As part of the 2022 election season, the Weekly asked candidates for several offices to answer questions about some of the issues by email. On the Salinas Valley Memorial Healthcare System Board of Directors, zones 1, 4 and 5 are up for election this year.
In Zone 1, incumbent Regina Gage is not seeking reelection; two candidates, Rolando Cabrera and Greg Fuller, are running for the seat. Neither one responded to the Weekly's questions.
In Zone 5, incumbent Joel Hernandez faces challenger Sonia Cardenas. Hernandez responded to the Weekly's questions; Cardenas could not be reached.
In Zone 4, incumbent Gary Falkoff, Catherine Carson and William Khieu. are challenging incumbent Richard Turner; all four responded to the Weekly's questions. Falkoff's answers are below.
What are the biggest issues facing Salinas Valley Memorial Healthcare District in the next four years, and why are you the best candidate to address them?
I am running for the Board of Directors at SVMHS as I feel it would be beneficial and prudent to have a doctor on the board. When I was Chief of Staff, I worked closely with administration and the board, and have knowledge of the hospital system, especially as it relates to medical issues, patient quality and safety, and health care. I do not have an agenda, nor do I have specific issues that I feel need to be addressed. I am not campaigning, and I do not approach this as a political position.
Years ago, a board member asked me to consider joining the board, but as a busy physician, there was no time to be able to maintain a busy hospital practice and be a board member at the same time. Recently, I was approached by medical staff members to consider this again. Now that I have retired from full time practice, I have the time, energy and desire to take on this responsibility.
How often do you currently attend SVMHS board meetings? Do you think the current board is effective?
(No response.)
How do you think SVMHS did at handling Covid-19? What policies should be in place going forward?
Managing medical services during Covid was an immense, complicated and fluid undertaking that was accomplished very well. Of course there are lessons that were learned by this hospital and every hospital across the country (and world) when dealing with this unique and novel viral pandemic, but it seemed that the hospital staff did an excellent job during this crisis. State of the art care was provided by a dedicated team of thousands of people. Contingency plans were devised and modified as needed, so as to mitigate issues that would arise. There was a proactive approach and commitment to provide the best care possible for patients while maintaining the safety of providers and hospital staff.
Do you think SVMHS’ presence beyond the hospital is the right-sized footprint, or should there be more or less outpatient services?
After passage of the Affordable Health Care Act years, many healthcare organizations and hospitals formed Accountable Care Organizations (ACO), SVMH being one of them. This system could provide for a more patient-centric, integrated healthcare delivery system that could place more emphasis on community health and preventive care than has been traditionally been done. It should avoid unnecessary duplication of services, and has the potential to spend health care dollars more wisely. However, this succeeds in improving quality health care if the organization is not only concerned about the financial "bottom line."
I believe that preventive medicine has been lacking in this country for a long time, and although there are issues with ACOs, the current system may provide the necessary impetus to correct this situation. It also complements and integrates well with the Blue Zones Project, which Salinas is an integral part of, with significant support from Salinas Valley Memorial Healthcare System.
The seismic retrofit project has been years in the making and is finally moving forward, along with other construction. Is there anything you would change about the retrofit process or anything you would have done differently? If elected, what will you do to keep big construction projects moving forward and on budget?
(No response.)
Just a few years ago, the SVMH board was looking for a private buyer. What is your philosophy about whether SVMH should remain a standalone hospital into the future? What will you do to help keep the finances sustainable?
SVMH was founded and funded by community leaders in the early 1950s (with community funding only)! This is astounding. In my 30 plus years of practice at SVMH, I believe it to be an outstanding hospital. The extensive scope of services provided and quality of the medical staff is quite unusual outside of a large metropolitan area.
In answer to your question about whether the hospital should remain a stand alone hospital, my answer is emphatically: Yes. SVMH is able to provide care to some of the most critically ill patients, without necessarily transferring them out of the community for necessary care. This level of care is very costly in terms of staffing, equipment and support, which may not be a primary concern if a large corporation were to take over the district hospital.
Do you think the four hospitals in Monterey County work effectively together? What would you change, if anything, about the relationships between hospitals?
(No response.)
Please rate the performance of the current president/CEO.
(No response.)
Who are you supporting for the other open seats on the SVMHS board?
(No response.)
What is the proudest endorsement you have received?
(No response.)
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