Healthcare district candidates speak out

Three positions are up for election on the board of trustees for the Fallbrook Healthcare District

(FHD). The six candidates vying for the positions are aware that by sharing their opinions on some of the most important decisions facing the district, they may be able to explain how they can help.

The trustees must work together diligently to assess, educate and provide solutions to the healthcare needs of the citizens within the Fallbrook Healthcare District. Currently, the district allows approved 501(c) 3 non-profit organizations to apply for grant funding from the Fallbrook Healthcare District.

According to the mission statement of the district, it is committed to ensuring the highest quality health of community residents; continuing services provided by Fallbrook Hospital; and managing healthcare district assets.

The candidates shared their opinions on what they believe would make Fallbrook Hospital most successful.

Stephen Abbott, one of the candidates for the district, has had a “lifelong interest” in healthcare, he said, being a paramedic for the last 23 years and currently serving as the Emergency Medical Services Chief for North County Fire Protection District.

“Being the past president of the San Diego County Paramedic Association and one of the individuals who helped North County Fire’s paramedic program get off the ground, I am familiar with the concept of leading change in the healthcare industry on a local level,” said Abbott. “To this end, I have interacted with the healthcare district for a number of years and have come to greatly admire their mission to the extent that I want to be part of the great work they do for this community.”

“Since contracting with CHS, the healthcare district has been able to channel funding directly toward local community health initiatives,” said Abbott. “Such measures are a great ‘prescription’ for filling the gaps in our Nation’s present healthcare system. Being both a field practitioner as well as an administrator, I see not only where the needs exist first-hand but also understand how to address those needs.”

Abbott believes that though the District has many efforts that it supports, there is none greater than the arrangement between Community Health Systems (CHS) and the District itself.

“It is because this arrangement exists that we still have the only viable, full-service community hospital remaining in this county, which is precisely what has allowed the District to focus on the aforementioned unmet needs,” explained Abbott. “Supporting such private-public partnerships is one of the keys to the continued future success of our community hospital, much less the healthcare industry as a whole. In the future this could include expanding healthcare partnerships, much like what we see with Scripps and Sharp health services. This could be accomplished by continuing to support those specific grass-roots programs that build and/or strengthen such relationships.”

Gordon Tinker, an incumbent of the board of trustees, has had a history of working in the community in various positions. Four years ago, Tinker ran for a spot on the FHD board and was appointed.

“I have been involved in local government here since 1980, where I have served as general manager of the Fallbrook Public Utility District for 19 years and the Fallbrook Community Planning Group for eight years,” said Tinker. “[The planning group] has been supportive of numerous local non-profit groups such as the Art Center and the Fallbrook Land Conservancy. Having also served as a director on the San Diego County Water Authority Board for 18 years and the Metropolitan Water District of Southern California Board for three years, I have an extensive background in Special District government from both the staff and board perspective.”

In addition to the FHD board, Tinker is currently serving as vice-president of the Fallbrook Village Association, chair of the Rotary International Foundation with the Rotary Club of Fallbrook, and as a director of the company that runs the Fallbrook Family Health Center. Tinker’s medical experience comes from his former position in the Navy as chief engineer of the navy hospital in Oakland, and as resident officer in charge of construction of the navy hospital at Camp Pendleton.

“I have been a big supporter of the FHD’s non-profit grant program that provides financial support to a wide range of local health-related groups that are meeting previously unmet needs within the community,” said Tinker. “We have watched the need for this type of local support grow over the past few years. I support the board’s thorough appraisal process that ensures the public funds go to meet the most beneficial healthcare functions that include direct medical care, prevention and education. The board, with my encouragement, is currently working with the CEO of Fallbrook Hospital to bring a dialysis center to our town. Local residents now have to go to either San Marcos or Murrieta for that much needed service.”

Tinker believes that the first priority of the FHD should be to ensure the Fallbrook community has a viable, professional hospital in Fallbrook.

“In 1998, the FHD Board, with the approval of the voters, signed a 30-year lease with Community Health Systems, which operates numerous small rural hospitals throughout the country. They have done a superb job and have invested over $12 million in new facilities and seismic upgrades mandated by the state,” said Tinker. “I have every confidence that they will continue to perform at this level throughout the remainder of their lease in 2028. I meet frequently with the hospital CEO to stay up to date on their operation and customer satisfaction.”

According to Tinker, the concerning issue lies in 2030, two years after the CHS lease runs out.

