MY VISION FOR PUNA

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Long Range:

  1. NO POVERTY

  2. ZERO HUNGER

  3. GOOD HEALTH & WELL-BEING

  4. QUALITY CULTURE BASED EDUCATION

  5. GENDER EDUCATION

  6. CLEAN WATER & SANITATION

  7. AFFORDABLE AND CLEAN ENERGY

  8. DECENT WORK & ECONOMIC GROWTH

  9. INDUSTRY INNOVATION & INFRASTRUCTURE

  10. REDUCED INEQUALITIES health

  11. SUSTAINABLE CITIES AND COMMUNITIES

  12. RESPONSIBLE CONSUMPTION AND PRODUCTION

  13. CLIMATE ACTION

  14. LIFE BELOW OCEAN SURFACE

  15. LIFE ON LAND

  16. PEACE JUSTICE AND A STRONG INSTITUTION

  17. PARTNERSHIPS TO FORM THE GOALS​ ???

**This is a very critical time for our community of friends, family, and children. We are facing unprecedented troubling times on all levels of government in areas of social, cultural, economic, and environmental issues that have been

neglected far too long.

I stand with you in agreement that House of Representative Puna District 4,

which we call home,  needs the very best person to represent our District.

 

     We need people proven effective in leadership with realistic experience in education, health, and welfare.  The State of Hawaii has been plagued for far too long with people who have been politically connected to powerful influences but not necessarily to the community they are supposed to serve.

 

     I am a product of Moku O Keawe, born and raised in Keaukaha & Pahoa. Iʻm a proud alumnus of Hilo High School and School of Hard Knocks.  Many politicians claim to have attended prestigious colleges and universities but with all that academic experience how has that benefited Puna? I did not attend to an Ivy League School so I had to work even harder to support my family,

and so did my Mom & Dad.

You want someone educated in quantum physics to represent Puna - go ahead.

     BUT if you want someone with the common sense of tradition and experience based knowledge, then Iʻm your man.     

 

     We are all concerned about our jobs and whether our local economy is going to bounce back. This issue becomes even more dramatic when you investigate the conditions of capital contribution to Hawaii as evidenced in the current State of Hawaii Schedule of Expenditures of Federal Awards that categorically proves by audit that our Legislature at State of Hawaii has been grossly incompetent.

 

     The Stateʻs current accounting process does not track federal funds individually within the general ledger system. Instead, one appropriation account is often created and assigned to the respective department and many federal grants expended by the department are grouped within one appropriation account. For a department that receives and expends multiple federal awards, it must prepare and maintain separate accounting records outside of FAMIS, the Stateʻs accounting system, to be able to segregate the cash balances, receipts and expenditures by each grant that it receives. These separate accounting records are maintained by multiple accountants in the larger departments and are not combined and reconciled into FAMIS periodically.

     Due to the deficiencies in internal control over SEFA preparation noted, material misstatements occurred in the SEFA that were not detected by managementʻs internal controls, and were subsequently identified and corrected as part of auditing procedures.

 

  • For CFDA No. 10.568, Emergency Food Assistance Program – Administrative Costs (Food Distribution Cluster), amounts expended were overstated by approximately $1,373,000 due to mix-classification.

  • For CFDA No. 10.569, Emergency Food Assistance Program – Food Commodities (Food Distribution Cluster), amount expended and amounts reported as provided to sub-recipients were understated by approximately $1,373,000 due to mis-classification.

  • For CFDA Nos. 12.114, Collaborative Research and Development, and 12.800, Air Force Defense Research Sciences Program, amounts expended were understated and overstated, respectively, by approximately $2,482,000.

 

     These are just a few of the mismanagement issues I have discovered in wanting to improve our government so that Puna District 4 will be an example to build back better, lets work together...

 

... have a voice in how our government operates - I promise you that, an opportunity for us all, our children deserves better, I vow to work for you

 

Vote for Impact!

THERE IS NO LIMIT TO A FIGHTING SPIRIT!!

