Position Statement

By Peter Glusker

Three main problem areas lead me to run for a position on the Mendocino Coast District Hospital Board of Directors.

The first problem is economics.

We are nearing the resolution of our bankruptcy, but we still face the basic problem of spending more than we earn. If MCDH is to survive and provide medical care for our community, this problem has to be very carefully evaluated and addressed. There have been complex issues in recent prior administrations that resulted in incomplete and inaccurate financial information being provided to the board. The relationships between the CFO, CEO and Board have recently been revised so that those problems hopefully will not reoccur. The Board needs to involve itself more in monitoring and deciding financial issues. We cannot afford to lose the hospital.

An additional part of the economic issue is planning for the next five to ten years so that we will have a hospital. This means critically evaluating our total expenditures for each of the services we provide and the incomes we derive therefrom. The benefits and risks for the overall health needs of the community are key for this equation. We cannot afford to lose the hospital.

The second problem is to regain perspective on the bedrock function of MCDH.

The basic function of any hospital is the quality of the care it provides for inpatients. That function is the make or break for the community=s health care, and for the survival of the institution. Emergency services are also a critical component. Both inpatient and emergency services need increased direct monitoring by the Board, evaluating their successes and weaknesses and guiding revisions as needed. The ancillary services that MCDH provides, like health promotion and education are useful, and helpful, but are not critical, either economically or medically, to the survival of MCDH. We cannot afford to lose the hospital.

The third problem is communication.

The Board should be more involved in monitoring medical staff activities, including peer review. One or two board members should sit on the Medical Executive and Quality review committees, in a non-voting, ex-officio manner, rotating every three months. The Board should also monitor nursing and other employee functions with one or two rotating representatives having regularly scheduled contact with each group.

Communication to the public from the Board and the administration about ongoing hospital activities is needed on a regular basis. This could be done with a weekly newspaper column. A speakers bureau has recently been started by Mr. Hogan for this purpose, and needs to be implemented more actively, reaching out to a wide range of community groups. We cannot afford to lose the hospital.