Hawaii - Pacific Chapter of ACHE
Winter 2018 Vol. 4
Messages from Chapter Leadership
Message from the Regent
Fall/Winter 2018 Wrap-up: The Hawai'i-Pacific Chapter is committed to its members, checkout the "New Member Engagement Tookit," and registration is open for Congress 2019.
Aloha Hawai‘i Pacific Chapter,
The end of 2018 is near with the holidays in full swing. Hat's off to your Chapter Leadership for once again hosting a well-attended Mix and Mingle on October 2, 2018. There are so many new faces and so much to share as we continue our journey of lifelong learning together. As I mentioned at the event, I encourage all of you to keep stretching, connecting, and building relationships in your community, state, and across the globe. You are the future, and ACHE is your partner as you continue to explore what tomorrow's healthcare industry has to offer. As you all know, a career in healthcare is not for the faint of heart, and your ACHE community is here to learn and grow with you along the way.
Chapter Mix and Mingle on October 2, 2018
It was a pleasure seeing our chapter members at the AONE/ ACHE/ HSCN conference on Friday, November 9, 2018 at the Royal Hawaiian Hotel. This one-day conference "LEADERSHIP IN ACTION" featured many helpful leadership topics around connecting generations, engaging the committed workforce, and much more. Our keynote speaker Michael E. Frisina, PhD presented the topic of "Leading the Brain to Higher Levels of Performance." This opportunity is another example of Hawai'i ACHE Chapter's commitment to supporting your leadership education. Continue to reach out, connect with others in your area of interest, healthcare leaders and alike.
Congress is scheduled for March 4-7, 2019. I encourage all of you to take advantage of the link ACHE provided and submit for a full or partial scholarship so you can continue participating and engaging with your peers and focus on advancing healthcare management excellence for all ACHE members. Click on the link and log in to learn more: http://www.ache.org/events/TuitionWaiver.aspx
As a reminder from our national ACHE team: Because time is so precious, we want to be sure the time you are spending as volunteer leaders for your local ACHE community has maximum impact. The attached New Member Engagement Toolkit
is designed to enable your chapter to take focused, meaningful efforts that will encourage other new members of your chapter to become active. That is the first step in building strong and lasting relationships that will benefit both the member and our professional community.
Thank you for everything you do to support your local ACHE Chapter and healthcare executives colleagues across Hawai'i and beyond!
I wish you and your families a wonderful holiday season and look forward to connecting in the New Year.
Gidget Ruscetta, FACHE
Regent for Hawaii/Pacific
Pali Momi Medical Center/Hawaii Pacific Health
Message from the Chapter President
Chapter President, Micah Ewing reflects on 2018 events and inspires our future chapter leaders to get involved.
Aloha Hawai'i-Pacific Chapter Members!
Ladies and Gentlemen, the Holiday Season is finally upon us. A lot has happened this past year, including tenuous weather, environmental events, and continuing change in healthcare. First and foremost, we send our thoughts and prayers to all friends and families who have been impacted by the significant natural disasters.
Second, I'd like to take this opportunity to thank all of you for your ongoing commitment to making a difference towards the advancement of healthcare leadership in our Hawai'i-Pacific Region. The constant change and transformation taking place in healthcare has never been more evident and our chapter leadership is poised to meet these challenges. In November, we were visited by Gerry Berish, our Regional Director as he joined us for our strategic planning session in preparation for 2019.
2018 Leadership in Action Conference at the Royal Hawaiian Hotel. From left to right: Dr. Michael Frisina, FACHE; Laura Bonilla, Suzie So-Miyahira, Gerry Berish, FACHE; Josh Carpenter, Gidget Ruscetta, FACHE; Micah Ewing, FACHE
We have had a productive quarter for our chapter, including having our annual strategic planning session during our chapter board meeting on Thursday, November 8. On Friday, November 9 the education committee in partnership with AONE put on the Leadership in Action (LIA) Conference at the Royal Hawaiian Hotel. The audience was engaged and inspired by the variety of presentation topics including the presentation by keynote speaker, Michael E. Frisina. That said, I'd like to give a special thanks to our committee and board members for all the work they have done to make these meetings and events possible.
Finally, we released a Call for Nominations and held our 2019 Hawai'i-Pacific Chapter Board Elections. Compared to previous years, voter participation was very good at 27.3%. The election filled a variety of Officer positions, Board of Directors positions, and also member and chair positions for the many Committees. Participating in a Board position is truly the best way to get the most out of your ACHE membership and work side by side with leaders in our community. I urge all of you to get involved and to encourage your colleagues and friends to do so as well.