“The current structure will not meet state seismic standards at that time for in-patient care. Major new hospitals are being built today in Escondido and Murrieta, with another planned in Temecula. Tri-City hospital has failed to pass 3 bond issues in recent years to achieve the required seismic standards but may do so in the future,” said Tinker. “Current hospital building costs are running $1.5 to two million per bed, or about $70 to $100 million price tag for Fallbrook. The FHD board needs to make some tough decisions around 2020 about the future of Fallbrook Hospital.”

“I feel strongly that some sort of medical center should remain in our town providing emergency services, out patient surgery, and the lab/x-ray/scanning services needed to support our physicians,” said Tinker. “Provision of inpatient surgery and follow on hospital care will be the hard call in the 20s. The board probably needs to do an assessment with the voters about how much they are willing to pay through property tax assessments for continuation of in-patient services 20 years from now. That is hard to do with today’s residents, many of who will not be here then. This may sound like putting off a major decision, but good strategic planning is only really valid for about five years.”

Richard Levering, a local certified public accountant, is also running for a spot on the board.

“I am running for the healthcare district because I believe the taxpayers of the District can benefit from my professional background. As a long-time resident of the Fallbrook area, I care about service to my community,” said Levering. “The District has a long-term contact with a firm to operate the hospital.”

“The District needs to provide financial assistance to local organizations involved in providing healthcare in the community; continue public healthcare information programs in the community; and retain and invest funds for future facility upgrade/replacement at the expiration of the existing long-term contract,” Levering continued.

Joe Bator, a resident of Fallbrook, feels that he can be a vital asset to the Fallbrook Healthcare District as he has been active in the charitable efforts of Fallbrook with his church, fraternal organizations, and other charities.

“The Fallbrook Community Healthcare District offers a broader scope and a community wide effort. This will just be an extension of what I previously was doing on my own,” said Bator. “My efforts with the district would be focused on maximizing our charitable good works by looking into strategic alliances; promoting the bountiful area we live in; promoting Fallbrook Hospital as the strategic resource it is; aggressively promoting the Fallbrook Healthcare District and its role in the community; and identifying all charities operating here.”

Bator is interested in finding “innovative means” to increasing the grant funds by potentially setting up a matching donation program and expanding the community programs the district now hosts.

“First and foremost, [FHD] should arrange a meeting with all groups in the district that donate or can donate to the community and see if we can find a vehicle that we could maximize the charitable footprint in Fallbrook,” said Bator. “For example, the classic car club donates $10,000; it’s a one time gift. Maybe we could establish a trust fund for continued giving.”

Charles Jett, the laboratory coordinator for Fallbrook Hospital, is also running for a seat on the FHD board.

“I have 25-plus years of healthcare experience at Fallbrook Hospital, and care about the healthcare related needs of Fallbrook,” said Jett. “My interests in working with this group include those of the Fallbrook Healthcare Districts mission statement which includes identifying, promoting and supporting healthcare needs of Fallbrook. Moving forward, I would always listen to any group or person that has needs the board could address. As a member of this board, if elected, my interests would also include that of fiscal responsibility; always a priority.”

Jett feels that the role of the district and what should be advocated in the district are connected.

“The Fallbrook Healthcare District board must continue the alliance with Community Health Systems,” said Jett. “This organization has spent millions of dollars at this facility to promote better healthcare for this community.”

Milt Davies, the current board chair and incumbent with the FHD, stated that one of his goals for the district is to create additional revenue for the district that is not merely tax revenue.

“The more funding we get into the district; the more money we can save and provide to programs in the community,” said Davies, who is interested in finding ways to make the Fallbrook Hospital more viable.

“Currently, the hospital has terrible parking conditions. We are in the process of acquiring new properties in surrounding areas to alleviate parking constraints,” said Davies. “I want to make the hospital a pleasurable place to do business, especially with the seniors who have long walks to the lab. I want to make this a business-friendly environment, especially with the medical community of clinics, nursing homes and centers in the surrounding area.”

Davies believes the district, which owns Fallbrook Hospital, should make the center an environment that would encourage CHS to continue out the rest of its lease by possibly bringing a new clinic into town.

“We have done a lot to enhance the hospital’s market standing,” said Davies. “If they stay, then Fallbrook wins; there’s no magic or formula. We have the makings for a good facility, and CHS has invested $15 million in improvements in the last five years. We are working closely with them to make the hospital a success.”

“I’m currently trying to change the mission and values of the FHD,” said Davies. “If given the opportunity, I can provide the leadership needed for the next 10 years or more to set the stage for a better, healthier community,” continued Davies. “A lot of our grant recipients continue to seek resources for their unmet and unfunded health needs, but we need to save money – about $12 million – in case we end up running own hospital again. We must change the direction in which we are headed.”

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