Hawaii - Pacific Chapter of ACHE

Vol. 2

Messages from Chapter Leadership

Message from your ACHE Regent

Jen Chahanovich, FACHE

I wanted to share several key dates for Summer 2017.


I wanted to share several key updates...

  • The annual Hawai'i-Pacific ACHE Chapter breakfast was July 18 at the Hawai'i Prince Hotel. We had a phenomenal turn-out!
  • Every three years there is a Hawai'i Cluster – this year, the program was held in Hawaii at the Hyatt in Waikiki. Two seminars were held:

Behavior Smarts: Increasing Healthcare Leadership Performance

Culture: The Force Behind Strategy

Jen H. Chahanovich, FACHE
Regent for Hawaii/Pacific

Wilcox Medical Center
President & CEO
Office:  (808) 245-1122
Cell:     (808) 524-6644



Message from the Chapter President

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!

The year is moving along and the Chapter has been tremendously busy with educational and networking events! I am so appreciative of the work of our Board and Committee Chairs! The Hawaii- Pacific Chapter was recently awarded with a ”Chapter of Distinction”  at the annual ACHE Healthcare Congress. The award is reserved for consistently high performing chapters and certainly illustrates the level of commitment by our membership and leadership. The Chapter continues to grow and we have an exciting second half of the year planned!  

We continue to see  unprecedented changes in the healthcare landscape and staying connected through ACHE allows a way to stay abreast of changes and connect with other healthcare leaders. Thank you to all those who attended our annual breakfast meeting on July 18. This year we had special recognition awards for several professionals who helped grow our chapter over the years! It was a great way to say “Mahalo" to those who have diligently worked to improve our membership experience. Thank you also to all of you who attended our Social Mixer on August 22. Please continue joining us for future events! We love the opportunity to network with our chapter members.

As always, I  want to thank all of our members for their commitment to strong quality healthcare leadership in Hawaii. If I can be of any assistance or help in any way, please feel free to  contact me. I look forward to seeing you at an upcoming educational or networking event.


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


Recent Events

2017 ACHE National Congress

Delma Guevara, Communications Committee

Chapter Members share why they attend congress.

The American College of Healthcare Executives (ACHE) hosted Congress on Healthcare Leadership at the Hilton Chicago/Palmer House March 27-30, 2017.  During this event participants had the unique opportunity to gain valuable knowledge on a variety of healthcare subjects of interest, collaborate with colleagues from around the world, and network in a variety of lunches and networking events.

ACHE Congress is THE premier healthcare executive organization in the United States. Its importance comes in a variety of ways. First, from a continuous education standpoint; continuing education is the core benefit and purpose of Congress, and it is presented in a multitude of ways along the healthcare continuum. The academic sessions are diverse and can serve members from early careerists to senior executives. The next important factor is professional development; the academic benefit aids members from a leadership growth perspective. The lessons and opportunities learned at Congress help shape our perspective as well as guides us through the career planning process. This is critical in the development of successful healthcare leaders. Lastly, the networking opportunities available during Congress. While some may argue that networking is the primary benefit, without the prerequisite academic and professional know-how, networking can only take a healthcare administrator so far. When a member’s healthcare fundamentals are solid, networking doors open even farther---and ACHE’s Congress on Healthcare Leadership is a key reason why!  

“I made the decision to attend Congress, because as a Health Care Administrator in the Accountable Care component of a large health care system, Congress would allow me the opportunity to learn innovative solutions from the nation's top leaders during this continuously changing health care environment.  In addition, it gave me the opportunity to network with fellow members from around the country and gather incredible insight.” – Delma Guevara, Director, ACO Operations, Hawai‘i Health Partners, Hawai‘i Pacific Health

“I attended Congress for a few reasons. First, as a Healthcare Delivery administrator, mentor and leader I have a professional obligation to continually develop and enhance my educational currency/leadership tool-kit with the latest industry solutions and best practices. In addition, Congress allows me to hone my leadership skills through the observation and interactions with healthcare leaders from the front lines to the C-Suite of a medical organization, system and/or health plan. Lastly, networking through Congress allows me to secure process improvement opportunities to share with my peers in the Hawai’i Military Health System.” – Angel Vargas, Group Practice Manager, United States Air Force

This year’s hot topics included “American Hospital Association Federal Legislative and Policy Update”, “Creating a Culture of Safety: Tactical Strategies for Senior Leaders,” and “Making Sense of MACRA” among many others. In addition, the Hawai‘i Pacific Chapter hosted their annual meeting where chapter members had an opportunity to enjoy camaraderie and great conversation. If you haven’t consider ed attending Congress on Healthcare Leadership… this is a great time. The 2018 Congress will take place at the Hyatt Regency Chicago, March 26-29. Registration is scheduled to open on November 14, 2017. You can find out more information at this hyperlink.

Hope to see you there!

2017 Social Mixer

Emiline LaWall, Communications Committee

We were pleased to host a social mixer event on August 22nd, 2017.

Due to popular demand, the membership committee went above and beyond the call of duty to host a second social mixer for our chapter this year.

The event was held on August 22 at the Honolulu Design Center Amuse Wine Bar, and we had more than 50 people in attendance!

The social mixers have been a great way to encourage networking within our chapter and introduce prospective members to our organization. The organization hopes to host more Social Mixers in 2018.

