Hawaii - Pacific Chapter of ACHE

Summer 2021

Messages from Chapter Leadership

Message from the Regent

Hawaii-Pacific Regent, Micah Ewing communicates ACHE's mission to advance healthcare leaders and the field of healthcare management excellence. 

Message From Your ACHE Regent 
Spring 2021 

Aloha, 

It is an honor to serve as your Regent for the American College of Healthcare Executives, the preeminent national association for healthcare leaders. I look forward to helping to continue providing relevant and practical education to healthcare leaders as well as championing diverse leadership that reflects the communities being served. 

This year’s Congress on Healthcare Leadership was held virtually, March 22-25. This event was offered at a significantly reduced rate yet still provided the same level of quality content and continuing education opportunities to meet credentialing needs. To demonstrate the incredible success of this event, I’d like to present a few facts:

•  9,234 registrants, more than double the typical registration
• 1,364 CEOs registered
• 3,655 Fellows in attendance
• 55 Registrants from our region 
  

Locally, our Chapter offered the complimentary virtual program series, “Conversations About Leadership,” which was also well-attended and presented by some of our most recognized leaders and experts in their respective areas. Special thanks to Kristen Croom and the Education Committee for organizing this event. The following sessions offered 4.5 F2F credits for ACHE, as well as ACCME and ANCC hours for qualifying attendees:

• Crisis Management: Strategies to Effectively Manage a Healthcare Organization (Moderator: Dr. Josh Green, LT Governor)
• Telemedicine in the Healthcare Delivery System (Moderator: Dr. Jennifer Mbuthia)
• Diversity, Equity, and Inclusion (Moderator: Dr. Lara Yamada Hazenfield) 
  

For Guam, the Hawai’ian Islands, and other locations in the Hawai’i-Pacific region, we have a long history of facing challenges in attending these high-quality conferences and receiving continuing education credits due to the financial costs of travel and long periods of time away from work and family. ACHE has embraced technology to provide these virtual opportunities for full credit to our members, and I urge you to take advantage of them. 

Finally, I’d like to take the opportunity to recognize Gidget Ruscetta, FACHE, for her years of service as our Regent and her numerous and immeasurable accomplishments during her tenure. We have never faced the magnitude of challenges we are experiencing today in healthcare. I look forward to working with all of you to provide opportunities and resources to serve the healthcare leaders of Hawai’i and the Pacific region.  

Micah B. Ewing, FACHE 
Regent for Hawaii/Pacific 
micah.ewing@ hawaiipacifichealth.org 

Message from the Chapter President

Andrew Giles, MBA, FACHE

Aloha Hawaii-Pacific Chapter ACHE Members!

Summertime is here!  It has been a difficult 15 months since the first Covid-19 case was diagnosed in Hawaii, and now we are finally starting to see some semblance of normalcy thanks to our vaccination and public health programs. Thank you all for your leadership during this unprecedented time, and for helping to care for and immunize the residents of Hawaii.  The Hawaii-Pacific Chapter Board is currently discussing the strategic plan for the remainder of this year and beyond.   We are continuing to focus on offering value for our members through virtual continuing education events. We hope that you folks had the opportunity to join one of our three complimentary leadership sessions in late April, and look forward to planning more of these in the near future.  A special thank you to the panelists, moderators, and the education committee for helping to facilitate these events.  We are also in discussions with several local universities, hoping to get Hawaii’s future health care leaders engaged with our local chapter.  As a healthcare community, I feel we are even stronger and more collaborative now than ever, and we hope the ACHE continues to be a conduit for developing relationships with colleagues across the islands.  If you would like to get more involved with one of our committees, please email me at Andrew.T.Giles@kp.org.  Mahalo & Be Safe!

Thank you,

Article of Interest

Leading Growth in Lean Times

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

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

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

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

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

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

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

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

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

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

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

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

News & Committee Updates

News from the Education Committee

Kristen Croom, MLS(ASCP), MB(ASCP)

Supporting Continuing Education for Our Members

Membership Report: New Fellows, Members, and Recertified Fellows

Travis Clegg, Membership Chair

On behalf of the membership committee, I wish to thank all of you for your engagement with and continued support for our chapter.

Aloha from the membership committee.  As we wrap up the second quarter of 2021, I am happy to report that eight fellows have recertified and seven new members have joined ACHE since our last update. 

Please extend a warm Aloha to our New Members

Congratulations to our Recertified Fellows

Career and Leadership

Ask an Exec!

