RBC | In the previous weeks we have published Q&As with candidates for the recreation district board and the fire district board. This week we’re sharing the interviews with candidates for the hospital board. Here are the questions asked of the candidates:
1. Have you served on a hospital or healthcare related board, and what did you learn from that experience?
2. What is your experience with healthcare services or administration in our community?
3. Do you have any potential conflicts of interest that may arise as a board member, and how would you handle that situation?
4. How do you propose balancing financial responsibility with maintaining quality patient care?
5. What are your thoughts on term limits for hospital district board members?
6. How would you ensure compliance with Sunshine Laws and maintain board transparency?
7. What do you see as the hospital district’s most significant challenge?
8. How would you engage community input on hospital services and priorities?
9. What measures would you support to recruit and retain healthcare professionals locally?
10. What is your long-term vision for healthcare services in this district?
Shawn Bolton
1. Though I have not specifically served on a hospital or healthcare board, as a County Commissioner serving Rio Blanco County from 2011 through 2018, we had oversight of the County Health Department with the goal of protecting and promoting the health and well being of our community. This will remain a priority for me if elected to the PMC Board.
2. I have only been a consumer of the healthcare services in our community and without question, I am not only pleased with the health services available in our community but very gratified that we have such high-quality healthcare in this small, rural community. Regarding administrative experience, I believe that if I am elected as a Board Member of Pioneers Medical Center, many of the skills I developed as a County Commissioner will be transferable and that I will be an effective Board Member. I served as Chairman of the Board of County Commissioners during five of the eight years as a County Commissioner. Also, I served on a wide range of boards at the State and National level and believe I can utilize the skills learned in these roles to be an effective Board Member. Though not healthcare related I am a business owner in our community, requiring hands-on administrative skills and knowledge. I have been accused of being blunt and direct in my approach; I prefer to call it honest and transparent and if I’m fortunate enough to serve my community as a hospital board member this is how I will approach the job, I believe the voters should demand nothing less.
3. I am involved, along with my partner, in developing a new subdivision on property that is contiguous with Pioneers Medical Center. Despite the rumors, we have no current or future plans to involve the hospital financially by way of building home sites or apartment buildings that would be funded by the hospital in exchange for guaranteeing housing for their employees. As a matter of fact, it is my strongly held belief that a public entity, such as the hospital (funded in part, by a mill levy) should not engage in such arrangements. I believe such arrangements are in direct conflict with private enterprise. Furthermore, I pledge, that if any future conflict should arise between the two entities, I will recuse myself in any and all matters requiring me to cast a vote on any subject matter that even hints of a conflict.
4. Pioneers Hospital was a county operated hospital until 2006, after which it became a special district, funded by its own mill levy. Ultimately then, the Board Members are “employed” by the Eastern Rio Blanco County tax payer and must remain fiscally responsible and do their very best to provide accessibility and a high standard of health care for our community members. Furthermore, it is incumbent upon each and every board member to fully utilize the direction and resources offered by Ovation when it comes to long term financial planning. Personally, I would ascribe to the “Four C’s” to ensure that fiscal responsibility and quality patient care remain compatible. These are Costs, Capital, Cash and Control (of spending). Subscribing to these four principals will assure that the hospital remains sustainable, viable and provides the very best health care services available in our small, rural community. Additionally, it should not be overlooked that our hospital is a large and important contributor to our local economy, which I also believe is a strong incentive to be fiscally responsible to our community.
5. Term limits can become a challenge in small communities when few or no potential candidates demonstrate an interest in serving on a local board. We are fortunate, in this case to have seven individuals interested in filling three vacant seats. And yet, it is imperative for the life of any organization to have “new blood” and new ideas as to how to improve and make required changes. Younger community members can bring fresh perspectives, innovative ideas, perhaps have a better idea of emerging trends and certainly have a better grasp on new technology, social media and other new concepts. And yet, if term limits preclude a willing and capable board member from continuing to serve when others have no interest, it becomes a deterrent to the organization. The short answer is, it depends on the situation!