All my best to you and yours,
Micah B. Ewing, MBA, FACHE
President, Hawai‘i-Pacific Chapter of ACHE
Hawai'i Pacific Health
Office: (808) 535-7063
Diversity and Delivery of Healthcare Services: A Journey
Barbara Ornellas, RN, BSN, MSA, FACHE
Healthcare service delivery is complex and ever-evolving. Patient-centered medicine and a population-health based approach requires attentiveness to the uniqueness of each patient and their families. Ensuring diversity in the workforce is a challenge facing healthcare organizations as they strive to meet the needs of the patient populations they serve.
Healthcare delivery systems are created and continuously evolve to meet the challenging and changing needs of the patient populations they serve. Inherent in health care delivery systems are healthcare providers and patients.
Innovative concepts and tools assist health care providers to meet the care needs of a diverse patient population. “Patient-centered medicine” traces its roots to British Psychoanalyst Enid Balint.1 “Patient-centered care” encourages collaboration and shared decision-making between patients, their support systems and healthcare providers.2 AHRQ created the “AHRQ Health Literacy Universal Precautions Toolkit.”3 This tool was designed to “help primary care practices reduce the complexity of healthcare, increase patient understanding of health information, and enhance support for patients of all health literacy levels.”4 In its publication on cultural competence education for Medical Students, the Association of American Medical Colleges identified multiple models on communicating with patients.5
These concepts and tools complement the skills sets and knowledge base of health care providers and assist in the development of individualized healthcare services with and for each of their patients. There is no “one size fits most” in healthcare. Adding to the complexity of this delivery system is the uniqueness of each patient who brings to the patient - healthcare provider relationship his or her interpersonal communication skills, culture, religious beliefs, socio-economic background, understanding of disease processes, biases, historical knowledge of family or friends who had either poor or great outcomes with healthcare services, fears and expectations of the healthcare provider in his or her care.
Healthcare executives and health care providers collaborate in healthcare organizations. Healthcare executives monitor to ensure their organizations provide a diverse workforce to meet the needs of their patient mix. Patient satisfaction surveys provide trend information and individual comments which help the organization to understand what is being done well and identify areas for improvement. Patients receive their care services from healthcare providers.
In a healthcare system, training of staff on cultural competence is essential. The concepts learned through training should be reflected in the daily interactions between staff within the organization and patients receiving care. Cultural competence is a key indicator of how well an organization is prepared to provide services to a diverse patient population.
If not already available in an organization, consider creating a pocket-sized culture reference for populations served within the organization. The pocket format which is best when laminated for durability makes information readily available to all healthcare providers and staff as it can fit it in jackets, pockets, uniforms and scrubs. It provides a quick at-a-glance reference. It should include information such as customs (food, dress, beliefs about health and disease, use of eye contact, expectations of men and women in that cultural society, beliefs about healthcare providers, what may or may not be considered unacceptable such as touch which is inherent in healthcare delivery). This baseline information is invaluable to the healthcare provider and the healthcare team. Information obtained from each patient should be made available in the electronic medical record for all team members to review as it enhances continuity of care among providers. The intended message to patients is that everyone in their healthcare team has an understanding of who they are as an individual. It helps to build trust. This information should also be shared during the “warm hand-off” when patients are referred to another provider such as a specialist or discharging from an inpatient to outpatient setting. In the inpatient setting, it would be valuable to include this in the shift-to-shift reporting for continuity of care. Additionally primary language, communication preference, and learning style (verbal, written, combination) should also be readily available in the electronic medical record.
Each patient is unique. Each healthcare provider is unique. Each patient – healthcare provider relationship is unique. Each patient – healthcare provider encounter is unique. Therefore, the provision of healthcare services in a diverse healthcare delivery system is a journey.
1. Bardes,C. New England Journal of Medicine 2012; 366:782-783
2. NEJM Catalyst January 1, 2017
3. Brega AG, Barnard J, Mabachi NM, Weiss BD, DeWalt DA, Brach C, Cifuentes M, Albright K, West, DR. AHRQ Health Literacy Universal Precautions Topolkit, Second Edition. (Prepared by Colorado Health Outcomes Program, University of Colorado Anschutz Medical Campus under Contract No. HHSA290200710008,TO#10.) AHRQ Publication No. 15-0023-EF. Rockville,MD. Agency for Healthcare Research and Quality. January 2015.