Jessica Niles, MBA, RN-C
Greg Christian, President, Hawaii Market, Kaiser Foundation Hospitals and Health Plan shares his experiences and insights into leadership

This month, Greg Christian, Hawaii Market President for Kaiser Foundation Hospitals and Health Plan, took time to share insights into his background and approach to leadership, and some words of advice.

Describe for us your unique path to leadership.

I graduated from Westmont College in Santa Barbara with a Bachelor’s in Business & Economics. During my senior year we had a guest speaker – the founding Father of ServiceMaster Management Services, LLP - in my International Business class. This guest speaker became my mentor and I joined ServiceMaster in June of 1982. His philosophy and leadership style were “Servant Leadership.” ServiceMaster had strong Christian principles guiding the organization. For example, the name ServiceMaster came from “Service to the Master” referencing Jesus Christ. I learned a lot about the importance and power of building culture within an organization. It requires having strong values for your people. I believe some executives manage up and peer to peer well, but the ones who develop amazing culture are those that have a genuine heart for their people. This does not mean a passive approach, quite the contrary; to me it is like good parenting. As family members, we all want to be loved. In business, all want to be valued. It is up to the leader to create that culture throughout the organization.

Tell us of an individual who influenced you the most and why:

My mentor as noted above was Ken Hansen. He was a devout Christian man. He honored everyone!! He was very strict, yet caring… He was so well liked that no one wanted to let him down. I always say this is one of the best outcomes of culture - the team does not want to let the leader down or their colleagues down. This was the culture leader Ken was. I tried to learn these things each day, often with failure, but knowing it was all about the journey to refine and get better.

Who or what influenced your leadership style?

Most of this is covered above. I have been blessed with many amazing managers that were Servant Leaders. My current boss is amazing! She is genuinely caring and is all about my success. She sees her role as to mentor, yes, but to also clear barriers so I can be more effective. This is the role of the Servant Leader. They are low on EGO and but solid on “WE GO.” This is the leader I want to be for my team. My role is to help my leaders lead and grow in this way too.

What were important early leadership lessons for you?

· Praise in public, counsel in private. · Promote on potential, not just on past performance. · Effective communication must have 3 solid ingredients: Honesty, Directness and Respectfulness. Without all three, people will not listen or hear OR they will not want to follow or go along with the objective you are trying to achieve. · Manage your calendar or it will manage YOU! Time management is critical. · Be visible, don’t hide in your office! Your Servant Leadership conscience should pull on your coat tails… nudging you to be out there showing your care, concern and focus for the organization and its people. · Know your metrics, know what questions to ask, engage in learning from your people. · Be results oriented in all you do, while growing your culture! They go hand in hand!!

Which types of professional development activities did/do you find of value and why:

Interestingly enough I loved Toast Masters when I was at Hoag Memorial Hospital in Newport Beach. As a young man, it forced me out of my comfort zone and developed my nerves as a speaker. I still get nervous, but it gave me some solid training to organize my thoughts. The Graduate level Executive Development programs offered by ServiceMaster and Kaiser Permanente help you form amazing relationships with your colleagues, while problem solving real organizational challenges.

Are there any habits, practices, or activities you established to further cultivate your leadership style?

When I came to Hawaii, I gave my team a simple book to read. It was: “Honest, Direct and Respectful – 3 words that will change your life” by Dennis Adams. I wanted my team to know that their voice matters. In healthcare, developing a “speak up” culture is imperative. It sets the tone for a culture focused on quality and patient safety. It is a book that forces you to examine yourself in a very honest way. Then it helps you to learn how to develop your communication style so that “Honest, Direct and Respectful” become a routine in how you communicate. We could all use a little more of this style of communication in leaders, especially in our country right now!! Good communication is of upmost importance!!

I make rounding a habit. It is a challenge, but one I am often working to ensure there is time for. It is a chance to model your expectations of your managers in how they should spend time with their people. Ensuring our people know how valued they are to organizational success is HUGE!! I am constantly trying to get better at this.

I review my calendar nearly every day looking two weeks or more ahead so that I am prepared or making time to prepare for what is coming. Also, I do this to make sure to remove meetings that are not aligned and set with organizational goals and objectives.

Every relationship is important. It is important to build trust at all levels. It is impossible to attain 100% from everyone, but we should try. Sometimes some of the strongest trust I have attained was out of conflict, using Honest, Direct and Respectful communication.

Managing Conflict – over the years I learned some solid tools that I have applied to manage conflict. A big piece of this is managing my own emotions so that my behavior models what I expect of others. This is not always easy but look at it as an opportunity to develop strong trust.

