Why I'm seeking Re-election!

By Rosemarie V. Reno

I have utilized the knowledge of my educational preparation in Public Health Education and Administration, Registered Nurse and anesthesia training in decision-making processes for issues affecting and effecting changes for Tri-City Hospital. Most importantly, decisions involving hospital finances, budgeting, operations (revenue-based in accounts receivable), as well as expansion of health services, healthcare delivery, Human Resources, audit, compliance issues. Further, I sought facilitator assistance from the Governance Institute, an essential resource for governance excellence to build consensus necessary to achieve goals and quantifiable solutions to strategic plans working collaboratively with the CEO and Administration.

I am accountable, achievement-oriented, have the ability to make leadership changes when needed to revitalize a failing system, (saved from Receivership) assisted the CEO to make a turnaround financially possible, expand Medical and Surgical Services to meet the Hospital's mission to serve the community.

In the past, I was instrumental in urging a new CEO (in the early 1990's) to restore and fully compensate the Employee's Pension Plan that had been allowed to degenerate by former Administration. On another account, I persevered the stormy of a Columbia/Tenet takeover. Very recently (2009) I put my integrity on the line to save Tri-City Hospital from Receivership, declining revenue and egregious bonus plans with former Administration. Loss of $20 million in revenue to Citigroup, loss of 30% of market share to patients, loss of 65 Primary Care Physicians (former CEO never brought to the full Board the possibility of purchase of Mission Park Medical Group as proposed by Mission Park Medical Group). I urged other Board members to join me in making administrative changes necessary to save the hospital. In 2009, changes in Leadership were made. I believe that the fruits of these changes are obvious. Patient rooms are being renovated; hallways, etc. have been renovated and painted. Seismic Retrofitting has been completed in compliance with OSHPD until the year 2030. Transparent accountability in financial turnarounds in which current CEO took the hospital from $18.6 million in the red to $22 million in the black today!

I believe in building relationships with the physicians, nurses and community members. They should be included in the decision making process when strategically planning a new hospital and services. The CEO and Administration and I concur to not go out for a bond issue; that the hospital should work together with its Foundation, building a capital campaign expressly for a new hospital within the next 5-7 years.

I am a proponent and have a passion for the people Tri-City Hospital serves that they are provided safe, quality care with dignity and respect. I sincerely believe that our hospitals mission communicate these goals and values to guide and influence this vision on a continuum.

I thank the San Diego County Republican Party for their endorsement.

Thanks you for your vote!

Sincerely,

RoseMarie V. Reno