Understand the disparities from poverty to education in Puna,

ranked by the Socioeconomic Needs Index

Puna is among the highest in the Nation. Puna 87%, Hilo 48%

Mokupuna HUMANITARIAN PLAN

vOYAGE TO wELLNESS

 

 

 

 

 

 

SMART INTEGRATED MEDICAL CAMPUS

OVERVIEW:

   This is not about your Grandfather’s Hospital, nor your Father’s.  It’s about a multi-faceted healing campus not seen before with simple transparent pricing posted in the lobby and the ER. 

What is wrong with Healthcare? The U.S. Healthcare Industry – by no means a “System” – is broken.  Ask any Primary Care Physician (PCP) what he/she thinks is making basic healthcare delivery complicated.  They will tell you it’s the unnecessary intrusion of “Red-Taped Parties” that get between the doctor and the patient.  These “Parties” include the Insurance Companies that dictate how, when and what type of care the patient will receive, the Government Agencies that force doctors to hire way too many support staff – claims processors, and the Hospital Administrators who channel all patients into their overhead-laden “corporate Mother-Ships.”

   Unfortunately, this “Non-System” consumes more than $3Trillion annually – 20% of America’s GDP.  One side of Government made things worse when they passed the Affordable Care Act (“ObamaCare”) requiring everyone to carry expensive medical insurance, perpetuating an already broken industry.  On the other side, nearly a decade ago the Center for Medicare/Medicaid Services (CMS – typically referred to as “Medicare”) developed the Accountable Care Organization (ACO).  Its basics call for a provider joint venture, inclusive of hospitals and PCPs, to revamp healthcare delivery with an overhaul, most specifically for Medicare Beneficiaries – growing daily at 10,000 heading towards 76 Million (i.e., the Baby Boomer Generation).  The hospitals to date have not played ball.  Instead the nation’s dominant profit-motivated hospital enterprises created their own ACO versions, hiring/controlling doctors; then, Administrators claimed, “ACOs don’t work!” ‘

But, if given a chance, they (ACO’s) will work, especially with real-time Information Technology.

It’s a Two-Fold Solution

Independent Physicians working with Direct Primary Care (DPC), Joint-Ventured with an “ACO-Wrap-Around Integrated Medical Campus (IMC).” As this ‘sea-change’ takes place, “Middlemen” go away.  The Providers – PCPs directing clinical protocols within the IMC – are free to do what they went to medical school for – to provide excellent healthcare at much lower prices than ever before – 50% below market rates.        

CONCEPT

With DPC – Direct Primary Care, patients or their employers pay the PCPs directly, allowing them freedom to care for the patients in the way they know best – without all the red tape and hassle associated with health insurance, government payers or hospital-administrator-directed care protocols.  Should acute care, outpatient surgery or imaging | laboratory diagnostics be necessary, IMC (the Integrated Medical Campus) is there, price competitive, at “50% below market rates”

with outcome-prioritized services. 

Patients get great care at affordable prices, and because PCP’s have already been paid, they are incentivized to keep their patients well.  It’s a win-win proposition.  For an exemption to the legal requirement for insurance coverage, insureds add a unique health-cost-sharing pool of like-minded health conscious people, rewarding them for investing in their own well-being and/or an employer’s self-funded insurance program to cover all non-primary care needs.      

  The newly created Community ACO Joint Venture (PCPs + IMC = ACO) will contract with Medicare on a capitation basis at full-risk.  Medicare pays an annual rate for each of the 5,000-beneficiary cohort’s healthcare needs – i.e., estimated at $800/member/month to the ACO.

PROJECT SUMMARY

This IMC business model integrates all medical components of health and wellness in a coordinated manner utilizing advanced information technology, diagnostic tools, and preventive care programs, including healthy farm-to-table foods, hospital best practices and skilled nursing rehabilitative care, well-coordinated with home care.

  The Community Integrated Medical Campus (CIMC) includes a 30-bed acute care general hospital (“SMART Hospital™”), a 50-100-bed post-acute care ‘super-skilled nursing facility (“SSNF”) and a 65,000-sq. ft. medical office building (“MOB”) located in the local Community.