Typically, we have held a "New/Prospective Members Introduction Session" at the beginning of these events. The board leadership has recently discussed including a break-out educational session for current members. This would provide current members with an additional opportunity to earn credits to advance toward fellowship.

What are your thoughts? Would you be interested in participating in a panel during our educational session next year? If so, what topics would you be most interested in hearing about?

Please fill out this newsletter's survey question or write in to hawaii@achemail.net to help input our board leadership about next year's events! 

Original Articles By ACHE Members

Apologies in Medical Practice and Malpractice: Communicative Implications of Who, When, and How

Amy Ebesu Hubbard, Ph.D.

Much of our meaning comes from our nonverbal behavior.  The way in which an apology is stated can make a difference.  The use of apologies in the healthcare field, especially as it pertains to medical errors, is a complex and controversial topic.

     Offering an apology is a key factor in gaining interpersonal forgiveness, or reducing a person’s tendency to think, feel, and behave negatively and destructively and increasing that person’s tendency to think, feel, and behave positively and constructively toward another (Fehr, Gelfand, & Nag, 2010; Riek & Mania, 2011).  But, not all apologies are created equal.  Some apologies are simple with people expressing remorse through brief words, such as “I’m sorry” and “I apologize”.  Other apologies are more elaborate with people saying that they are sorry, showing remorse for their behavior and its effects, demonstrating understanding of the harm that was caused, taking responsibility for the harm, and explaining how the harm will be repaired or mitigated (if possible) and prevented in the future. 

 “Never ruin a good apology with an excuse” -Benjamin Franklin

     The use of apologies in the healthcare field, especially as it pertains to medical errors, is a complex and controversial topic.  Healthcare leaders are wise to consider potentially important implications for patients and their families, medical staff, the organization, and reputational standing in the community. Analyses of the pros and cons of apologizing revolve around whether apologies are an ethical requirement and a moral obligation to others that were harmed, whether apologies or certain components of apologies admit fault and then exposes healthcare organizations and personnel to malpractice lawsuits and other liability claims and costs (and what might lessen these vulnerabilities), and whether apologies serve to restore a ruptured relationship between the medical personnel (e.g., physician, nurse, or healthcare organization) and patient or family of the patient (Berlin, 2006; Carmack, 2014; Lazare, 2006). 

There is ample evidence that apologies can be useful in the medical field (Prothero & Morse, 2017), but questions still remain regarding the conditions under which apologies will be most effective.  Thus, if healthcare executives choose to allow and even encourage physicians and other medical personnel or representatives to apologize to patients who experienced a medical mistake or error, there are some important aspects of apologies to consider, garnered from the fields of communication and psychology, that go beyond examination of what constitutes an apology itself:  The when, how, and who.

1.     WHEN:  Timing of the apology

      One aspect to consider is the timing of the apology.  When should an apology be delivered?  Was the apology offered in a timely fashion?  What is considered an appropriate time and to whom?  Are victims or those harmed by a medical error ready to hear an apology?  Will they be receptive?  Will they be able to listen and retain the apology or will it be immediately dismissed or not recalled?  Should the apology happen immediately or later in a conversation?  The few studies that have examined the timing of apologies suggest that offering apologies later in a conversation can sometimes be more effective than earlier apologies because during a conversation the person who was wronged has had an opportunity to air their grievances and voice their feelings (Ebesu Hubbard, Hendrickson, Fehrenbach, & Sur, 2013; Frantz & Benningson, 2005).  Victims sometimes feel more understood when the apology happens later. 

     In an experimental study in which the timing of apologies was manipulated, many romantic partners who told their partners earlier in a conflict conversation that they were sorry did not recall hearing the apology.  The implication is that apologies might need to be repeated or stated both earlier and later during conversations.  It may not be sufficient to apologize a single time or unwarranted to think, “Well, I said I was sorry already”.  However, one also needs to be careful regarding another function of apologies.  Sometimes apologies are used to stop conversations from progressing further.  That is, people can interpret “I’m sorry” as a way to end a discussion topic and move on.  Thus, consideration of when to apologize reveals that it may be useful to apologize multiple times, making sure to at least apologize later in a conversation, and, if apologies are offered earlier, it may be useful to emphasize willingness to listen and discuss the conversational topic further.

2.     HOW:  Sincerity of the apology

     A second aspect to consider is how an apology is communicated.  Much of our meaning comes from our nonverbal behavior.  The way in which an apology is stated can make a difference.  Is the manner in which the apology is delivered consistent with the emotional content of the message?  Does the physician’s voice sound authentic and not forced?  Does the medical social worker’s face look remorseful and earnest?  Is the nurse’s demeanor warm and not robotic?  These questions probe the sincerity of the apology and there is an abundance of research, in and outside of the medical field, which supports that sincerity of the apology can lead to positive outcomes, such as increased forgiveness and reduced negative feelings.  For example, Basford, Offermann, and Behrend (2014) asked people to recall a time when a supervisor did something that negatively affected the employee.  They found that sincerely delivered apologies were associated with more forgiveness of the supervisor and more trust in and commitment to the supervisor than insincere apologies.  Moreover, insincere apologies were associated with less satisfaction with how the supervisor did his/her job, and less dedication to the organization than when no apologies were given.  When Hannawa, Shigemoto, and Little (2016) asked outpatients from Wake Forest Baptist Medical Center in the United States to watch vignettes or read a transcript where a male or female actor who played the role of surgeon varied the delivery of a disclosure of a medical error to the patient, sincere apologies resulted in more empathy for the surgeon which resulted in more forgiveness.  Ebesu Hubbard et al. (2013) found that sincere apologies for a recurrent conflict was related to less anger and irritation with one’s relational partner. 