4. AHRQ website
5. AAMC website
Articles of Interest
Sales Representatives in Healthcare: Partnering to fill a need for Healthcare Organizations
Kenny Morris, MBA-HCM
Kenny Morris is a medical sales representative based in Honolulu covering the Hawaiian Islands. A recent graduate of the University of Hawaii Shidler School of Business MBA in Healthcare Management, Kenny seeks to leverage his background and unique perspective on the industry to optimize the way medical sales representatives and healthcare organizations interact for the benefit of patients everywhere.
this multi-part series, we will be exploring the role and value of sales
representatives in the healthcare space as well as ways that healthcare
organizations can better partner with their local sales force to help drive
positive outcomes at the bedside.
II: The most expensive product is the
one that doesn’t work.
Healthcare facilities are different
than other business entities – they treat and prevent disease, alleviate pain
and suffering while often defying death itself, yet are still at the mercy of
the same economic, financial and market forces that impact traditional businesses. While life and health are priceless, the
products and services employed to preserve and protect them are unfortunately
not free. Further compounded by healthcare
payment models emphasizing pay-for-performance and the threat of reimbursement
reductions related to hospital value-based purchasing, this presents a unique
challenge for healthcare facilities of balancing costs with potential benefits
to patients and staff. Because of this, understanding
how products and services impact both the clinical and financial well-being of
the healthcare facilities is essential.
most expensive product is the one that you purchase which doesn’t work.
What I mean by this is even the
smallest product in the patient care setting has a purpose and drives an
outcome. These outcomes - patient safety
and experience as well as staff efficiency, safety and satisfaction relate to
larger costs than just the frontline purchase price of the intervention (think:
treatment of nosocomial infections and conditions, Value Based Purchasing
reimbursement reductions, workman’s compensation claims etc vs. the actual cost
of the product itself). For these reasons,
an effective means of measuring and analyzing the costs and benefits associated
with both new and existing products and services is essential to patients,
staff and the financial bottom line.
This measurement and validation of
products and services currently takes many forms though most current systems focus
on the introduction of new or updated products and interventions. Some larger organizations and integrated delivery
networks have assembled ‘value analysis’, ‘standardization’ or ‘products’ teams
comprised of clinical and non-clinical staff to trial and vote on new products that
are added to corporate contracts and formularies. Smaller facilities may have small groups or
even individuals making product decisions.
These groups, though essential and very
often well-run, are innately prospective in nature and very rarely have the
time, resources or access to data to measure the post-implementation efficacy
of the products they approve. For example,
a value-analysis group may approve the implementation of a new, lower cost hypodermic
safety needle without ever knowing if the product has an impact on needle-stick
injuries or the cost of any increase that was observed. Similarly, a standardization team could
approve the use of a new patient clinical chair without ever knowing if it has
an effect on patient falls or pressure injuries, staff efficiency and injury or
even linen use and the associated costs of each. While there may be a well understood
frontline cost savings associated with the cost of the actual product, the overall
return on investment or cost avoidance connected with the implementation is
often not fully understood. Combined
with the need to monitor utilization of disposables, compliance to protocol,
education and training, and waste reduction (not to mention everything else) it’s
no surprise that few organizations have the resources in their purchasing and
supply chain management departments to measure the impact of the interventions
that they implement.
Often the responsibility of
measuring clinical outcomes falls to quality, patient safety, or performance
improvement groups within the facility who are siloed away from product
decision making teams and frequently scrutinize outcome metrics independent of product
This is where an opportunity exists
for local sales representatives to bridge the gap between product, outcome and
financial and utilization data to provide a comprehensive representation of
whether or not their products are working as intended. While healthcare organizations are held
accountable to quality and patient safety standards, so too should the products
and services that they employ. In finding
new and innovative ways to incentivize sales representatives to work with
internal stakeholders and provide concrete data on how their products are driving
positive outcomes, healthcare facilities will be more able to ensure that the
products they purchase are working as intended.
In the next installment of this
series, we will discuss strategies for deploying sales representatives with
internal stakeholders to collect and manage data relating to product efficacy.