6. The Sunshine Law, formally known as the “Colorado Sunshine Act of 1972” and amended in 1996, was passed to ensure transparency in government, to include such matters as open meetings, FOIA requests, etc. While I understand that some issues cannot be discussed in a public setting (personnel issues, contract negations, legal counsel and advice), I believe all meetings held by the Hospital Board should be published in the local paper in a timely fashion, to include documentation of discussion items, and that each and every meeting should have a designated time for public comment and input.
7. As a current business owner and former Rio Blanco County Commissioner, I believe without question, that the biggest challenge faced by any organization is retaining and properly managing key personnel. And as a businessowner, whether or not I like to admit it, it comes down to good leadership. When times are good financially, it is easy to all but ignore the needs and opinions of our employees. A good leader, in good times and in bad, must learn to encourage employees to express their thoughts, concerns and ideas freely and to allow them to become a part of the solution, not the problem. Every organization desires a leader who can encourage employees to be a proponent and not an adversary of the overall mission of the organization (call it buy-in!). It was an important lesson for me as a business owner, to learn to create an open culture of communication and to continually demonstrate respect and appreciation for those “in the trenches”. Additionally, Pioneers Hospital must deal with another issue that requires sensitivity and fairness; and that is the use of travelling personnel to fill critical positions within the hospital. Balancing travel and local nursing staff in a small rural hospital requires quite the balancing act. But rather than discouraging communication, I believe it is good practice to provide a forum where both are encouraged to communicate with one another and then seek their feedback to identify and help resolve potential conflicts. An us/them mentality must be discouraged at all times. I am a proponent of offering competitive salaries and benefits packages to attract and retain local nurses. In order to create a thriving and positive environment they must be heard and respected just as we do an excellent physician or surgeon. Finally, I am aware that the hospital website currently has 40 job openings available; though this may indeed be a positive circumstance, if it is indicative of a negative or toxic work environment, it must be a priority of the Hospital Board to address and resolve this matter promptly.
8. In addition to making a public forum available at every board meeting, I would simply make myself available, talk with people openly and allow them to discuss issues they like and don’t like, approve of and don’t approve of. It takes open dialog and simply listening to people about their different perspectives to be an effective Board member. In the end, we are all a part of this very tight-knit community and generally speaking, we all agree that we need to look out for one another. Almost unanimously, we take great pride in our small community, have a sense of pride in our local hospital and a desire to sustain it for years to come.
9. Perhaps through the Pioneers Healthcare Foundation, I would support and encourage youngsters to pursue a healthcare career and remain “at home” by having local nurses and doctors go to our schools and expose our students to healthcare at an early age. I would advocate for incentives such as scholarships, loan repayment programs and hands on experience within our hospital such as providing an in-house Certified Nurse’s Aide program and offer to assist with an advanced degree when the time is right for the individual. I would also volunteer to put on local fund raisers to fund scholarships for those who showed an interest in the healthcare industry.
10. First and foremost, we have a number of physicians and surgeons to thank for providing state of the art medical care and for being instrumental in making PMC a “destination” hospital. Obviously, if elected to serve on the hospital board, my desire would be to encourage this unparalleled and unique situation. And my number one responsibility as a Board member is fiscal responsibility and to insist on adhering to the “Four C’s: Costs, Capital, Cash and Control (of spending) as stated earlier. Beyond that, I must be a forward-thinker and consider such things as partnering with bigger entities to maximize resources, consider engaging in research and innovation opportunities unique to rural hospitals, and in general, keep an open mind. While I fully understand that factors such as low patient volume and high operational costs are unique challenges of rural hospitals, the number one reason that rural hospitals fail is the inability to attract and retain good staff. Once again, we are back to this critical component of retaining good employees and if elected, this will be my high priority.