      Another consideration is skill level and capacity to be sincere.  Think of the child who is told by a parent to apologize to a sibling, when the child does not want to?  The apology is likely ineffective because the apology is delivered insincerely.  Think of a politician or celebrity who reads an apology statement.  Does the apology sound and look sincere in tone, voice, and face?  Someone who is mandated to apologize or who reads a written apology may have a difficult time communicating their conviction to another.  Thus, it is important to find ways to communicate the sincerity of the apology to those that were harmed.

3.     WHO:  Nature of the relationship between people

     A third aspect to consider is the nature of the relationship between the apologizer and the person who was harmed.  When someone is the victim of a medical error, people seek to explain why the event happened, often looking to place blame on who is responsible for the error.  But that blame can take several forms.  People might view this in more global terms where the cause applies to many situations or a single isolated event.  People might see the cause as something that is stable and will happen repeatedly over time or a temporary and transitory matter.  People might judge the source of the problem to reside with an individual person who is inherently bad, mean, incompetent, unprofessional, irresponsible, lazy, careless, and the like or they may think the source of the problem is external to the individual in that the circumstances caused the problem rather than the individual.  

     People may also assess whether the harm was intentionally or unintentionally and for selfish or unselfish reasons.  Manusov’s (1990) research in this area indicates that people in less satisfying relationships interpreted their partners' negative behaviors as something that happens repeatedly and done on purpose and interpreted their partners' positive behaviors as something that only happened this one specific time because of certain circumstances.  Further, people who made these sorts of attributions tended to engage in more negative behaviors and were less likely to experience positive outcomes. 

      The implication is that the quality of relationships with patients, prior to any (if at all) medical errors can affect how harmful events are interpreted and responded to.  If a medical error is disclosed, the attributions about the causes of those medical errors are likely to be colored by the nature of that relationship.  Patients are more likely to give the benefit of the doubt to healthcare practitioners who they have preexisting good and satisfying relationships with.  An apology, then, no matter how sincerely offered and timed appropriately, can be seen negatively when a negative relationship exists between the medical personnel and the person who was harmed.

     Apologizing in healthcare can be more powerful and effective when the when, how, and who are considered.  This increases the possibility that forgiveness will be granted.  When someone chooses to forgive, the motivation to retaliate and seek retribution is diminished and, perhaps, then the bonds between healthcare personnel and patient and families can be restored, and people can possibly heal, not just physically but relationally from the harm caused by a medical error.  Such actions send a strong message across the organization and the community it serves.


Basford, T. E., Offermann, L. R., & Behrend, T. S. (2014). Please accept my sincerest apologies: Examining follower reactions to leader apology. Journal of Business Ethics, 119(1), 99-117.

Berlin, L. (2006). Will saying “I'm sorry” prevent a malpractice lawsuit?. American Journal of Roentgenology, 187(1), 10-15.

Carmack, H. J. (2014). A cycle of redemption in a medical error disclosure and apology program. Qualitative Health Research, 24(6), 860-869.

Ebesu Hubbard, A. S., Hendrickson, B., Fehrenbach, K. S., & Sur, J. (2013). Effects of timing and sincerity of an apology on satisfaction and changes in negative feelings during conflicts. Western Journal of Communication, 77(3), 305-322.

Fehr, R., Gelfand, M. J., & Nag, M. (2010). The road to forgiveness: A meta-analytic synthesis of its situational and dispositional correlates. Psychological Bulletin, 136(5), 894-914.

Frantz, C. M., & Bennigson, C. (2005). Better late than early: The influence of timing on apology effectiveness. Journal of Experimental Social Psychology, 41, 201–207.

Hannawa, A. F., Shigemoto, Y., & Little, T. D. (2016). Medical errors: Disclosure styles, interpersonal forgiveness, and outcomes. Social Science & Medicine, 156, 29-38.

Lazare, A. (2006). Apology in medical practice: An emerging clinical skill. Journal of the American Medical Association, 296(11), 1401-1404.

Manusov, V. (1990). An application of attribution principles to nonverbal behavior in romantic dyads. Communications Monographs, 57(2), 104-118.

Prothero, M. M., & Morse, J. M. (2017). Eliciting the functional processes of apologizing for errors in health care: Developing an explanatory model of apology. Global Qualitative Nursing Research, 4.

Riek, B. M., & Mania, E. W. (2012). The antecedents and consequences of interpersonal forgiveness: A meta‐analytic review. Personal Relationships, 19(2), 304-325.



Leadership: The Road Less Traveled

Sally Belles, MBA-HCM, RDN, CDE

Everyone has the opportunity to exercise leadership on a daily basis.  Opportunities continually present themselves in our lives and in the workplace.

There is no one path to leadership and when it comes to professional success, there has never been a single road that gets us there.  No one single playbook exists nor is one career strategy more effective than another.  Leaders come in all forms and from many places including sports, business, government and healthcare.  This is one of a series of articles that will highlight the leadership journey, the road less traveled.  We will hear from successful leaders in healthcare and their personal stories of their leadership journey.