The Importance of Laboratory Test Utilization Management
Kristen Croom, MLS(ASCP), MB(ASCP)
Advanced payment models and the push by the federal government to tie reimbursement to quality measures and outcomes has put a spotlight on laboratory test utilization. Kristen Croom, Director of Pathology, Clinical Laboratory, and Molecular Services at The Queen's Medical Center examines the focus on the laboratory to ensure lab testing is appropriate for the patient.
Some research has shown that approximately 70% of medical decisions are based on laboratory tests. Most clinicians and healthcare workers realize the importance of the laboratory and acknowledge the vital role that laboratory medicine plays in the care of our patients. The push by the government to base reimbursement on quality measures has put a spotlight on the laboratory to ensure that testing is appropriate for the patient.
Along with ensuring quality patient care the healthcare institutions are expected to operate within tighter margins due to reduction of reimbursements from payer across the board. One method to ensure quality patient care and reducing overall healthcare resource utilization is to evaluate laboratory test utilization within an inpatient and outpatient setting. An inappropriate test can fall into one of three categories: tests are ordered but are not directly indicated, initial testing is inappropriate based on patient evaluation, or repeated “routine” testing is not a necessity (Mora et al., 2017). One study stated that the ordering of a complete blood count (CBC) was the most common routine test ordered and accounted for $32.7 million in 2009 (Rao, 2014). In addition to a waste of money inappropriate lab orders can result in unnecessary blood draws that could result in patient harm and increase false-positive results (Mora et al.)
There are a multitude of scientific articles that have researched the advantages to creating a laboratory utilization program in each healthcare organization. Mora et al. provided the ten most frequent processes used to optimize lab test utilization:
1. Determine the clinical reasoning behind the most frequently ordered lab tests;
2. Present comprehensive aggregate data to physicians: case mix index, lab tests costs, budgeted goals, outcomes, quality metrics, trends, and individual physician ordering practices;
3. Provide information from peer-reviewed publications that include evidence-based lab utilization practices for the patient populations being treated;
4. Provide information on the potential clinical implications of lab ordering patterns;
5. Provide comparative data from other units or hospitals that have different patterns of lab utilization but have similar types of patients or similar case mix index values;
6. Select a physician champion who will organize educational sessions and provide the information required for improving lab test utilization;
7. Develop goals and a method for measuring and communication successful lab test utilization management through frequent meetings that will sustain practice changes;
8. Reduce or eliminate standing orders for lab tests;
9. Determine whether specific directives are necessary, e.g. having blood drawn on specific days unless there is a specific medical necessity;
10. Engage all executive administrative staff and provide effective and non-judgmental communications to all physicians involved in patient care.
The bottom line is that a lab utilization program can save patients’ lives and save the healthcare institution money. While the structure of the programs may vary from institutions to institution, the key factors are open, honest communication using evidence-based practice in a non-judgmental environment.
1. Mora, MD, A., Krug, MHA, B. S., Grigonis, PhD,, A. M., Dawson, PhD., A., Jing, MS, Y., & Hammerman, MD, S. I. (2017). Optimizing laboratory test utilization in long-term acute care hospitals. Baylor University Medical Center Proceedings, 26-29.
2. Rao, S. K. (2014). Utilization management in the changing health-care environment. Clinical Chimica Acta, 109-110.
Sally M Belles, MBA/HCM, RDN, CDE
Hawai'i ACHE Chapter members and executive leaders, Dr. Gerard Livaudais and Travis Clegg share how their organizations are charting new territory and innovating under the Payment Transformation (PT) Reimbursement Model.
The shift from fee-for-services payments to capitation has spurred the myriad of advanced payment models. Insurers, healthcare organizations, and physician-led accountable care organizations are experiencing the wave of payment change. The shift to global payment is being driven by increasing healthcare costs resulting in changes to the current reimbursement structure. Innovations to increase access to higher quality care at lower costs is a challenge faced by leaders in all areas of healthcare. Achieving success with quality performance programs and payment transformation require all hands on deck.
The Hawai'i-Pacific Chapter ACHE recently put out questions on the topic of Payment Transformation to Gerard Livaudais, MD, MPH, FACP, Vice President, Hawai'i-Health Partners ACO and Travis Clegg, MBA, FACHE, Operations Executive, Adventist Health Castle. We believe our readers will find their responses insightful, informative, and timely.
Q1: Describe for our readers how recent health care policy and reform influenced your organizational strategy?
