day.
•Become a state liaison and act as a resource leader, helping individuals plan activities and coordinating with other liaisons across the country.
•Donate to the initiative through the National Hospice Foundation.
•Provide a link on your organization's website to nhdd.org.

Visit nhdd.org for more information, and read about ACHE's stance on decisions near the end of life in ACHE's Ethical Policy Statement.    

 

NEWS BRIEFS

  

ECRI Institute Releases Annual List of Top Patient Safety Concerns

Information management in electronic health records topped ECRI Institute's 2017 Top 10 Patient Safety Concerns for Healthcare Organizations. The patient safety concerns listed in the report are based on event data, concerns raised by healthcare provider organizations and expert opinions. Other top concerns listed in the 2017 report include unrecognized patient deterioration, implementation and use of clinical decision support, test result reporting and follow-up, antimicrobial stewardship, patient identification, and opioid administration and monitoring. "The 10 patient safety concerns listed in our report are very real," says Catherine Pusey, RN, associate director, ECRI Institute Patient Safety Organization. "They are causing harm—often serious harm—to real people."

Menyo, L.
"ECRI Institute Names Top 10 Patient Safety Concerns for 2017"
ECRI Institute, March 13, 2017

10 Best Cities for Healthcare Workers

Apartment search website ABODO ranked Durham-Chapel Hill, N.C., the best city in the country for individuals working in the healthcare field. The Cost and Opportunity report was based on healthcare job density and median salary data from the U.S. Bureau of Labor Statistics, as well as monthly apartment rent price data gathered by ABODO. The Durham-Chapel Hill, N.C. area was ranked No. 1 due to its high job density (99.4 of every 1,000 jobs are in healthcare), which balances out its relatively high median rent. Other metropolitan areas that ABODO ranked high for healthcare workers include Toledo, Ohio; Detroit-Dearborn-Livonia, Mich.; Cleveland; Lubbock, Texas; Birmingham, Ala.; Winston-Salem, N.C.; Philadelphia; Lexington-Fayette, Ky.; and Tucson, Ariz. San Francisco-Redwood City-South San Francisco, Calif., ranked lowest due to its high median rent ($3,499) and low healthcare job concentration (35.9 per 1,000).

Radbil, S.
"Cost & Opportunity: Health Care Jobs"
ABODO, Feb. 14, 2017

Adverse Events Related to Drugs Skyrocket Between 2004 and 2015

The number of drug side-effect reports filed with the U.S. Food and Drug Administration nearly quintupled, from roughly 206,000 in 2004 to nearly 1.2 million in 2015, according to an analysis by the Milwaukee Journal Sentinel and MedPage Today. Additionally, preliminary numbers for the last year indicate 2016 may tie for an all-time high in drug side-effect reports. Incidents were most commonly linked to drugs for rheumatoid arthritis, psoriasis, multiple sclerosis, a type of cancer and diabetes. Of the 10 drugs with the most adverse events reported, seven carry "black box" warnings—the FDA's most severe side-effect alert. Experts suggest the drastic increase is likely the result of both a growing number of drug-related incidents and more vigilant reporting efforts. 

Fauber, J., and Wynn, M
“Analysis: Reports of drug side effects increase fivefold in 12 years"
Milwaukee Journal Sentinel, March 17, 2017


US Health System Performance Improves Overall, Report Finds

The number of Americans with health insurance and who benefitted from higher quality and safer care increased between 2013 and 2015, according to Aiming Higher: Results from the Commonwealth Fund Scorecard on State Health System Performance, 2017 Edition. Additionally, the percentage of low-income adults who reported foregoing care due to its cost dropped roughly 5.5 points in states that expanded Medicaid and 2.3 points in nonexpansion states. Overall, states that expanded Medicaid—Arkansas, California, Kentucky and Washington—saw more drastic improvements than nonexpansion states. The scorecard also revealed several areas of healthcare where the country is still lagging. For instance, the rate of premature deaths before age 75 that could have been prevented by timely access to effective healthcare increased slightly in 30 states and the District of Columbia, and disparities in care for people with low incomes and ethnic minorities were still very much present.

Hayes, S., McCarthy, D., and Radley, D.
Commonwealth Fund Scorecard on State Health System Performance
The Commonwealth Fund, March 16, 2017

GAO Report: Patients Aren't Viewing Health Data Electronically

The Department of Health and Human Services has spent more than $35 billion on initiatives to improve health information technology and enhance patient access to electronic health information, yet few patients take advantage of the resource, according to a recent U.S. Government Accountability Office Report. The GAO report is based on an analysis of CMS Medicare Electronic Health Record Incentive Program data and interviews with HHS officials, providers, patients and HIT product developers. Ultimately, the GAO discovered that 88 percent of providers participating in the 2015 Medicare EHR Program offered electronic access to health information, but only 15 percent of patients opted to view their records electronically. Based on the findings, the GAO recommends HHS "develop performance measures to assess outcomes of key efforts related to patients' electronic access to longitudinal health information," and "use the information from these measures to help achieve program goals."

 

HHS Should Assess the Effectiveness of Its Efforts to Enhance Patient Access to and Use of Electronic Health Information

United States Government Accountability Office Report to Congressional Requesters, March 2017

 

Career and Leadership

Career Corner

We are happy to connect you with valuable ACHE career development resources. We hope that you will find this helpful in the development of your career at any level. 

 

Gain an Edge in Your Career!

Are you taking advantage of your complimentary access to ACHE's CareerEDGE®? More than 2,800 of your fellow ACHE members have registered for this unique and interactive tool designed to support you in planning and managing your career. In addition to CareerEDGE for ACHE Members, CareerEDGE SE offers ACHE Student Associates guidance to get a strong start to their career. Both versions of CareerEDGE include free assessments and a comprehensive framework that makes it easy for you to map a plan for your career.

CareerEDGE tools and resources guide you through the key components of creating a career plan such as developing a vision for your career and discovering the workplace factors that you find valuable and energizing. If you're considering a career transition, exercises in CareerEDGE can also help you evaluate how strong a potential employer's offerings align with the workplace factors most important to you. Whether you're looking for a new opportunity or simply want to be the best in your current role, CareerEDGE is the tool for you!

ACHE's Career Resource Center is devoted to your career success and committed to supporting you in developing a competitive edge in the healthcare job market. Visit ACHE's CareerEDGE webpage to login and explore CareerEDGE today.

Career Development Resources

ACHE's Healthcare Executive Resource Center has compiled the following resources to assist you with your healthcare management career development:

 

Don't forget to check out ACHE's newsletters for students and early careerists!

Use your log-in to access the following publications:

Momentum: Early Careerist Newsletter

Student Associate Newsletter

Not an early careerist? Check out ACHE's entire newsletter library here to find a publication for a publication that better fits your needs!

If you have any questions, please contact one of the board members or send an email to our chapter email account: hawaii@achemail.net

Mahalo!

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