Merriam-Webster defines leadership as “the office or position of a leader, the power or capacity to lead, and the act or an instance of leading”.  Wikipedia defines leadership as “both an area of research and a practical skill set encompassing the ability of a person or an organization to lead or guide other individuals, teams, or entire organizations.”  Leadership in business is often described as a function or the activity of leading individuals, a group of people, or an organization or the ability to do so.

Leadership means different things across different organizations.   It often involves getting comfortable with discomfort, taking risks, embracing and managing change, creating a sense of urgency around a vision, self-reflection, self-awareness, constant questioning around how things could be done differently and or better, creating excitement around great ideas and potential opportunities, clear communication of the goal, and overcoming enough fear of failure to innovate.  Elon Musk, I’m certain fits the bill.  Many dream of achieving great things.  We all crave visionary leadership, the kind the founder of PayPal, Tesla and SpaceX, Musk exemplifies. I can almost imagine his outlook on life and self.  A quote comes to mind:

“Limitations live only in our minds.  But if we use our imaginations, our possibilities become limitless” – Jamie Paolinetti

Everyone has the opportunity to exercise leadership on a daily basis.  Opportunities continually present themselves in our lives and in the workplace.  Bridging individuals with collective talents helps to create high-performing teams with the potential to form powerful coalitions that drive change.  Although senior executives are responsible for the vision and strategies to affect the change necessary to achieve that vision, employees at all levels have a role to play.  The key is a belief in the vision and an unwavering trust in the organization they work for.  A clear communication of the vision and mission of an organization is essential as well as creating a culture in which employees are empowered and encouraged to share ideas, make decisions and lead efforts directed at achieving the change required so the vision is realized.  Guiding employees to connect the dots on the importance of the individual work, the team effort and collaboration which resulted in the desired outcomes is the product of effective communication up and down all levels of the organization.  Which brings me back to the topic of belief and trust.  Successful, collaborative relationships are built on effective and frequent communication.

Marshall Goldsmith, Ph.D. has important advice for continued success for leaders and leaders to be.  In his best-selling book “What Got You Here Won’t Get You There:  How Successful People Become Even More Successful”, Goldsmith highlights derailers to watch out for:  making excuses, negativity, destructive comments, failing to recognize others; and my personal favorite, not listening (Goldsmith, 2007) 1.  Though not exhaustive, the list commands the attention of all leaders and across all teams responsible for driving change through influencing others.  Celebrate success and recognize “informal leaders”, those who are highly engaged and charge full steam ahead.  Let them fly with enough air time and room to produce outputs, as well as to develop and grow professionally.  These informal leaders are your potential “future leaders”.  Give and nurture confidence freely, then watch belief and trust grow.  Leaders who listen and communicate effectively create space for great ideas, great work, and great future leaders to emerge.  We may learn a few things when we exercise silent leadership.  Goldsmith writes, “Successful people become great leaders when they learn to shift the focus from themselves to others” (Goldsmith, 2007)1.  Early influences and leadership lessons all play into how one develops his/her leadership style.  After all leadership is a journey that involves and is dependent on relationships. 

Stay tuned to hear from the Hawaii-Pacific Chapter's foremost CEO's as they share keen insights about how they became even more successful.  They will provide practical, helpful advice and impart relevant lessons learned. 

1. Goldsmith, M. (2007). What Got You Here Won't Get You There:  How Successful People Become Even More Successful. 1st Edition, Hyperion Books.


Career and Leadership

Ask an Exec!

We asked local CEO Art Gladstone (ACHE past Hawai'i-Pacific Chapter President and current FACHE), "What was your unique pathway to leadership?" 



We asked local CEO Art Gladstone  (ACHE past Hawai'i-Pacific Chapter President and current FACHE), "What was your unique pathway to leadership?"  

Q.  Would you describe for our readers your early years and your unique path to leadership?
A.  My path was unique in that things happened for me very fast.  I trained as a nurse in Canada and moved to Hawai‘i to work as a nurse here during the nursing shortage. I started as an emergency room nurse at Pali Momi and then became a nursing house supervisor, over time moving into different management positions and later into Pali Momi's administration as Chief Nurse Executive, Vice President, and eventually its Chief Operating Officer.  
     Early in my career at Pali Momi, I was fortunate that the director of nursing was also my mentor.  She encouraged me to apply for the OR nurse manager position that had just opened up.  Keep in mind that at that time I had no OR experience to speak of.  Still, she felt I had the foundation to be a good manager and she knew of my interest in moving from the bedside into management.  I remember that interview where the first question asked was, “What are you going to do for us?"  I was genuine and sincere when I said I could help bridge the gap between the OR department and the rest of the hospital so they would be more integrated into the organization.  And even more important, I said I was highly interested in learning from them.  I said, “Teach me.  I’m willing to learn from you.”  What I knew I did have was a way of connecting with people and a willingness to learn all that I can.  After that, I had an interview with the OR staff and could feel they knew that even as manager, I would connect with them on the human level.  Those two interviews sealed it for me, and they all did teach me a lot about the OR and managing others.