Life Balance – find time to be with family, to rest, to rejuvenate…

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

So much of this can depend on where you are.

If you are a new Post-Graduate, look for Fellowship Programs. Kaiser Permanente hires up to 6 Post-Graduates every year. They are our future. They are selected from a base of 200 – 250 top schools in the country. Seek a Fellowship. Next, I believe it is important to take a role with a leader that will challenge you and help you to advance based on your development. I started out as a housekeeping manager after college. My mentor, the organizational goals, and growth opportunities were huge. So, connecting with a mentor is so critical.

If you are a manager looking to grow… again, find that mentor that will help you, guide you. Also, ask your manager if they would be interested in helping you develop skills and abilities commensurate with the direction you want to go. Some leaders don’t always have managers who are focused to develop their people. That is sad, but it is not the end. Find someone else in the organization or outside the organization that will help you.

Network – Network through groups like ACHE, or your Association, or other Community Business Roundtables or Chambers. This will lead to the development of relationships and who knows, maybe a path to an organization that is more aligned with your personal goals.

What are some things you've done in terms influencing your facility’s organizational culture?

I’ve noted a few above, e.g. rounding, HDR communication, developing relationships, etc. Another important thing is to help influence, develop and encourage the development of people organizationally. I do believe learning is a life-long experience. This was a strong principle and focus of ServiceMaster back in my early years. Kaiser Permanente is very much as focused and it compliments the “walk and talk” in taking a genuine interest in our people.

Any reflections on leading a healthcare organization through the unique challenges of the past year?

We must listen to the consumers of healthcare like never before. We must find ways to meet their needs in quality, service, convenience, and affordability. COVID-19 really forced many organizations like KP to find ways to strengthen virtual capabilities in the primary care arena and in the specialty arena. There is much more to do here.

We must listen to our people and take care of them. KP has learned from the Department of Defense about how PTSD can be supported or managed. Many of our physicians, nurses and staff have seen a “battlefield” of critically ill patients. The impact on our people is huge. A recent report showed that nearly 30% of young healthcare workers are thinking about leaving the healthcare industry. That is all due to the impact of COVID-19. We must find ways to care for and reassure our people. We haven’t been hit as hard in Hawaii, but our people have gone through similar challenges.

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

Member Spotlight: Colonel Michael Foutch

Jessica Niles, MBA, RN-C
Member spotlight on recently elected Hawaii'i-Pacific Chapter Director Col. Michael Foutch 

For this month's member spotlight, we feature ACHE Hawai'i member and recently elected Board Member, Colonel Michael Foutch. Mike is the Deputy Command Surgeon, Headquarters Pacific Air Forces (PACAF), Joint Base Pearl Harbor-Hickam. He has been a member of ACHE since 2015.

What is your role in your organization?

As Deputy Command Surgeon, I assist the Command Surgeon (the senior AF Medical Officer in the Pacific area) in the oversight of 9 Military Treatment Facilities, the operational employment of Medical Forces across the Pacific, and act as the senior medical advisor to the Commander of Pacific Air Forces.

What roles have you taken/activities have you been involved with in ACHE?

My role as a Board member here for our Hawai’i-Pacific Chapter is my first formal role within ACHE. Prior to this, I have predominantly taken advantage of ACHE’s educational programs including leadership seminars and the annual Congress. I have thoroughly enjoyed Congress attendance in the past. The mix of outstanding speakers and seeing and engaging with friends at the Congress has always been a very rewarding experience.

Are you involved in any community activities?

As I just moved to Hawai’i in 2020 during COVID, I have not had the opportunity to join or be a part of many activities here, but I look forward to seeking out new opportunities in the coming months. During my previous assignment in Ohio I was a Board Member for the Greater Dayton Area Hospital Association and the Buckeye Federal Healthcare Consortium. Both organizations were dedicated to the improvement, efficiency and effectiveness of healthcare in the greater Dayton (OH) area.

What are your primary areas of interest or concern as a health care leader?

I am continuously concerned about ‘burnout’ for our clinical teams and the constant pressure to continue to produce with fewer and fewer resources. I am also interested in where the healthcare industry and health care career fields in general are headed over the next 10-15 years. I think the lessons learned regarding virtual health as demonstrated during COVID-19 operations are going to change the landscape of outpatient medicine going forward.

What role(s) would you like to see ACHE play in the local health care industry?