Dr. Livaudais: The influence is immense and has had a profound and direct impact on our strategy. As we've taken significant early steps to adapt to new payment models, we've come to understand the depth and breadth of changes needed across the system - spanning clinical, finance, accounting, technology and nearly every aspect of our enterprise. It's not an exaggeration to state that our organization is revisiting nearly every aspect of our operation to align with new payment models.
Mr. Clegg: Adventist Health Castle has embraced the recent policy changes and movement toward value-based care including payment transformation. Our organizational strategy has responded to these changes by increasing our focus on primary care. We are also examining our organizational infrastructure to ensure we are prepared to deliver outstanding evidence-based care to our community in a transformed payment environment.
Q2: What is your role in moving your organization towards Payment Transformation:
Dr. Livaudais: My role spans helping the organization as a whole make sense of the changing market circumstances, strategize and communicate to the various leaders of our business and operational units so they too can understand the reason for change, and how to approach change in their areas.
Mr. Clegg: As operations executive I am active in both the development and deployment of strategy related to payment transformation. It's a role that I enjoy because it is incredibly rewarding to see a good idea grow and develop into a fully realized and successful program.
Q3: What specific infrastructure, skills, resources/assets are necessary to undertake Payment Transformation? How is your organization working to develop that infrastructure?
Dr. Livaudais: Perhaps most important is the attitude toward change. Consistently across many different areas, individuals and units with curiosity, openness, teamwork, energy and a willingness to fail succeed sooner and with less trauma or burnout than those not exhibiting those characteristics. Leadership of course is key in this regard.
Still, that isn't enough; another essential element is data - not necessarily the most sophisticated, just enough data to objectively know if progress is being made toward the performance goal.
As for developing the needed infrastructure, we have multiple training opportunities for many different levels across the organization to help them employ these "change attributes," to understand the reasons for the change, and to develop competency in using tools (e.g. PDSA, basic analytics, etc.).
Additionally the financial, operational and analytic technical infrastructure is seeing large investments to provide the foundation for operators and providers to adapt their work.
Mr. Clegg: The first resource that comes to mind is great people. While having a solid strategic plan is critical, success comes from actually executing the plan. Assembling a team of dedicated professionals that are willing to work hard to achieve a goal while remaining flexible to adapt and respond to unexpected changes is the cornerstone to successful execution.
Q4: How does your organization define success and how will it be measured?
Dr. Livaudais: Success is in seeing better patient outcomes at a
population level – including “happiness”, clinical and financial. As a system,
we’ll strive to be good stewards of financial and health care resources which
should be reflected in better control of the total cost of care.
Mr. Clegg: Adventist Health Castle broadly defines success as fulfilling our mission of “Living Gods Love by Inspiring Health, Wholeness, and Hope”. More specifically, we have a broad range of goals related to quality, customer experience and financial stewardship. We are also spending more time than ever looking outward at the communities that we serve and are exploring how to connect in new and meaningful ways to improve health and well-being.
Q5: As an executive leader, what is your strategy to communicate to leadership and employees about "What Payment Transformation is and how it will be successful?"
Dr. Livaudais: Our strategy is engagement. We certainly have numerous communication channels, but passive reception won’t drive success. We seek to create opportunities for staff and providers to take ownership and lead the change in their areas.
Mr. Clegg: We refer to our strategic plan as our “playbook”. Inside the playbook we outline each of our key initiatives (such as care transformation, payer strategies, etc) along with the applicable goals, list of team members, and other relevant data. The playbook is updated on a regular basis and shared with our leadership and our associates. Additionally, during each of our monthly leadership meetings one of the initiatives from the playbook is presented by a department director that is working on that specific initiative. This gives the entire leadership team an opportunity to learn about all of our key strategies throughout the year.
Calendars and Recent Events
2018 Leadership in Action Conference
Josh Carpenter, Education Committee Chair
The Hawaii Chapter of ACHE continues to provide and partner with other organizations to deliver premier educational events such as the 2018 Leadership in Action Conference.
This year's Leadership in Action (LIA) conference at the Royal Hawaiian Hotel was outstanding and a testament to the successful ongoing partnership between our local ACHE chapter represented by Suzie So-Miyahira and the Hawaii State Center for Nursing (HSCN) and local chapter of the American Organization of Nurse Executives.
Shortened this year to one day we were challenged to provide condensed relevant content to meet our member's expectations. This year ACHE's education committee organized a keynote speaker as well as the executive panel in the afternoon with Dr. Michael Frisina. Our chapter would like to thank Raquel Hicks, Mimi Harris, and Richelle Asselstine for volunteering to panel the event.