    Years later, when the chief nursing executive (CNE) of the Kapi'olani and Pali Momi medical centers was leaving, the CEO asked me to serve as interim CNE for Pali Momi.  I was happy to do what I could to support the organization and after serving in the role on an interim basis, I decided to apply and was selected to be the head of nursing at Pali Momi.  In 2003, I was promoted to be head administrator as chief operating officer (COO) of Pali Momi.  I held that position for a year after which I moved to Straub to be COO of Straub's hospital, clinics, and physician group.  This was a major career milestone for me because professionally I had “grown up” at Pali Momi where everyone knew me and I was comfortable.  I knew going to Straub would be a very different environment and a new challenge.  I also knew I would take skills and strengths learned and honed at Pali Momi that I would have to use to demonstrate and build trust and build upon the organization’s existing culture.  By developing a patient-first culture at Straub, we were able to achieve excellence in quality and patient safety goals.  Every time we achieved specific goals, it strengthened our commitment to do even better.

Advice:   “It’s important to recognize staff who do the work to provide the great care to our patients to also show that you are there to support and assist them."

Q. What individual or individuals influenced you the most and why?
A. I've been fortunate enough to have had great mentors throughout my career in healthcare at every step of the way.  A fun example of individuals who influenced me at a young age is related to my passion for the game of basketball.  I played for a lot of years.  I learned and played the game from a very young age and so I really understood the game.  I had basketball coaches along the way who understood my passion and tapped me in various ways to provide leadership to others via playing and coaching.  People who know me well know this passion and my tendencies to utilize basketball analogies in my daily work.  

     Another person who influenced me is a patient who became somewhat of a friend.  I’ll call him Mr. H.  I was working the night shift as the house supervisor at Pali Momi and knew of this patient in the ICU who was extremely sick.  One night during my rounds, I saw this family that had been sitting in the ICU for days on end.  I stopped to greet them and check on how they were doing.  Eventually, Mr. H was moved from the ICU to the nursing floor.  By this time, I had gotten to know his family.  Each day as he was recovering, I would stop in to see him to say hi and to bring him the newspaper.  Eventually he recovered and went home.  Years later, our paths would cross again when he came back to the hospital.  One day we ran into each other and as I put out my hand to shake his, he pushed it aside and put his arms around me and gave me a big hug.  He shared he had been diagnosed with cancer.  He was back at Pali Momi to have surgery.  It was evident the cancer had advanced and he was not going to make it.   He ended up in the hospital again and was there for several weeks.  On his last day in the hospital I went to visit him before discharge.  I grabbed his hand and said, “Don’t worry, you’re going home”.  He replied with a smile, “Yes I’m going home”. He passed away shortly after that.  After his passing, his family said Mr. H had wanted them to ask me if I would be the emcee at his memorial service.  That meant a lot to me.  It was a very meaningful health care moment for me.  I always share this story with staff, especially new nurses, to relish and reflect on those special moments.  "Although there will be tough days in our chosen field, there will also be many of those special moments that serve to remind us why we do what we do and keeps us going.”

Q. What unique characteristics and strengths played a role in your professional development? 
A.  I think my ability to connect with people and my working style, which is collaborative.  You also need to be decisive as well as know you will make mistakes and that you will have to take some risks.  When mistakes do happen, you need to own them, learn from them, and move forward.  

Q.  Early leadership lessons for you?
A. It's important to do your homework when implementing something new.  Work out the process and when you do implement, be sure you have a balance of clear direction and support.  Do not pull back on the direction too quickly and ensure the project has lots of support throughout the change process.  Once the process is hardwired, you can move yourself into more of a supportive role.

Q.  What advice would you give to those looking to advance in the area of health care administration and leadership?
“Put yourself out there.  Opportunities will continue to present themselves to you, but you have to put yourself out there.”
“Be willing to also understand and accept that you may not be ready when an opportunity does present itself.  It really comes down to timing.  In the meantime, until the next opportunity, you are gaining experience along the way”.
“Learn humility.  It’s the best way to really connect with people.”
“Talk to your supervisor.  If your goal is to grow in your career, then let that be known.  Be clear and intentional about your career goals.  Be fully transparent.  Your supervisor or manager will not know unless you tell her or him.  When they understand and support you, they can help guide and make things happen for you."

Q. What are some things you’ve done to create and support the organizational culture that is Hawai'i Pacific Health?

A. I really enjoy mentoring staff and leaders.  Being a mentor to different people helps to build the culture because it’s an opportunity to connect and communicate the organization's vision and mission.  The other thing I did was to have what I call “Monday Huddles” for the purpose of connecting with staff, setting a positive tone, and gearing up everyone for the new week.  I then added our “Friday Huddles” at Straub.  This was specifically a time to recognize staff and end the week on a high note.  Huddles are meant to engage everyone and send the message that everyone is on the same team.

     Setting clear goals is paramount to success and that includes setting goals to achieve the highest level of quality and patient safety.  I would say it is important to recognize and celebrate, even the “little things”. This helps us ensure that we're focusing on delivering the best possible care to our patients, their families, and our community.

 Thank you Art.  Any final thoughts?