I believe ACHE plays an important role in assisting in the continuous education of its members. The seminars, study courses, leadership assessments, and special topic programs ACHE offers are invaluable to healthcare leaders setting aside time to continue their educational growth. I also believe that the opportunities the ACHE Chapter presents for networking amongst our peers, particularly within a local Chapter, are invaluable to solving complex problems – particularly when an issue may arise between competing organizations.

Any wisdom or advice to share with chapter members?

I’m not sure this falls in the category of wisdom, but I encourage chapter members to say yes to opportunities to learn, grow and build relationships. We all get very busy taking care of day-to-day tasks and we often forget to invest in our own futures. Whether it is through educational events, leadership seminars or just getting back to going out to lunch with colleagues; we often need to be reminded to take time for this very important part of personal growth.

What do you do for fun (bio info with no professional value)?

My wife and I enjoy being outdoors … water sports, kayaking, and hiking. I have been an avid golfer most of my life, and was lucky enough to help coach my son’s HS golf team in Ohio. I also enjoy watching my kids (18, 16, 14) grow and engage in activities they enjoy … baseball, golf, rock band, acting, sailing, ice skating and theater.

Mahalo Colonel Mike!

Member Spotlight: Cheryl Kozai, MBA, BSN, RN, FACHE

Jessica Niles, MBA, RN-C
Member Spotlight on recently elected Hawai'i-Pacific Chapter Director Cheryl Kozai

For this month's member spotlight, we feature ACHE Hawai'i member Cheryl Kozai, MBA, BSN, RN, FACHE. Cheryl has 10 years of experience in critical care nursing and 20 years in hospital administration in various roles. She was recently elected as a board member for the Hawai’i-Pacific Chapter of ACHE. She has been a member of ACHE since 2010, and just renewed her ACHE Fellowship.

What is your role in your organization?

I am the Director of Medical Subspecialties and Hospital Based Medicine for the Hawaii Pacific Health Medical Group.

What roles have you taken/activities have you been involved with in ACHE?

I got involved just this year at the local level as a director with the Hawai’i-Pacific Chapter.

Are you involved in any community activities?

I have worked with the American Organization of Nurse Leaders as a Hawai’i Chapter member and past board member. Prior to the pandemic I was an AYSO soccer mom for my son’s teams.

What are your primary areas of interest or concern as a health care leader?

I am particularly interested in improving upstream access to care and wellness and addressing the disparities of care within the community.

What role(s) would you like to see ACHE play in the local health care industry?

I would like to see ACHE involve itself in advocacy for health and wellness education through the state public health and education systems.

Any wisdom or advice to share with chapter members?

What are you waiting for?

What do you do for fun (bio info with no professional value)?

I enjoy cooking, piano, gardening, and Pinot Noir.

Mahalo Cheryl!

ACHE National News

Connect With Your Peers

Three free online communities for physician executives, Asian healthcare leaders and LGBTQ healthcare leaders.

Connect With Your Peers

New in 2021, we are pleased to offer members three free online communities for physician executives, Asian healthcare leaders and LGBTQ healthcare leaders. The communities platform makes it easier than ever for peers to connect in real time, tackle issues together and ask important career-related questions. Members can participate in discussion threads, share resources and best practices, and crowdsource innovative ideas and solutions.

To join, follow these steps:

1. Log in to my.ache.org.
2. Under “Helpful Links” on the right-hand side, click the last option, “My Communities.”
3. Click the “Add” button to choose the online communities you wish to join. An MD or DO degree is required to join the Physician Executive Community.
4. Watch your inbox for your welcome email and instructions to access your new community! The email will arrive within 24 hours.

We hope you will join these communities. If you have any questions, please email communitymanager@ache.org. 

Healthcare Consultants Forum Member Directory: Connecting Executives to Consultants

Identify a consultant who meets your needs

Healthcare Consultants Forum Member Directory: Connecting Executives to Consultants

The Healthcare Consultants Forum Member Directory offers a robust search functionality to help you identify a consultant who meets your needs. And if you are a consultant looking to gain visibility with decision-makers, consider joining the Healthcare Consultants Forum. The forum also offers resources tailored to a healthcare consultant’s specific career development needs.

Forum on Advances in Healthcare Management Research

Forum on Advances in Healthcare Management Research

ACHE is inviting authors to submit proposals to present their research at the 14th annual Forum on Advances in Healthcare Management Research. This session will take place during ACHE’s 2022 Congress on Healthcare Leadership, which will be held March 28–31. The lead presenter of each selected proposal will receive a complimentary registration to Congress. Learn more about the selection criteria and submission instructions. Submit your up-to-400-word abstract by July 12, 2021. 