Wade Bradfield
1. I am currently serving on the Pioneers Medical Center Board of Directors. Additionally, I have eight years of experience on the Rio Blanco Fire Protection Board, which has given me a comprehensive understanding of healthcare delivery in our community. Alongside my role on the Rio Blanco Fire Protection Board, I volunteer as an EMT, allowing me to interact closely with Pioneers Medical Center for over 10 years. I have also trained with PMC in Hazmat decontamination and mass casualty incidents. These experiences have taught me to work effectively with PMC staff and the public in high-stress situations, and I have developed a deep understanding of how healthcare impacts us all personally.
2. I have been a patient at both the Meeker Family Health Center and Colorado Advanced Orthopedics. Until recently, I found it a bit difficult to schedule an appointment. However, the clinic has now opened multiple same-day slots to allow people to get in quickly. In addition, I have had concerns about the payment policies at Meeker Family Health Center, and at times, I have had to provide payment for employees so they can be seen. This has caused significant financial strain and inconvenience. Our surrounding hospitals don’t require as much of an upfront payment. In my role on the board, I have requested that the administration investigate this matter and have recommended we lower and/or eliminate upfront payment when needed. The clinic represents the face of the hospital for most of our town, and it should be welcoming and affordable.
3. As the owner of Meeker Collision Center and Peach’s Auto Spa, I could have a conflict of interest. I have disclosed and signed conflict of interest statements in both my PMC Board role and the Fire Board.
4. Patient care is the top priority always. I have a duty to the taxpayer to keep the Hospital in good financial standing, and I have always worked toward that goal. For example, lowering the cost to be seen in the clinic, I feel, is more important to the public good than the adverse effect on the budget. On the other hand, writing off significant claims due to improper coding, untimely filing, or other preventable reasons has been a real problem for many years. Many hospitals struggle with the chaos insurance carriers create to avoid paying claims. PMC has retained a couple of services offered by Ovation to recover and reduce claim losses. They charge a small percentage for this service, which has generated significant results over the last year.
5. Term limits are beneficial for all Special District Boards. They engage the community more effectively and can lead to positive changes in the services we provide. I think it’s human nature when you are on a Board to dream big, try to make an impact, investing in projects or equipment that may not be needed. Board members may lose sight of where the funding originates if they remain too long.
6. I will continue to ask questions and will press for the Administrative and Legal teams to answer public questions when appropriate. I agree trying to limit executive sessions should be a priority for future meetings.
7. To always support your volunteers you first need to make sure that they know their feedback is always welcome. You also want to make sure they understand their role. You want to always make sure that the volunteer feels welcome and supported. To recruit and retain, make sure you have trust and respect. You must have good leadership. The Rio Blanco County Fire Protection District has made great decisions on the leadership it currently has and I feel this has helped with the current membership.
8. PMC needs to continue to look forward and grow responsibly. The challenge is finding the balance between healthy growth and becoming stagnant or complacent. PMC has grown nearly five times in net revenue in the last ten years. I have always been very conservative about increasing property taxes. While on the fire board, we implemented a mill levy holiday the entire time I was there due to large surpluses. On the other hand, our growth at PMC has provided many well-paying jobs and a sense of stability for our economy. With the uncertainty about fossil fuels, having a stable source of revenue for Meeker will help ensure our town continues to prosper.
9. Community input is a responsibility that falls on the community itself. PMC has conducted surveys and placed local newspapers and publications advertisements to explain our services. Unfortunately, the response rates have often been low. Over the past two years, many individuals have asked me about our hospital. I have addressed their inquiries or directed them to someone who can provide the necessary information. Others have raised concerns about personnel, billing, or other healthcare-related issues. I always listen carefully and refer them to the appropriate individuals to address their concerns. Due to legal reasons, I do not offer advice or opinions regarding personnel or patients. I enjoy engaging with people and helping them solve problems, so it can be challenging to listen without offering my advice. I often encourage individuals who feel unheard or ignored to attend the board meetings. Until the last two meetings, only two people have spoken to the board during my term. While one board member cannot implement changes independently, it can lead to meaningful changes when the entire board hears a concern.