Here at ACHE, our foundational principle of why we belong is because we are leaders who care.  I am proud that we want to provide the best health care to patients, families, and community and that we are committed to being a part of the solution to improve systems of care while addressing challenges and costs.  Just as one of my early mentors encouraged me, I encourage everyone to look at more opportunities for growth in 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 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



Calendar of Events

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

October 2017
Su M Tu W Th F Sa

1 2 3 4 5 6 7

8 9 10 11 12 13 14
10/24/17 (Tue) United Nations Day Holiday
15 16 17 18 19 20 21
10/24/17 (Tue) Baldrige Fall Conference Other  
22 23 24 25 26 27 28
10/31/17 (Tue) Halloween Holiday
29 30 31        


November 2017
Su M Tu W Th F Sa
11/05/17 (Sun) Daylight Saving (move clocks back 1 hour) Other  
      1 2 3 4
11/09/16 (Wed) ACHE/AONE Hawaii Event Chapter Education Event
5 6 7 8 9 10 11
11/10/16 (Thu) ACHE/AONE Hawaii Event Chapter Education Event
12 13 14 15 16 17 18
11/11/17 (Sat) Veterans Day Holiday
19 20 21 22 23 24 25
11/17/17 (Fri) ACHCA Fall Forum ACHE Special Program
26 27 28 29 30    
11/18/17 (Sat) NAHSE Conference ACHE Special Program
11/19/17 (Sun) NAHSE Conference ACHE Special Program

11/23/17 (Thu) Thanksgiving Holiday

December 2017
Su M Tu W Th F Sa
12/01/17 (Fri) ACHE COO Seminar ACHE Special Program
          1 2
12/14/17 (Thu) Baldrige Fellow Application Other  
3 4 5 6 7 8 9
12/24/17 (Sun) Christmas Eve Holiday
10 11 12 13 14 15 16
12/25/17 (Mon) Christmas Day Holiday
17 18 19 20 21 22 23
12/31/17 (Sun) New Year's Eve Holiday
24 25 26 27 28 29 30


Calendar of Educational Events

The Summer 2017 Education Calendar.

October 2017
1 2 3 4 5 6 7
10/24/17 (Tue) United Nations Day Holiday
8 9 10 11 12 13 14
10/24/17 (Tue) Board of Gov Exam Review ACHE Education Event
15 16 17 18 19 20 21
10/25/17 (Wed) Board of Gov Exam Review ACHE Education Event
22 23 24 25 26 27 28
10/26/17 (Thu) Board of Gov Exam Review ACHE Education Event
29 30 31        
10/27/17 (Fri) Board of Gov Exam Review ACHE Education Event
10/30/17 (Mon) San Diego Cluster 2017 ACHE Education Event

10/31/17 (Tue) San Diego Cluster 2017 ACHE Education Event

10/31/17 (Tue) Halloween Holiday

November 2017
Su M Tu W Th F Sa
11/01/17 (Wed) San Diego Cluster 2017 ACHE Education Event
      1 2 3 4
11/02/17 (Thu) Healthcare Leadership Conference Chapter Education Event
5 6 7 8 9 10 11
11/03/17 (Fri) Healthcare Leadership Conference Chapter Education Event
12 13 14 15 16 17 18
11/08/17 (Wed) Beyond the Affordible Care Act - Webinar Other  
19 20 21 22 23 24 25
11/11/17 (Sat) Veterans Day Holiday
26 27 28 29 30    
11/23/17 (Thu) Thanksgiving Holiday

December 2017
Su M Tu W Th F Sa
12/04/17 (Mon) Orlando Cluster ACHE Education Event
          1 2
12/05/17 (Tue) Orlando Cluster ACHE Education Event
3 4 5 6 7 8 9
12/06/17 (Wed) Orlando Cluster ACHE Education Event
10 11 12 13 14 15 16
12/07/17 (Thu) Orlando Cluster ACHE Education Event
17 18 19 20 21 22 23
12/24/17 (Sun) Christmas Eve Holiday
24 25 26 27 28 29 30
12/25/17 (Mon) Christmas Day Holiday
12/31/17 (Sun) New Year's Eve Holiday

News & Committee Updates

Upcoming Event - Healthcare Leadership Conference

Please join us for Hawai'i's 2017 Healthcare Leadership Conference!

Please join us for Hawai'i's 2017 Healthcare Leadership Conference!

It will be held at the beautiful Royal Hawaiian Hotel on November 2nd-3rd.

We will be providing a total of 1.5 Face-to-Face continuing education credits and a total of 8.0 Qualified Education Credits (QECs) towards the fellow credential.

Be sure to attend our Diversity Panel, titled "Diversity in Leadership: Leadership Perspective", which will be held on November 3rd from 8:30am-10:00am. Panelists include:

  • Jen Chahanovich, FACHE
  • Richard Cordova, FACHE
  • Gary Kajiwara, FACHE, FACHCA, FAAMA
  • Arthur Ushijima, MA

Please click here for the full itinerary and registration information.


We look forward to seeing you there!

News from the Education Committee

Josh Carpenter, Education Chair

Aloha Hawai’i-Pacific Chapter!

We are already proactively planning events for 2018. Please let us know if you have any events or suggestions!

Upcoming Education Events:

Please join us for the Healthcare Leadership Conference, November 2nd and 3rd at the Royal Hawaiian Hotel. We will be offering a total of 1.5 Face-to-Face continuing education credits sand a total of 8.0 Qualified Education Credits (QECs) towards Fellowship. Additional information is available in the "Save the Date" section at the bottom of this newsletter.