2021 Premier Corporate Partners

 ACHE 2021 Premier Corporate Partners

We would like to recognize ACHE’s 2021 Premier Corporate Partners:

• BRG
• Cerner
• Change Healthcare
• Roche Diagnostics

These organizations are clearly demonstrating their commitment in supporting our mission to advance healthcare leadership excellence and fostering innovative solutions to the new challenges facing healthcare leaders in the wake of the pandemic. In 2021, they will be active participants at Congress, support complimentary webinars and providing additional educational content during the year. To learn more and access additional complimentary resources provided by the partners please click here. 

Calendars and Recent Events

Calendar of Events

Calendar of events

Calendar of Educational Events

Upcoming Calendar of Educational Events

ACHE Resources

Career Corner

Whether you're an early careerist, making a career transition, or getting ready to retire from the C-suite; ACHE's Career Resource Center offers a myriad of tools and resources to help you succeed.

Improve Your Networking Strategy

Network volunteers can provide names of key contacts in your chosen region or healthcare specialty, details of a local healthcare marketplace, and information on specific organizations you may targeting. 

Volunteer Your Services

Join the Career Advising Network to assist ACHE members during planned and unplanned career transitions. 

HELP SUPPORT ASPIRING HEALTHCARE LEADERS

Use the Career Advising Network

Request the assistance of an ACHE volunteer Advisor, whose background best matches your healthcare leadership objectives. 

FIND A HEALTHCARE LEADERSHIP CAREER ADVISOR

Board of Governors Exam at Pearson VUE Testing Centers

Pearson VUE Centers continue availability for taking the Board of Governors Exam. The company is following recommendations from the CDC and World Health Organization for preventing the spread of COVID-19 and protecting testing candidates and staff. As such, availability is limited at this time due to social distancing guidelines and government guidance, and candidates for the Board of Governors Exam are encouraged to scheduled their appointments well in advance. Some test centers are extending their hours to be open nearly 24 hours a day.

Candidates must bring and wear a face mask while at a Pearson VUE test center and throughout the Exam. Any surgical or cloth face mask, including a homemade face mask, is acceptable as long as the nose and mouth are fully covered. Candidates without a face mask will be denied testing services.

Additional health and safety measures at Pearson VUE test centers include:

• Hand sanitizer available in the waiting area and prior to entering the testing room.
• Increased cleaning and disinfecting regimens in between all testing appointments.
• Tissues provided to candidates upon arrival at the test center.
• Candidates permitted to wear disposable gloves if they choose.
• Candidates reminded to wash their hands or utilize hand sanitizer upon arrival at the test center.
• Enforcement of local social distancing requirements.

Access Complimentary Resources for the Board of Governors Exam

Preparing for the Board of Governors Exam?  AHCE has got you covered!  Check out resources available on the ACHE website.

The Board of Governors (BOG) Exam Outline is the blueprint for the BOG Exam. Every question on the Exam is associated with one of the knowledge or skill statements found in this outline. 

FACHE overview webinars provide a general look at the advancement process. Participants will learn how the FACHE credential can earn them the distinction of being the best of the best in healthcare management. The webinars cover the requirements, application process, BOG Exam, study resources and maintenance requirements. Plus, participants have the opportunity to ask questions about the advancement process. An upcoming session is scheduled for September 16. Register information is available here.

Additional resources designed to supplement other study resources are available as well. These include the Board of Governors Review Course, Online Tutorial and Exam Study Bundle.   

ACHE offers complimentary resources for Members beginning the journey toward board certification and the FACHE^® credential. These resources are designed to help Members succeed so they can be formally recognized for their competency, professionalism, ethical decision making, and commitment to lifelong learning.

Disclaimers/Sponsors

Ensure delivery of Chapter E-newsletter (Disclaimer)

To ensure delivery of your chapter newsletter, please add info@hawaii.ache.org to your email address book or Safe Sender List. If you are still having problems receiving our communications, see our white-listing page for more details:

https://www.commpartners.com/whitelisting/

Thank you to all our Sponsors

• Hawai’i Pacific Health
• Kaiser Permanente 
• The Queen’s Health Systems

• Hawai‘i Pacific X-Ray Corporation
• Adventist Health

Silver Sponsors

• Hawai‘i Pathologists
• Nihon Koden
• Lifescience Resources
• Stryker