10. I support local, community-driven solutions for recruitment and retention. PMC reviews pay scales to remain competitive along with sign on bonuses for high demand openings. I supported buying an apartment complex when it came up for sale. The board was concerned that a new owner would increase rents significantly. PMC uses 90% of the rooms for travelers and new staff members. Like other hospitals, we felt it would stabilize our monthly expenses while providing necessary housing to help keep up staffing levels. I also sit on the Pioneers Healthcare Foundation board and fully support the scholarship program and the potential to grow our own workforce.
Scott Garcia
1. I haven’t served on a hospital or health care related board, but I have served on the board for the Chamber of Commerce, and I have read the Special District Association’s Board Member manual, and believe getting the board to legal compliance is of utmost importance for community transparency.
2. I am part owner of a local business and have been using Pioneers Hospital for over 40 years. My wife was a director at the hospital here as well as at the drop in clinic Pioneers opened in Craig.
3. My wife works for Grand River Health in Rifle, I don’t see it as a probable conflict of interest, but if it were, I would have to recuse myself from any voting associated with that conflict.
4. Quality patient care should be first priority, and should not be sacrificed for profits. Financial responsibility means that if we don’t have quality patient care, we will lose revenue. Financial responsibility also means balancing expenditures that don’t directly affect the quality of patient care, such as expansions, property and building acquisition, expensive new equipment, and opening new facilities; none of which are near as important as quality patient care.
5. Term limits were enacted to prevent fraud and mistrust by the community that funds the hospital. No person who served two consecutive terms and hasn’t sat out for four years should be eligible to run. It’s a disgrace to all of us to flagrantly dismiss the rules.
6. I believe the meetings should be held at a reasonable time to accommodate community participation, should be televised for those who cannot attend, executive sessions should be held to a minimum, and executive sessions should be filmed when legally applicable. Finally, the board should not have closed meetings that the public cannot attend, but aren’t executive sessions. The way business is being done; illegal meetings, executive sessions at every board meeting, and nothing taped or televised; it doesn’t only lack transparency, but seems like they have a lot to hide.
7. I believe we have our work cut out to get our experience and dedication back from our staff. It’s a shame we have ostracized a community full of health care workers, and have to hire the vast majority from outside our community.
8. I would welcome community input through email ([email protected]), text 970-629-9221), and in person (272 Market St.). I would also like to engage community members using social media.
9. I believe the working environment at the hospital has to be addressed as well as taking a good look at administration and QHR. We have an abundance of healthcare workers here, that are commuting to other hospitals to work.
10. I think we need to get back to prioritizing community care. Offering other services should not come at a loss for those who fund the hospital, and that the hospital was founded for.
Ben Gerloff
1. This is my first run at a board position, and it is one of the most important in Rio Blanco. My wife and I are locals, so the Hospital is at the crux of our daily lives and, more so, the end-of-life care of our loved ones. Being a veteran, multi-generational resident, and business owner in the community, I feel compelled to serve by ensuring our hospital thrives and our people have the best care available.
2. I grew up in Meeker receiving care at our hospital, and now use the VA as my primary care provider. My experience is an amalgamation of utilizing military hospitals to fulfill operational needs in combat, developing emergency action plans in support of the Military District of Washington while serving as a technical rescue technician/advisor, and later covering the gaps between the VA and Community Care, while my wife and kids receive services locally. I have worked with some of the best hospitals in the nation and have been served by some of the worst. It is our administration’s responsibility to instill trust and confidence in every person who walks through the threshold in need.
3. My wife and I own The Mend (spa) and we offer hospital staff and referred patients discounted services. Should any conflict arise, I will disclose and recuse myself from votes or discussion on the matter; I will also ensure the conflict is properly noted in meeting minutes.
4. PMC is considered a critical access hospital, a designation that comes with benefits to help rural facilities remain viable. That means that we are faced with tighter margins due to lower patient volumes and higher operational costs per patient. A 2024 report from the Center for Healthcare Quality and Payment Reform flagged PMC as one of six Colorado hospitals at “immediate” risk of closure due to financial strain. If we are going to balance finances and patient care, we need to focus on the following:
*Continued service expansion for revenue growth (60% of orthopedic patients come from outside of our community, and our award-winning services help offset the costs of less profitable services like emergency care)
*Cost management: in 2020 we received a $35 million tax-exempt loan refinancing prior debt and funding the orthopedic suite. This cut annual debt service by $567,500. Without immediate cuts to patient services, long-term financial health needs to remain in the spotlight.