Jack Needleman and Linda Everett also provided the other keynote speeches for the day presenting to us a diversity of topics alongside a host of other breakouts and an additional executive panel in the morning moderated by Katherine Finn Davis.
A special thank you to the organizing committee headed by Jason Pauls this year. This was a year-long effort to put together and the 2019 LIA organizing committee is already in action. Volunteers are welcome!
Enjoy photos from the conference. Hover over the photo to view description.
Calendar of Events
Calendar of events
Calendar of Educational Events
Upcoming Calendar of Educational Events
News & Committee Updates
News from the Education Committee
Josh Carpenter, Education Committee Chair
2018 proved to be an exciting and busy year filled with a variety of education offerings. The education committee and chapter board will continue to work hard to bring education opportunities of the highest caliber to our local membership in 2019.
Aloha and Happy Holidays Hawai’i-Pacific Chapter!
2018 has turned out to be the most productive educational year in the history of our chapter! Ordinarily we strive to provide a minimum of 7 Face to Face Credit opportunities for our members. This year we have gone above and beyond and allowed our members local, on island access to a total of 16.5 Face to Face Credits with an abundance of Qualified Educational Credit opportunities. This was achieved through the following events:
- Annual Healthcare Financial Management Association (HFMA) Conference: Held at the Ala Moana Hotel where we organized two executive panels in partnership with the HFMA conference Committee (3-F2F Credits)
- 2-Day ACHE Cluster: Hosted at Queens Hospital Conference Center and subsidized by unanimous vote from our board with earnings from past conference participation and our many generous sponsors (12-F2F Credits)
- Annual Leadership in Healthcare Conference at the Royal Hawaiian: Arguably one of the best conferences of the year, ACHE partnered with AONE and HSCN to put on this one day conference at an amazing luxury resort (1.5-F2F Credits)
This would of course not been possible if not for the amazing amount of teamwork both internally and externally with the HFMA, AONE and HSCN. We are so very lucky to be partnered with such capable and passionate people. Additionally, we have seen an upwelling of interest in our ACHE Education Committee and, as a result, we have an amazing new team that has already begun taking on tasks this year and preparing for an amazing 2019. Planning is underway and events will be announced as they get placed on the calendar.
Please also welcome our new Education Chair, Jerome Flores from Maunalani Nursing and Rehabilitation Center. Jerome will beworking closely with his most capable co-chairs, Kenny Morris from Stryker and Kristin Croom from Queens Hospital.
If you have any recommendations for future events or wish to volunteer on this committee please reach out to one of our team members. Contact Information is provided at the bottom of this article.
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 Chapter 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:
As always, the education committee seeks energetic, detail-oriented individuals to help create, coordinate and/or volunteer at events. If interested, let us know!
News from the Guam Local Program Chapter
Geojun Wu, MHA
Geo Wu, newly elected Chair of the Guam LPC, introduces new leadership in 2019. The Guam LPC welcomes the opportunity to partner with the Hawai'i-Pacific Chapter of ACHE and lays out a vision for future success.
“Hafa Adai" from Guam!
First and foremost, I would like to introduce myself as the new Chair of Guam’s Local Program Chapter. I am honored to be serving with such a distinguished and dedicated healthcare leadership group. Chuck Tanner has been instrumental for all of GLPC’s successes for many years and I thank him for all his contributions and for everything he will continue to do for the healthcare community. The new leadership team has some big shoes to fill but I am confident that my team and I will find many successes moving forward.
I would like to introduce everybody to the new GLPC Leadership Council!
Felix Esquibel, retired Air Force, is our new Vice President of Guam LPC. He is currently completing his final MBA classes (Healthcare Concentration) and will be transitioning into health care administration. John Taitano is our the new Treasurer of Guam LPC; he is currently involved with research programs in University of Guam and is looking forward to expanding our Guam LPC to include college students interested in healthcare leadership. Jayar Calilung is our new Secretary of Guam LPC; while he shares interests in serving in our military, he is currently the clinic manager for Evergreen Health Center. And a little about myself: I am currently serving as a Naval Officer in the Medical Service Corps, Healthcare Administrator, at US Naval Hospital Guam; I am from Florida and arrived here on Guam during the PCS season wave. Now that everything has stabilized, I will be looking forward to serve as the Military Liaison for Guam LPC.
