HONOLULU, Hawaii – Naval Health Clinic Hawaii has implemented a new E-Correspondence system that replaces the long-standing paper-based routing process, improving speed, accountability, and visibility across all levels of the command. The transition marks a significant step in NHCH’s ongoing efforts to modernize administrative functions and better support frontline staff.

The initiative began when NHCH Chief Information Officer Lt. Cmdr. Whittaker observed recurring delays, misplaced packages, and inconsistent routing practices that frequently slowed decision making. “Once we'd identified the bottlenecks, it became clear most delays came from process idle time caused by waiting waste and rework,” Harris said. Paper-based correspondence often moved through multiple hands, and even minor variations between directorates resulted in different timelines and outcomes. The need for a standardized, trackable solution became clear, prompting IMD to take on the project.

Information Management Department analyst Ronald L. Harris led the development and implementation effort. Harris immediately focused on gathering the voice of the customer from the groups who interact with correspondence most frequently. Human Resources Division staff, directorate leads, and front office administrators shared detailed insights on signature chains, routing patterns, suspense management, and the unique requirements that made each workflow different. This collaborative approach formed the backbone of the system’s design.

Harris and the IMD team partnered closely with the development team at Naval Hospital Rota, where E-Correspondence was originally created. Working with developer Julio Vila Fernandez and Rota CIO Lt. Willie William, NHCH expanded on the existing framework and adapted it to the specific needs of the Hawaii clinic. This ensured both consistency with the Rota platform and flexibility for NHCH’s environment.

The resulting tool uses logic-based routing to automatically direct packages to the appropriate directorate, the command suite, or designated work centers. Users can route items privately or to groups, depending on the nature of the package. The system also integrates a comprehensive notification feature through Microsoft Teams and email, allowing users to customize how often they receive alerts and what information those alerts contain.

Before entering full production, the system underwent a multi-week pilot phase with Human Resources Division personnel and command support staff. This pilot allowed real-world testing of every step in the routing process. Minor issues and edge cases were quickly identified and resolved, resulting in a more reliable and polished workflow. IMD also produced detailed standard operating procedures and briefed directorate senior enlisted leaders to ensure smooth adoption.

Every directorate played an important role in the development process. According to Harris, the expertise already existed within the staff. His job was to listen to their experience and convert it into a functioning digital workflow. “Reducing idle time and making it fast and convenient to perform rework when needed, ultimately made the system more reliable for everyone who depends on it,” Harris stated. Harris emphasized that the project succeeded because frontline users shaped the solution from start to finish.

Since implementation, NHCH has seen clear improvements in speed and transparency. Packages are easier to track, routing errors have decreased, and staff now have a shared understanding of how correspondence should flow. “By reducing cycle time and removing non-value-added steps (e.g. couriers running folders across island, lost paper work, etc.), we created a cleaner flow of information that supports our people instead of slowing them down,” Harris said. “I believe we've accomplished our primary goal, to strengthen readiness by making sure the mission moves without avoidable delays.” The system has also sparked interest from other directorates seeking to automate additional paper-based processes, showing that the command is ready to continue modernizing. This project has also inspired other departmental efficiencies and motivated other projects.

Harris noted that the approach used at NHCH can be applied across Navy Medicine and the broader enterprise. Commands can replicate the success simply by engaging staff early, capturing their real-world expertise, and building technology around their actual workflow. The project also demonstrates the potential of existing Microsoft 365 tools within the IL5 environment, proving that commands can implement secure, efficient solutions without purchasing new software or infrastructure.

The E-Correspondence system represents a major advancement for Naval Health Clinic Hawaii and highlights the value of teamwork, communication, and innovation in strengthening administrative readiness.