*Community support: the Pioneers Healthcare Foundation raises funds for equipment, tech upgrades, and services like Meals on Wheels. The foundation helps ease some of the pressures on the hospital itself without the reliance on patient fees/operational revenue.
*Patient financial assistance: PMC has the Discounted Care program and financial assistance. Billing programs need to be optimized to prevent pre-paying for care and similar issues that have come up in the last board meetings. It was mentioned that we fall within the standard of the hospital’s market study, but regional hospitals and calls put out by one of our current board members refute the hospital’s claims of normalcy in their current practice.
We need to be careful not to prioritize profitable endeavors over patient care; as profit grows, a special focus needs to be placed on developing our areas with lower margins. The Wing and the ER do not drive as much profit but mean much more to the community than an orthopedic center. It is great to have the revenue, but end-of-life and emergency care are my top priorities.
5. Term limits are critical to democratically obtained positions. They serve to prevent corruption and personal gain, stagnation, and force fresh ideas into the mix.
6. While we have to protect sensitive patient data and financial decisions, the public is angry at the current state of transparency. The board needs to know and practice the rules. We need to systematically integrate transparency with better access to live streams and minutes. We need to control abuse of exceptions; sunshine laws allow executive sessions, but they need to be meticulously documented, a clear intent must be announced, and open sessions should be revisited to summarize what is disclosable (sloppy exception was the top violation in a 2021 audit of Colorado public entities). Community engagement should not be done in chaos. Lastly, we need a regular self-audit to ensure record retention, notes, and financial transparency because sloppy compliance snowballs. We need the community to trust the hospital and the board. We get that trust by making transparency an act of habit instead of a chore.
7. PMC’s most significant challenge is financial sustainability that is being compounded by broader economic challenges. Being a critical access hospital, we need to continue growing revenue but retain services that serve the community in a meaningful way. The hospital has lost a lot of trust with the local population, and expanding profitable services while not focusing on The Walbridge Wing and emergency services will continue this trend.
8. Community engagement should be deliberate, structured, and meaningful. This can be done in a myriad of ways, but open forums are important, as well as open surveys or public engagements like coffee with the board events. No matter how public opinions are collected, they need to be addressed with data-driven analysis and fact-based responses that do not include personal attacks or single-sided responses. All communication should be two-way conversations.
9. We need to tap local talent early. We have the CNA program, but we need to expand it to more scholarships for high school graduates seeking careers in healthcare. Housing is always an issue to overcome, so any program that encourages rent-to-own or long-term contracts would be welcomed. Recruiting professionals is also hard to nail down, but we could do better at leveraging telehealth for specialists, and we could double down on annual stipends for upskilling our RNs, NPs, and techs. Our staff already has the difficult task of operating within a small community, so more positive involvement with local events and strong representation is more important than ever. Providing sizeable bonuses, housing cost coverage, and training is expensive but costs less than losing a good nurse or doctor.9. I invite the public to get involved. Come to our monthly meetings, see what we discuss, and see what this department does to serve our community and keep it safe.
10. In the long term, I want to see our hospital thrive and the locals reap the benefits. I want to see my kids cared for when they break a bone, my family members to have the best end-of-life care available, and my neighbors to find solace in the hands of our local facilities and workers. Our healthcare workers should have stability and careers that are not limiting or always on the rocks. And, finally, our hospital needs to have financial stability, while maintaining service to our locals as the priority over everything else.
Jean Gianinetti
1. I have not served on a board previously, but I do have many years of experience in healthcare. I learned an incredible amount about healthcare during those years.
2. I worked at Pioneers Medical Center for 19+ years, the majority of those years were working as the Activity Director for Walbridge Wing. While I was working at PMC, I worked well with all departments and created a better environment for all of our residents.