Hawaii-Pacific has welcomed our new members with open arms and with the help of our parent chapter, we were able to offer, for the first time, remote Educational Credits in Guam! Practicing health care administration on a remote island in the Pacific brings some challenges, especially when trying to stay active within the ACHE community. Remote Educational Credits was such a great opportunity to stay involved with ACHE and to learn more about healthcare leadership. We were able to remotely attend (adjusting with the time difference of course) the Leadership in Action Conference and Strategies for a Committed Engaged Workforce which qualifies for Educational Credits. We are looking forward to other future events!
This is only the beginning for new opportunities as our existing members and new members collaborate with the determination to improve healthcare leadership throughout our community. I am very thankful for our member’s commitment as we work closely with the Hawaii-Pacific ACHE; if I can be of any help, please feel free to contact me!
Geojun Wu, MHA
President, Guam Local Program Chapter
USN, MSC, Naval Hospital Guam
Denise Della, MPH MHA
Outgoing Student Representative Denise Della bids a farewell and puts out a call for new ACHE students to get engaged.
It was an honor and pleasure to serve as the Student Representative for the ACHE Hawai’i-Pacific Chapter. My time as a student representative has been nothing but remarkable. It was a pleasure to meet all the students and early careerists that have come through ACHE the past two years. ACHE has played a vital role in my transition from graduate student to early careerist. To all our current and new ACHE students, continue to get involved with ACHE local networking events, education seminars, and online webinars. ACHE is here to help you on your journey to become the healthcare leader you desire to be.
ACHE Student Representative
Membership Report: New Fellows, Members, and Recertified Fellows
Andrew Giles, Membership Co-Chair
On behalf of the membership committee, I wish to thank all of you for your engagement and support to our chapter. As a reminder, board elections are coming up! Please consider running yourself or nominating a colleague.
Congratulations to all of our New Members!
MAJ Jared H. Brynildsen
Jayar S. Calilung, MHA
Raquel M. Hicks
Bradley Patrick, DNP
LT Jennifer M. Rajner
Congratulations to our New and Recertified Fellows!
LTC Maria H. Shelton, RN, FACHE
Joanne Reid, FACHE
Col Kara A. Gormont, FACHE
We are pleased to welcome the 7 new members who have joined our local chapter since October! As a member of the Hawai'i Chapter of ACHE you have access to local and national resources as well as opportunities to volunteer on various committees. Please reach out to Andrew Giles at Andrew.T.Giles@kp.org if you are interested in getting more involved with the Hawaii ACHE Chapter.
Andrew Giles, Membership Co-Chair
ACHE National News
ACHE National News Press Release from December, 2018.
Plan Customized On-Location Learning for 2019
Schedule an ACHE On-Location Program for 2019 today to ensure the continuous development of your healthcare management team, ACHE Chapter, state or metro hospital association, alumni group, or other organization.
On-Location Programs are customized ACHE seminars that can be brought directly to your organization. ACHE coordinates faculty and materials while your team conveniently earns ACHE Face-to-Face Education credits and develops their skills in areas of interest such as leadership development, community health and involvement, financial management, health systems and delivery, medical staff relationships, public policy and quality/patient safety.
ACHE has everything you need to know about program formats, planning, pricing, accreditation and more. For more information, contact Catie L. Russo, program specialist, Division of Professional Development, at firstname.lastname@example.org or (312) 424-9362, or fill out an ACHE On-Location inquiry form.
Powerfully Engaged Physicians Are Keys to Success
Physicians are crucial in driving clinical transformation leading to experience, breakthrough quality and financial performance, says Mark J. Werner, MD, national director of clinical consulting, The Chartis Group. However, many of these leaders may not have the financial background to assess the direct investments for improving patient care that will also meet required financial benchmarks. Read more from Dr. Werner and Richard Priore, ScD, FACHE, president and CEO, Excelsior Healthcare Group. You can also join them for a two-day in-depth discussion, Closing the Gap in Physician Engagement, Alignment and Integration in a Value-Based Environment at ACHE’s Copper Mountain Cluster, Jan. 14–17, 2019.
Registration Is Now Open for the 2019 Congress on Healthcare Leadership
As healthcare’s premier education and networking event, the Congress on Healthcare Leadership offers many opportunities to innovate, collaborate, grow and transform. Convene with your peers at the 2019 Congress on March 4–7 at the Hilton Chicago/Palmer House Hilton, to access top thought leaders and share perspectives and insights with a diverse array of interprofessional leaders. Visit ache.org/Congress for more information.