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 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

As always, 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

Phone: (808) 220-2078

Charlene Rueben, Capt, USAF, MSC
Co-Chair, Education Committee

Membership Report: New Fellows, Members, and Recertified Fellows

Micah Ewing, MBA

As we enter into the busy portion of our year, we are excited to continue to see continued growth and diversity in our membership--and the timing couldn't be better as our members take advantage of the upcoming Hawai'i cluster event (September 11-14) and Leadership Conference (November 2-3).  


As we enter into the busy portion of our year, we are excited to continue to see continued growth and diversity in our membership--and the timing couldn't be better as our members take advantage of the upcoming Hawai'i Leadership Conference (November 2-3).  

Congratulations to our New Members!


James C. Lin, MD, Honolulu

Cassandra Savell, Kihei


         Maj Isaac M. Bonney, Honolulu

         Capt Christopher R. Cote

         Tammy Gramberg-Chun, Wailuku


 Congratulations to our Recertified Fellows!


MAJ Charles J. Wyatt, FACHE



News from the Guam Committee

Chuck Tanner, FACHE

A Meeting of the Minds:  The Guam Division of our local chapter invites members to attend an open-forum at Figaro Coffee Shop.

Hafa Adai from Guam!

     My mom’s hobby is genealogy. She loves tracing back our family lineage. Buried in her research she found and shared with me that I have a very remote linkage to Benjamin Franklin and the Folger Family! I tucked that away in my mind and justified my coffee addiction to family genes! So, what has all that have to do with Healthcare Administration? Stick with me, I will join this thought in a minute.

    As forecasted in my December 2016 article contribution, I predict 2017 will be ripe with change. A new Guam Legislature and new Federal Administration of course bring change so I am no Nostradamus, just an acknowledgment of the reality.  Now that we are 6 months in, I have noticed that my electronic sources of information have taken a turn.  My Facebook accounts exploded, blog sites exploded, I find posts of fake news, I am now inundated with bias and propaganda from both sides.  Well, 6 months of this insanity causes me to thirst for intellectual conversation.  Very little of the e-information I receive is helpful at resolving the issues we as healthcare administrators face today. 

    This frustration does have a bright side, as when I become frustrated it drives me to take action. Here is where I join the two thoughts. I seem to remember that Benjamin Franklin would hold court in coffee houses. So off I went to Mr. Google and confirmed that yes, he did.  What a concept!  Here is a paste in of something I found:

In the fall of 1727 Ben Franklin organized a group of men into a club whose primary purpose was inquiry into a variety of questions. This club thrived for nearly four decades and was known as the Junto, also as “the leather apron club.” (This group eventually evolved into the American Philosophical Society.) With few exceptions, the members of the group, like Franklin, were practical men: entrepreneurs, tradesmen, merchants. Only a few had much formal education. The Junto's Friday evening meetings were organized around a series of questions that Franklin devised, covering a range of intellectual, personal, business, and community topics. Franklin set an earnest and yet convivial tone for these meetings, which regularly met on Friday evenings. He preferred a gentle, Socratic method of inquiry, and discussions were to be conducted “without fondness for dispute or desire of victory.” These questions were used as a springboard for discussion and community action. In fact, through the Junto, Franklin promoted such concepts as volunteer fire-fighting clubs, improved security (night watchmen), and a public hospital.

     I think I found an answer to my frustration, but like all things, maybe this is just another one of those “Chuck ideas” that gets “head pats” but no one shows! Either way, nothing ventured, nothing gained just an invitation to participate in open discussion for the purpose of generating and the sharing of ideas leading to potential best solutions to address the ever changing health care environment.  In fact, you should have received an invitation to our first “Junto” at Figaro Coffee shop held on Thursday, June 15.  If you did not receive an email invite, fear not, just contact me and make sure you are on my email group. I plan on running a couple of these meetings in the Ben Franklin format to see if it can get legs. If not, oh well, but if it catches, wow, it could be something great! 

     In closing and with a nod to my “Uncle Ben” I leave you his words until next time….

“Any fool can criticize, condemn and complain – and most fools do.”
“Wine is constant proof that God loves us and loves to see us happy”


News from our Student Representative

Denise Della asks local healthcare organizations to partner with her in establishing post-graduate fellowships for young professionals.

Research indicates that ACHE members attribute their transition to a healthcare leadership position to their past residencies and fellowship experiences. With the demand of effective health care leaders for our changing and complex healthcare field, it is critical to continue to attract and develop highly qualified professionals. Across the country there are postgraduate fellowships for students and early careerist to assist new entrants to the profession in their transition from academically acquired knowledge to the actual management of healthcare organizations. However, there are no postgraduate fellowships in Hawaii to develop effective healthcare leaders for our state.
Recently, ACHE has come out with a number of online resources to help your organization develop a postgraduate fellowship and recruit qualified applicants. ACHE has resources ranging from manuals, surveys, templates, and checklists to help organizations design a postgraduate fellowship, manage a logistics, create a compensation plan, and provide benefits on recruiting, on-boarding, and post-fellowship transition.
If you are a health organization interested in developing and designing a post-fellowship, please contact Denise Della (ACHE Hawai’i Pacific Chapter Student Representative) at denise.p.della@gmail.com for more information.

ACHE National News

ACHE National News and Healthcare Briefs

Help Those Impacted by Storms

ACHE's thoughts are with those who have been affected by the hurricanes. Most recently, Hurricanes Irma and Maria wreaked havoc and destruction in Florida and Puerto Rico. In response to the hurricanes, ACHE created a resource center to help aid in our colleagues' relief efforts. To learn more about the hurricanes or to donate, click here.


