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The questions were prepared by the League of Women Voters of Alameda and asked of all candidates for this office.
See below for questions on
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Click on a name for candidate information. See also more information about this contest.
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1. (Most pressing problem) What is the single most pressing problem facing the Alameda Healthcare District in the next 24 months and how would you work with your elected colleagues to solve it?
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Answer from Jordan Battani:
Financial and operational sustainability is the single biggest issue facing the Alameda Healthcare District in the next 24 months, and for the foreseeable future. To ensure that we achieve that goal, it will be critical for the elected board members to work effectively with hospital staff, physicians, local and regional leaders and other healthcare providers to develop and launch programs and services that meet community healthcare needs, and provide solid financial performance.
Answer from Tracy Jensen:
The most significant challenge facing the Alameda Health Care District is the need to to design high quality services to address unmet needs of local patients and attract physicians to practice at the Hospital. The changing demographics of Alameda and the East Bay, along with increasing consolidation of health care services by large health care organizations like Kaiser and Sutter, makes it difficult for small non-affiliated providers like Alameda Hospital to compete. Individual physician practices are becoming rare, as group practices are becoming the norm. The challenge will be for Alameda Hospital to develop relationships with group practices and with the large medical centers, by providing unique and specialized services and/or becoming a Center of Excellence.
Answer from Leland Blandón Traiman:
The answer to this question can be found on my web site at
http://traimanforhospitalboard.webs.com/lwv-questions-answers
Answer from J. Michael McCormick:
The most pressing problem is to monitor and realize three new revenue centers (Wound Care Center, Water's Edge Nursing Home, and the new Orthopedic Department) and to assure that revenue projections hold on track. I am proposing a Sustainability Plan that tracks the new initiatives, identifies partners to successfully fund needed seismic upgrades, and prepares the Hospital for the many newly insured patients expected from the Affordable Healthcare Acts 2014 mandate.
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2. (Good government) What steps will you take to assure transparency and open decision-making processes?
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Answer from Leland Blandón Traiman:
The answer to this question can be found on my web site at
http://traimanforhospitalboard.webs.com/lwv-questions-answers
Answer from J. Michael McCormick:
Recent problems other small urban hospitals in the region are often due to lack of disclosure from management and poor Board policy. Adherence to fiduciary responsibilities, written and followed Board policies, and public participation each circle and somewhat define the issue of transparency. I have in the past 4 years, and will continue into the next 4 years, to push for open discussions of issues facing the District. Meetings are open to the public and proceedings are videotaped and on display at the District's web site.
Answer from Jordan Battani:
One of my important responsibilities in my role on the City of Alameda Healthcare District Board is to raise public awareness about Alameda Hospital and the programs and services it offers. That means conducting our deliberations and decision-making in accordance with applicable laws and regulations and making continuous improvements in the tools and technology we use to make our meetings accessible to everyone. Maybe most important it also means making myself available for discussion and dialogue with members of the community.
Answer from Tracy Jensen:
For 10 years as an appointed and elected official in Oakland and Alameda I understand and appreciate the goal of open meeting and public information requirements. But transparency not only means putting an agenda out in time for people to be prepared for a meeting. For a governing board it also means raising issues that might otherwise not be apparent. It means looking for answers that might not be part of the administration's recommendations. It means discussing all alternatives before making a decision - not just those that the CEO recommends. I will hold the alameda Hospital CEO accountable for providing all recelvant information to the board and the public, and I will ensure that decisions are made with all available information. My experience as a health care policymaker, my degrees in business and public health, and my participation on the City of Alameda Open Government Commission give me the tools to ensure that all decisions are made in the best interest of Alameda residents.
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3. (City-Healthcare District cooperation) How might the Healthcare District and the City work more effectively together?
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Answer from Tracy Jensen:
When I was a member of the Alameda School Board I established the first City Council - School Board joint committee, which continues today. The joint committee met regularly to identify issues of mutual interest, and to determine the best way to share information with Alameda residents. Soem of the relevant issues that the District and the City worked together on were the closure of three West End Elementary schools, the development of Ruby Bridges school at Bayport, the safety issues at Emma Hood and encinal pools, the deterioartion of District property at the former Island High School, and, of course, the future of Alameda Point. I believe that cooperation and information sharing is in the best interests of both the City and the Health Care District, and if elected I will put forth a proposal for a joint committee of the two bodies. The Alameda Health Care District is considered a "special district" under California law, designed to provide a specific service and governed by an elected board of directors. Because the Alameda Health Care District was created by local residents to meet a need that was not being met by the City or County, the Board doesn't have to meet with other agencies. But, in my opinion, such meetings should happen to facilitate communication, improve efficiency and give the hospital necessary information about City objectives and constraints.
Answer from Leland Blandón Traiman:
The answer to this question can be found on my web site at
http://traimanforhospitalboard.webs.com/lwv-questions-answers
Answer from Jordan Battani:
The City of Alameda and the Health Care District have the health and safety of Alameda residents and visitors as common goals. Obvious opportunities for collaboration with the Hospital are in the areas overseen by the City's Social Service Human Relations Board and the Economic Development Commission.
Answer from J. Michael McCormick:
This is a real important and difficult question. The City of Alameda and the City Healthcare District, like public institutions all over the region, face shrinking revenues. Residents, however, still need the services each entity provides regardless of costs. Therefore, new and overreaching ideas and initiatives must include both an awareness of the problem and a cost productive method in developing an answer. My mindset is to look for duplicate costly services and find a way to cooperate and provide them through new connections. Any cooperation must also include the participation of the private and not for profit organizations that could also benefit from streamlining their services. County officials could provide a forum for seeking these connections. It will not happen soon or easy but, over time and with difficult changes.
Responses to questions asked of each candidate
are reproduced as submitted to the League.
Candidates' responses are presented as submitted. Direct references to opponents are not permitted.
The order of the candidates is random and changes daily. Candidates who did not respond are not listed on this page.
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League of Women Voters of California Education Fund