  The logic driving the development of CIMC is to create a “State-of-the Art”, 21st Century healthcare complex to transform how medical care is currently provided to people, at the same time providing advanced patient care, dramatically reducing medical costs. 

    Services will include Level II emergency services (15 bays) with helipad, advanced Medical Imaging including Ultra-Sound, EKG, CT, MRI and breast diagnostics, laboratory, an Operating Room “Theater” – geared to outpatient|ambulatory surgery (6 OR’s – major & minor OR’s + GI Lab), comprehensive Cardiac Care (including 2 cardiac cathertization labs), Intensive Care Unit, and Medical-Surgical beds

(convertible to ICU bed-capability).

The leadership team believes CIMC patient care outcomes will be significantly better than traditional hospitals with costs of care less than 40% - 60% of industry norms.  Cost savings will be achieved via healthcare delivery with improved medical protocol-processes, efficient functional-adjacency architectural designs with utilization of a newly created, real-time healthcare information technology (H.I.T.) systems.  

    Furthermore, patient management-early discharge planning coordinated via the SMART Hospital™-adjacent SSNF, will result in faster patient recovery, greater cost reductions and improved patient outcomes. The adjacent MOB will house ACO physician providers, specialty care physicians, other outpatient services and holistic care providers.

    Corona Viris 19 has shown us all that it will be best to build all the acute and SSNF beds to be built as ICU capable beds so could be switched to that capacity on a moments notice and with respirators pulled out of storage become powerful large medical centers.

  Market Need:

    The need for a hospital associated with its unique medical complex in the Community, is necessary and compelling.  Healthcare and medical needs of this primary service area of 40+ thousand people living within this 10-mile radius (with over 150,000 in adjacent communities) are significant.  IMC promotes its “Integrative Medicine” whereby practitioners combine the best practices to address patient needs for best outcomes.  Ordinarily a patient population of 45,000 – 50,000 alone would justify a hospital of this sophistication, so given high-volume highway arterial access  by patients from the surrounding communities seeking alternative healthcare options, will provide necessary critical mass numbers.

Project Strategy:      

    IMC believes the U. S. healthcare delivery system and payment structures in America are radically being transformed.  This transformation will reward healthcare providers who can operate at significantly lower costs while providing better healthcare outcomes.  IMC Executives believe benefits desired are not significantly achievable in existing healthcare systems due to the disruptive change required. The CIMC has been designed with high efficiency in mind and will utilize the ACO model via Direct Primary Care and Integrative Medicine.  The co-location of the hospital with  a Super-Skilled Nursing Facility with high intensity services will allow acute care patients a seamless transfer to the lower cost, hotel-like facility, dramatically reducing costs

while improving outcomes. 

    We also see the addition of Continuous Care Retirement Center (CCRC) can be added to the campus where  independent living  through assisted living and   memory care is provided for a complete coverage coverage of care without needing to leave the campus.

  Project Cost:

Costs to complete and open the Community Integrated Medical Campus are estimated to be $100,000,000.  Costs include:  $54,000,000 for land and construction costs; $15,000,000 for Medical Technology plus Furniture, Fixture & Equipment costs; $17,500,000 for start-up building commissioning, working capital; as well as $13,500,000 for licensure, H.I.T. (Health Information Technology), ACO development costs, support of the Independent Physicians Organization and PCPs contracted in

Direct Primary Care.

    Financing Structure:

The Integrated Medical Campus is 100% financed via grant/s from humanitarian fund/s – joint-ventured 50/50 with the funding entity. The project will be self-sustaining

within the first year or two.

Job Creation Projections:   

According to economic analysis by Wright Johnson, LLC for similar projects, the CIMC project will create at minimum 1,600 jobs, including direct, indirect and induced effects.  Extensive recruitment of Veterans along with  Area residents will be priorities.                                                   

BUSINESS HISTORY

The CIMC is being developed and managed by Integrated Medical Campus, Inc. (IMC), a 33-year old international medical development company with principals’ extensive experience in all facets of healthcare delivery systems exceeding 150 years.

C4Humanity Project

Tropical Plant