Join NAHSE in October for a Conference on Creating Healthier Communities Throughout America

The National Association of Health Services Executives will host its 32nd Annual Educational Conference, "Creating a Healthy America Together: Serving our Communities," Oct. 17–20, 2017, at the Grand Hyatt San Antonio. The conference will include a host of events such as an early/mid careerist professional development forum; an entrepreneurship forum; senior executives forums; a women's forum; physician leader development sessions; health and wellness activities; a golf tournament; and more. Attendees will walk away with innovative ideas to create healthier communities throughout America. Also this year, NAHSE will elect its leadership for the next two years. Read the conference brochure here and register today.


Vote in the Regent Elections

The 2017–2018 Regent elections started Sept. 18 and will run through Oct. 6. All Members, Fellows and Life Fellows in the 18 jurisdictions with an election in progress will receive an email with a link to a secure online ballot where members can view candidate statements and vote. Those without email addresses in ACHE's database will receive a paper ballot via regular mail. If you are in one of the 18 jurisdictions with an election in progress, please remember to vote. The 18 jurisdictions are Alabama; Alaska; Colorado; Delaware; District of Columbia and Northern Virginia; Georgia; Hawaii/Pacific; Idaho; Kansas; Louisiana; Massachusetts; New Hampshire; Oklahoma; Oregon; Puerto Rico; Rhode Island; Texas—Northern; and Utah.


Apply Now for the Baldrige Executive Fellows Program

Applications are currently being accepted for the 2018–2019 Baldrige Executive Fellows Program. The one-year, nationally ranked leadership development program provides rising senior executives with a broader perspective on how to achieve performance excellence in their organizations, stimulate innovation, and build the knowledge and capabilities necessary for organizational sustainability. Baldrige Fellows learn from each other and from winners of the Malcolm Baldrige National Quality Award through personal visits to these organizations and their senior executives.

For more information or to apply, visit the National Institute of Standards and Technology site, email dawn.bailey@nist.gov or call (301) 975-2361.


Attend the 2017 ACHCA Fall Forum

The American College of Health Care Administrators Fall Forum, set to take place Nov. 17–19, 2017 in Atlanta, allows you to grow your professional and personal connections while participating in dynamic education sessions. Keynote speaker Dennis McIntee will provide practical skills needed to eliminate all excuses from your team, creating an ownership culture free of victim thinking and blame assigning, thereby helping you leverage your organization's most valuable asset: your teams—learn more and register here.


Register Now: 2017 Baldrige Fall Conference

Scheduled for Oct. 27 in Tempe, Ariz., the 2017 Baldrige Fall Conference, with pre-conference workshops on Oct. 26, features presentations from national and state program Baldrige recipients in addition to other presenters from industries such as healthcare, service, education, government and small business. Presenters will share best practices that drive organizational performance, with conference topics that focus on leadership; strategic planning; customer focus; measurement; workforce engagement and capability; and operational excellence—learn more and register.


Healthcare Newsbriefs

Few Hospitals Have Adequate Cost-Reduction Goals in Place

The vast majority of U.S. hospital and health system leaders say the need for cost transformation is "significant" or "very significant"—96 percent, according to a recent Kaufman Hall report—but few have a plan in place to make cost reductions. Twenty-five percent of the survey respondents said they have no cost-reduction goals for the next five years, and 26 percent have a goal to reduce costs by 1 percent to 5 percent, a range that is insufficient to transform cost structures, and is unlikely to keep pace with inflation. "This is not business as usual, involving incremental change, " says Walter Morrissey, MD, managing director, Kaufman Hall. "To meet community needs under healthcare's new business imperatives, and to participate as a provider of choice in narrow networks developing nationwide, organizations must have a strong value proposition and a cost position that is significantly lower than competitors."


Demand and Compensation for Hospitalists Continues to Grow

The aging population and the move toward the hospital value-based purchasing program will create demand for hospitalists, potentially impacting compensation and productivity of physicians, according to a recent PYA study. PYA researchers reviewed industry benchmark data on compensation, productivity, collections and subsidies, and found hospitalist clinical compensation grew at a compound annual growth rate of 5 percent over the last five years, an increase in actual compensation by nearly $50,000 per physician over the five-year period. Additionally, there was a general upward trend (4 percent compound annual growth rate) between 2013 and 2017 for all starting salaries, but the growth was slightly higher (5 percent) for those with more years of experience. Hospitalist productivity and professional collections, however, have remained relatively constant over the time period studied.


Mayo Clinic Adds First Aid Information to Amazon's Alexa

"Alexa, tell me how to treat a cut." Amazon's voice-activated digital assistant for the home, Alexa, can now offer medical information about first aid from Mayo Clinic, according to the Star Tribune. Users can access the information by speaking to the device, which can help if they're busy doing something with their hands. For instance, when asked about CPR, Alexa will tell the user, multiple times, to call 911, and then advise the user to begin cardiopulmonary resuscitation for one minute. If the user asks for it, the device will go on to discuss specific techniques for doing CPR on an adult, child or baby. "Mayo Clinic is among the first healthcare organizations in the voice space, and will take what it learns to apply it toward other projects that provide trusted information or potentially address a market or consumer need," says a Mayo spokeswoman.


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