You Can Apply for an ACHE Graduate Student Scholarship
The application process for the 2019 Albert W. Dent and Foster McGaw student scholarships is opening soon. Offered annually, both are awarded to outstanding students enrolled in health services administration graduate programs. Each scholarship is worth $5,000. ACHE awards up to 15 scholarships every year.
Do you meet the requirements to apply? Visit the Albert W. Dent and Foster G. McGaw Graduate Student Scholarship web pages for more information. Applications open Jan. 1, 2019.
2019 Annual Dues Deadline Is Approaching
Continue receiving the valuable benefits of membership by renewing your 2019 ACHE membership. Online renewal is quick, easy and secure. To pay online, simply log in at ache.org/Dues using your username and password. (If you have forgotten your password, use the Forgot Your Password? feature to create a new one.) While you are online, you also can print a dues statement or receipt.
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.
Resource Spotlight: The Leadership Mentoring Network (LMN)
Who Is the LMN Program For?
ACHE created the Leadership Mentoring Network to expand opportunities for the learning and development of professionally experienced ACHE members. The Leadership Mentoring Network operates as a result of the service of dedicated volunteers. In light of our limited number of volunteers, we are only able to accept mentee requests from professionals who are currently in healthcare management positions. This service is available to ACHE Members only and is not designed for students or Student Members, nor is its intent to find employment for mentees; rather it is designed for employed healthcare professionals seeking growth as leaders.
ACHE Members who are job searching or enrolled in full-time education or training programs are recommended to take advantage of the benefits of ACHE's Career Advising Network. This network consists of a different pool of volunteers who have agreed to be resources for individuals exploring career directions or making transitions between healthcare sectors or locations.
What Is Mentoring?
Mentoring is a process that usually involves a more experienced individual, the mentor, providing guidance to a less experienced professional, the mentee. A mentoring partnership involves developing trust, investing resources (e.g. time and energy), and sometimes taking risks by challenging a partner. If a mentor feels valued only for the connections they possesses or the doors they can open a meaningful relationship probably will never develop. ACHE offers a number of tools and resources, such as CareerEDGE, to support mentors and mentees in tracking and achieving goals.
Why Consider Becoming a Mentor?
A few of many reasons for becoming a mentor include learning about yourself, benefiting from the exposure to a fresh perspective and deriving satisfaction for furthering another's career development. The return on mentoring efforts may also include growing an organization's management talent and fine-tuning your leadership skills in a one-on-one situation.
Why Consider Becoming a Mentee?
The guidance a mentee receives may take many forms. For example, a mentee may want to work on building self-confidence, developing professional and winning behaviors or sharpening critical thinking skills and knowledge. People can become mentees at any stage of their career. A young manager can receive valuable guidance from experienced mid-career executives, while the mid-careerist may benefit from a mentor who is at the C-suite level. Senior executives ready to move up from a small or mid-size organization may benefit from the counsel of a CEO or COO whose career already includes leading larger, more complex firms.
What Should Participants Expect?
The Leadership Mentoring Network maintains the classic one-to-one mentoring experience, while primarily meeting virtually (via phone, video chat, email, etc.) to accommodate the demanding schedule of a healthcare executive. While face-to-face meetings are acceptable, they are not the expectation. Using this approach, mentoring partnerships are made possible for individuals separated between great distances. Mentoring partnerships are expected to be established with a specific purpose or goal in mind. Though some partnerships last longer, the average connection lasts one year or less.
How Can You Get Started?
Prospective mentors and mentees must file a personal profile with ACHE's Career Resource Center so that the CRC may identify appropriate matches.
If you wish to become a mentor, please fill out the mentor profile form.
If you wish to become a mentee, please fill out the mentee profile form.
Want to know about mentoring? Explore the resources below to learn more about effective mentoring partnerships.
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Thank you to all our Sponsors for 2018!
The ACHE Hawai’i-Pacific Chapter is pleased to announce our valuable sponsors for this year. Our sponsors allow us to continue to offer high quality continuing education and leadership development to prepare Hawai’i’s healthcare leaders for the ever changing and challenging health care landscape.
Hawai’i Pacific Health
Adventist Health, Castle Medical Center
Hawai'i Pacific X-Ray Corporation
TRANE (Ingersoll Rand Company)
Cache Valley Electric
The Queen’s Health Systems
Many thanks to our sponsors: