Organizations Filed Purposes:
DEDICATED TO FOSTERING PRIMARY HEALTH CARE FOR ALL HAWAII RESIDENTS, PARTICULARLY THE MEDICALLY UNDERSERVED. THE MISSION OF THE HAWAII PRIMARY CARE ASSOCIATION IS TO IMPROVE THE HEALTH OF COMMUNITIES IN NEED BY ADVOCATING FOR, EXPANDING ACCESS TO, AND SUSTAINING HIGH QUALITY CARE THROUGH THE STATEWIDE NETWORK OF COMMUNITY HEALTH CENTERS.
TO IMPROVE THE HEALTH OF COMMUNITIES IN NEED BY ADVOCATING FOR, EXPANDING ACCESS TO, AND SUSTAINING HIGH QUALITY CARE THROUGH THE STATEWIDE NETWORK OF COMMUNITY HEALTH CENTERS.
TRAINING AND TECHNICAL ASSISTANCE - THE OBJECTIVE OF THE TRAINING AND TECHNICAL ASSISTANCE (TTA) COMPONENT OF THE HPCA IS TO PROVIDE CONSISTENT, TIMELY, AND RELEVANT SUPPORT TO THE COMMUNITY HEALTH CENTERS (CHC) IN THEIR ONGOING EFFORTS TO ATTAIN EXCELLENCE IN ALL ASPECTS OF THEIR HEALTHCARE DELIVERY SYSTEM. TO KEEP HPCA'S TTA SUPPORT RELEVANT, WE STRIVE TO CONDUCT TTA ASSESSMENTS ON AN ANNUAL BASIS WITH ALL MEMBER CHCS. THE ASSESSMENT FINDINGS ARE USED TO REVISE THE HPCA'S TTA WORK-PLAN TO ASSURE THAT TTA SERVICES PROVIDED ARE ALIGNED WITH CHCS NEEDS AND REMAIN RELEVANT. TTA ACCOMPLISHMENTS ARE MEASURED AND TRACKED IN TWO MAIN WAYS: (1) THROUGH DATA COLLECTED BY THE HEALTH RESOURCES AND SERVICES ADMINISTRATION'S (HRSA) UNIFORM DATA SYSTEM (UDS), AND (2) BY EVALUATION PROCESSES EMBEDDED INTO OUR WORKPLAN ACTIVITIES. UNFORTUNATELY, THE COVID PANDEMIC FORCED US TO RAPIDLY RETHINK MANY OF OUR PLANNED TTA ACTIVITIES FOR THIS TIME-PERIOD. MANY ACTIVITIES WERE PLACED ON HOLD OR WERE SHIFTED TO MEET THE IMMEDIATE AND URGENT NEEDS OF THE CHCS AS THEY RE-INVENTED THEMSELVES TO DEAL WITH THE PANDEMIC HEAD-ON. OVERNIGHT, CHCS WERE FACED WITH DRAMATIC DROPS IN FACE-TO-FACE PATIENT VISITS, SEVERELY IMPACTING REVENUES. CHCS HAD TO IMMEDIATELY FIGURE OUT HOW TO PROVIDE PRIMARY CARE TO THEIR PATIENTS IN A SAFE AND MEANINGFUL WAY. IN A MATTER OF WEEKS, CHCS DEPLOYED THE USE OF TELEHEALTH TO PROVIDE A VIABLE MEANS OF COMMUNICATING WITH THEIR PATIENTS. PIVOTING TO TELEHEALTH POSED MANY SIGNIFICANT CHALLENGES TO THE CHCS AND PATIENTS. CHCS DID NOT HAVE PREVIOUS EXPERIENCE TO RELY ON. WE QUICKLY RECOGNIZED THE NEED TO RE-FOCUS OUR TTA EFFORTS TO FILL THIS COLLECTIVE GAP IN KNOWLEDGE AND EXPERIENCE. THIS RESULTED IN THE HPCA RAPIDLY STANDING UP A TELEHEALTH LEARNING AND SHARING FORUM THAT PROVIDED AN ONGOING VENUE FOR CHC STAFF (CLINICAL, TECHNOLOGY, FISCAL, ADMINISTRATIVE) TO COME TOGETHER AND TROUBLESHOOT CHALLENGES AND SHARE PROMISING AND BEST PRACTICES IN THE AREAS OF TECHNOLOGY, REIMBURSEMENT, AND PATIENT CARE. VIRTUALLY MEETINGS WERE HELD WEEKLY AT FIRST, EVENTUALLY TAPERING OFF AS KNOWLEDGE AND EXPERIENCE INCREASED, EVENTUALLY REACHING A STEADY STATE. WE WORKED IN CLOSE PARTNERSHIP WITH THE PACIFIC BASIN TELEHEALTH RESOURCE CENTER TO PROVIDE TTA, FACILITATE JOINT TRAININGS, AND CONVENE POLICY FORUMS. ATTENDANCE AT THESE TTA EVENTS TENDED TO BE VERY HIGH, AT TIMES REACHING OVER 60 PARTICIPANTS REPRESENTING A MAJORITY OF HAWAII'S CHCS.