3. I do not have any potential conflicts of interest that would currently arise as a board member. If such an incident were to arise while I was a board member, I would listen very carefully to all aspects of the issue, research, do whatever is lawfully required.
4. Quality patient care should be number one throughout Pioneers Medical Center always. Financial responsibility is accomplished by requiring accountability and expecting everyone working and/or serving the facility to be within those guidelines. If patient care is number one and financial responsibility is required throughout the facility, this will not be an issue.
5. There are already term limits in place for a special district, which Pioneers Medical Center is operating under. I believe that the guidelines/bylaws for special districts should be followed.
6. As stated in the previous question, I believe that the guidelines/bylaws for special districts should be followed (I actually don’t think there is another option). If the Sunshine laws for special districts are followed, then the outcome will be Board transparency, as that is specifically what the Sunshine Law is about. Sunshine Laws promote transparency & accountability allowing citizens to participate in decision making processes and hold their representatives (the board) accountable. Sunshine Laws are better known as Open Meeting Laws. These laws allow accessibility for the community to participate by making the meetings convenient & attainable.
7. At this point, communication. Why is our staff retention so controversial? Also, work environment, customer service, patient care, wages for each and every department, and addressing housing issues.
8. Please refer to question #6, the Sunshine Laws. I believe that allowing accessibility for the community would address this question. When people are listened to, there is a lot of valuable input from our community that is beneficial.
9. We need a support system for our staff, such as an employee advocacy team, mentoring program, and an improved orientation program for every department. Look into subsidies for daycare for our employees (all shifts). Volunteer programs to support staff. Building on the “Grow Your Own” program. Learning from the past staff, with exit interviews, what are the reasons that they are leaving? These interviews should be mandatory and completed without the fear of retaliation, possibly included in board reports.
10. I would like to see the PMC Board work with the facility and the community striving to ensure that every department at Pioneers Medical Center has the tools to become as successful and exceptional as the Surgical Department and the Orthopedic programs are. As a team we should demand excellence and strong leadership throughout.
Sherri Halandras
1. I served two, four-year terms on the Rio Blanco Fire Protection District Board of Directors. The Fire District is responsible for the operation of EMS as well as fire working closely with PMC. The Fire Department is also a Special District. While serving on this Board I attended multiple trainings that are specific to all Special Districts and how they should function. I believe this experience gives me a strong foundation for serving on the PMC Board of Directors.
2. Prior to becoming an RN I was an EMT and the Director for the Meeker Ambulance Service. After receiving my nursing degree, I served in many capacities at PMC, which included management. I was employed there for over 20 years.
3. I do not have any conflicts.
4. I understand that Pioneers Medical Center is a Special District that residents support through tax dollars and that Pioneers must be fiscally responsible and accountable to the tax payers. I also recognize that Pioneers has to balance the costs associated with healthcare regulations and good patient outcomes. When it comes to balancing fiscal responsibility, I believe this 3-pronged approach is a good lens to use when looking at balancing financial responsibilities.
5. All Special Districts have term limits. It’s the rule and I believe it should be followed. The rule states a Board Member can serve for two terms and must sit out for “4 years” before becoming eligible to run again for a seat on that Board. Term limits allow for fresh community input. This is why I believe that the Pioneers Board of Directors should return to the original 7-member Board of Directors as it was written when the voters approved Pioneers to become a Special District in 2006. This would allow for more community involvement.
6. There are very specific rules regarding transparency and the appropriate use of executive sessions. Following the rules is not an option it’s a responsibility. Sunshine Laws are intended to create transparency for the constituents the public entity serves.
7. From the outside looking in it appears that staffing in many areas is difficult to maintain. It seems a lot of hospitals are challenged with providing adequate staffing without the use of travelers. I would hope that there is some solution to this in the near future. As a Board Member, I would ask that the Board and employees at all levels have an honest discussion regarding how we can make Pioneers the best that it can be for patients as well as being a great place to work. I would like to hear how Pioneers invests in their employees, including continuing education, career growth opportunities as well as day to day interactions.