COMMUNICATIONS AND ADVOCACY - THE OBJECTIVE OF THE COMMUNICATIONS AND ADVOCACY COMPONENT OF THE HAWAII PRIMARY CARE ASSOCIATION (HPCA) IS DEMONSTRATING THE VALUE OF HAWAII'S COMMUNITY HEALTH CENTERS (CHC) AND THE HPCA IN IMPROVING HEALTH EQUITY FOR HAWAII'S VULNERABLE POPULATIONS AND BRINGING TO LIGHT THE IMPACT OF SOCIAL FACTORS ON INDIVIDUAL AND COMMUNITY HEALTH. A MAJOR STRATEGY WE CONTINUE TO EMPLOY TO THIS END IS THE FOSTERING AND SUSTAINING OF STRONG PARTNERSHIPS WITH HEALTHCARE AND PUBLIC HEALTH STAKEHOLDERS OUTSIDE OF MEMBERSHIP. WE ARE CONSTANTLY AND INTENTIONALLY INVESTING TIME AND EFFORT TO SOLIDIFY AND STRENGTHEN OUR SUCCESS IN THIS AREA. THESE ENDURING PARTNERSHIPS PROVED CRUCIAL DURING THE EARLY PHASE OF HAWAII'S COVID PANDEMIC RESPONSE. OUR PARTNERSHIP WITH THE HAWAII DEPARTMENT OF HEALTH (DOH) PLAYED A CRITICAL ROLE HELPING TO ESTABLISHING HAWAII'S CHCS AS AN ESSENTIAL COMPONENT OF HAWAII'S PUBLIC HEALTH INFRASTRUCTURE. FOR EXAMPLE, HAWAII'S CHCS RAPIDLY STOOD UP COVID TESTING SITES ACROSS THE STATE TO CONTRIBUTE TO HAWAII'S OVERALL COVID TESTING CAPACITY. AT ITS PEAK, 14 OF 15 HAWAII CHCS WERE ACTIVELY TESTING THEIR PATIENTS AND COMMUNITIES FOR COVID POSITIVITY. IN ADDITION, WE WERE ABLE TO LEVERAGE OUR EXISTING PARTNERSHIP WITH THE MEDQUEST DIVISION WITHIN THE HAWAII DEPARTMENT OF HUMAN SERVICES TO CO-DESIGN AND IMPLEMENT AN INNOVATIVE CHC QUALITY IMPROVEMENT PROGRAM AIMED AT PROVIDING ADDITIONAL RESOURCES TO CHCS TO HELP SUSTAIN THEM DURING THE PEAK OF THE PANDEMIC. WE CONTINUE TO NURTURE AND EXPAND OUR PARTNERSHIPS WITH THE UNIVERSITY OF HAWAII (JOHN A. BURNS SCHOOL OF MEDICINE DEPARTMENT OF GERIATRICS, OFFICE OF PUBLIC HEALTH STUDIES, CENTER ON AGING, PACIFIC BASIN TELEHEALTH RESOURCE CENTER, CANCER RESEARCH CENTER) AND THE HAWAII PUBLIC HEALTH INSTITUTE. FINALLY, WE HAVE STRONG RELATIONSHIPS WITH THE PRIVATE SECTOR AS WELL. FOR EXAMPLE, THE HPCA IS CONTINUING ITS PARTNERSHIP WITH THE HAWAII HEALTH INFORMATION EXCHANGE, KAISER PERMANENTE COMMUNITY BENEFIT PROGRAM AND ALOHACARE ON A NUMBER OF INNOVATIVE INITIATIVES.
SPECIAL PROJECTS - THE ONE SHARED FUTURE PROJECT WAS A PARTNERSHIP WITH ALOHACARE AND THE ONE SHARED FUTURE ORGANIZATION. THE PRIMARY GOAL OF THE PROJECT WAS TO BEING TOGETHER EMERGING LEADERS FROM HAWAII'S CHCS, ALOHACARE (A MEDICAID MANAGED CARE ORGANIZATION) AND THE HPCA OVER THE COURSE OF 3 MONTHS TO DEVELOP A CONCEPTUAL MODEL FOR THE CHC OF THE FUTURE THAT WOULD POTENTIALLY FORM THE BASIS FOR THE DEVELOPMENT OF A CHC NETWORK. THE PROJECT ALSO SERVED AS A PLATFORM FOR PARTICIPANTS TO HONE THEIR LEADERSHIP SKILLS, AND TO DEVELOP NEW AND LASTING PROFESSIONAL RELATIONSHIPS WITH EACH OTHER. ANOTHER SPECIAL PROJECT UNDERTAKEN DURING THIS FISCAL PERIOD INVOLVED WORKING WITH A CONSULTANT AND THE HPCA BOARD TO EXAMINE THE POSSIBLE IMPACTS, BOTH POSITIVE AND NEGATIVE, THE NEWLY RELEASED HAWAII MEDICAID REQUEST FOR PROPOSAL (RFP) WOULD HAVE ON HAWAII'S CHCS. THE CONSULTANT FACILITATED A LIVELY BOARD DISCUSSION ON THE OPPORTUNITIES AND POSSIBLE THREATS THE NEW MEDICAID RFP WOULD POTENTIALLY CREATE FOR HAWAII'S CHCS.
Executives Listed on Filing
Total Salary includes financial earnings, benefits, and all related organization earnings listed on tax filing
| Name | Title | Hours Per Week | Total Salary |
|---|
| Robert Hirokawa | CHIEF EXECUTIVE OFFICER | 40 | $162,299 |
| Kathy Suzuki-Kitagawa | CHIEF OPERATING OFFICER | 40 | $109,881 |
| Cristina Vocalan | CHIEF STRATEGY OFFICER | 40 | $108,259 |
| Patricia Siarot | CHIEF FINANCIAL OFFICER | 40 | $99,278 |
| John Vaz | DIRECTOR UNTIL 2/26/20 | 1 | $0 |
| Deborah Dela Cruz Lanai Comm Hlth | DIRECTOR UNTIL 2/26/20 | 1 | $0 |
| Youlsau Bells Bay Clinic | DIRECTOR UNTIL 9/25/19 | 1 | $0 |
| Harold Wallace Bay Clinic | VICE CHAIR/DIRECTOR UNTIL 4/24/19 | 1 | $0 |
| Richard Taaffe West Hi Community | DIRECTOR/FORMER VICE CHAIR | 1 | $0 |
| Deborah Smith Waimanalo Hlth | DIRECTOR | 1 | $0 |
| Diana Shaw Lanai Comm Hlth | DIRECTOR | 1 | $0 |
| Christopher Russel West Hawaii | DIRECTOR | 1 | $0 |
| James Rarick Molokai Chc | DIRECTOR | 1 | $0 |
| Bj Ott Malama I Ke Ola | DIRECTOR | 1 | $0 |
| Mary Oneha Waimanalo Hlth | DIRECTOR | 1 | $0 |
| Emmanuel Kintu Kalihi-Palama | DIRECTOR | 1 | $0 |
| Bev Harbin Wahiawa | DIRECTOR | 1 | $0 |
| David Derauf Kokua Kalihi | DIRECTOR | 1 | $0 |
| Alexis Charpentier Waikiki Health | DIRECTOR | 1 | $0 |
| Irene Carpenter Hamakua Health Ctr | DIRECTOR/FORMER TREASURER | 1 | $0 |
| Richard Bettini Waianae Coast Comp | DIRECTOR | 1 | $0 |
| Christian Kimo Alameda Bay Clinic | DIRECTOR | 1 | $0 |
| Terrence Aratani Koolauloa Hlth | TREASURER/IMMEDIATE PAST BOARD CHAIR | 1 | $0 |
| Phyllis Dendle Waikiki Health | SECRETARY | 1 | $0 |
| Helen Kekalia Molokai Chc | VICE CHAIR/FORMER SECRETARY | 1 | $0 |
| Cheryl Vasconcellos Hana Hlth | CHAIR | 1 | $0 |
Data for this page was sourced from XML published by IRS (
public 990 form dataset) from:
https://s3.amazonaws.com/irs-form-990/202140429349301669_public.xml