8. I chose to run for this Board because I believe Pioneers has the ability to improve its communications and engagement with our community members. There is a co-dependent relationship between the community and Pioneers. The community with their property taxes, invested $3.4 million in taxes this year. (source: Special District Association website) I also recognize that Pioneers brings jobs and a positive economic impact to our community. I believe this relationship deserves consistent transparency and communication.
9. It is difficult to answer that question without knowing what is currently in place to achieve that. I do believe in a program titled “Service Excellence: that provides training to all employees and management regarding the most positive way to interact with patients as well as coworkers. Pioneers’ empIoyees are their biggest asset, I would want to insure the organization makes each and every employee feel valued and respected. I believe that we focus too much on the expert components of our jobs and forget to also focus on the most basic of human needs…that of comfort, respect and acceptance. This applies to patients as well as coworkers.
10. First, I would like to learn what the community feels is needed and then determine if that is achievable. I personally believe the addition of other specialty physicians such as pediatricians would be an asset to our community healthcare needs. Pioneers and the Walbridge Wing have always provided an incredible service for our community. Over the years, many people have worked hard to honor the vision of Freeman Fairfield, in order to provide local primary healthcare. I see Pioneers continuing to serve our community members who pay taxes and choose Pioneers for their healthcare needs.
Kim Tedford
1. Yes, I’ve had the privilege of serving two previous terms on PMC’s board. What I’ve learned most is that growth in healthcare is constant. The landscape is always evolving-with new regulations, innovations, and opportunities emerging. Each change offers a chance to better serve our community and strengthen PMC’s role in local health and well-being.
2. In addition to my two full terms on PMC’s board, I’m currently completing Jeff Eskelson’s term. This ongoing experience has deepened my understanding of the unique needs of our community and how thoughtful leadership can positively impact our local healthcare.
3. I work for a bank, which I’ve consistently disclosed as a potential conflict. To maintain integrity and transparency, I do not directly manage any accounts connected to entities I serve. I take this responsibility seriously and always prioritize the trust placed in me as a board member.
4. These goals are deeply interconnected. Strong financial stewardship allows PMC to reinvest in patient care, staff, and services. By continuing to manage resources wisely, our hospital can sustain and continue to grow the high-quality care our community depends upon.
5. I see value in both perspectives. Long-standing members offer continuity and deep institutional knowledge, while new members bring fresh energy and ideas. Term limits for special districts are decided by the community they serve, and I believe can be removed in favor of board member continuity should the community decide to do so.
6. Transparency is vital to community trust. I commit to staying informed about all applicable laws and ensuring we follow them carefully. I would also encourage open dialogue- PMC leadership welcomes respectful community questions and is happy to discuss hospital initiatives with community members.
7. Ensuring long-term financial stability remains a key challenge. That said, I’m optimistic. PMC has made meaningful strides, and with continued growth in services and provider availability, it is well positioned to meet the future with confidence and care.
8. Community involvement in board meetings is a valuable opportunity, and I encourage everyone to attend. Beyond that, I’d love to see regular community gatherings-perhaps quarterly or biannually-where community members can share feedback and ideas. I also want people to know they’re always welcome to reach out directly to PMC with their thoughts and questions.
9. This can be challenging given today’s environment with healthcare workers in short supply. I would continue to support PMC’s Grow Your Own Scholarships and encourage local people to apply and work at PMC, and recruitment efforts for qualified individuals. I would like to see local stakeholders collaborate on solving the lack of housing issue in our community if possible.
10. I envision PMC growing thoughtfully, expanding services to meet local needs and attracting patients from surrounding areas. I would love to see PMC develop an assisted living facility as part of the hospital campus-offering more inclusive, lifelong care for our elderly and neighbors who need extra support. Pioneers Medical Center is a jewel and as the largest employer in Meeker, we should rally around their great vision and success. What PMC provides to our community is unmatched by the vast majority of Rural Community Hospitals.