For the 2021 Voters Guide, we emailed candidates a set of questions on professional experience, local priorities and general issues. We have included those questions and the unedited responses. We have noted when candidates left questions unanswered. We have also provided links to candidate websites, campaign funding reports and other local media coverage when available.
Any questions or suggestions should be sent to: whitmancowatch@gmail.com
CANDIDATE BACKGROUND
Official county Voters Pamphlet statement
Pullman Regional Hospital board member profile
Public candidate forum on Oct. 12 (League of Women Voters of Pullman)
CANDIDATE QUESTIONNAIRE
How would you describe your current occupation or job title(s)?
I have been happily retired since June 2006. That opened the doors to many possibilities for volunteer service. I would describe my title as “Professional Volunteer.”
What other memberships or community affiliations would you like to share with voters?
- I have been a 17-year member of the Board of Commissioners with Whitman Co. Hospital District 1-A, dba Pullman Regional Hospital. I was elected twice by Pullman voters to serve in this capacity. I’m currently seeking my 3rd term;
- I also serve as a 20-year board member with the Friends of Hospice, an organization that serves individuals and families faced with end-of-of life challenges;
- I have the privilege of singing with the Threshold Choir of the Palouse (TCP) & the Merry Minstrels. The TCP’s mission is to offer comforting songs at the bedside to those who are nearing death. Before the pandemic, the Merry Minstrels sang popular music at several Pullman residential care facilities. We now make recordings to share with those residents until it’s safe to sing in person again;
- Very active with my church, as past Moderator & current Shared Ministry Team chair.
What, if any, charities, political campaigns, or nonprofits have you donated money or volunteer hours to in the past year?
Pullman Regional Hospital Foundation, Friends of Hospice, League of Women Voters, Circles of Caring, Together We Rise, Promise Child, PRH Women’s Leadership Guild. In addition to the above organizations, I was volunteering at the hospital’s front desk until COVID restrictions intervened.
What professional accomplishment are you most proud of and why?
I’m very proud of my 27-year tenure as a program administrator with Council on Aging & Human Services. I was part of an organization that truly made a difference in the lives of elders and people with disabilities. I believe our agency was instrumental in demonstrating the value of service delivery coordination to the mutual benefit of those residing in the county who were most at risk of not being able to meet basic human needs.
I have been honored with awards over time recognizing my service as a Hospice Volunteer of the year & most recently, I received the Kiwanis Club Outstanding Community Service to the City of Pullman award in 2020. And, I was recognized by Pullman Regional Hospital for my 7-year tenure as Board President in 2018.
What is your vision for Pullman Regional Hospital as an organization and why?
The vision for Pullman Regional Hospital (PRH) is to remain financially stable in order to continue to fulfill the mission of nurturing and facilitating a healthier quality of life for our community. Leadership at all levels embraces the importance of being nimble in order to effectively and efficiently respond to the dynamic nature of healthcare, while addressing those needs expressed through a variety of interactions with citizens. Creating access to affordable and high quality care & state of the art technology, occupies a top spot on the list of priorities. PRH is a small, critical access hospital known for big ideas and bold visions. Innovative thinking and actions have set it apart. It has been an exciting and challenging time to participate in the realization of the vision that I share. The PRH website is an excellent source for more specific information.
What are the most important steps the hospital board has taken to support staff and operations during the pandemic?
The Hospital Administration made a firm commitment to staff in the early stages of the pandemic to pledge “zero layoffs.” To date, that promise has been fulfilled. Departments were asked to “lift where you stand.” In other words, employees have been requested to collaborate & coordinate among their own team members as well as with other units to be creative in how staffing was managed to best cover the needs of patients. In my opinion, the staff stood steadfast to their commitment & are shining stars in difficult times. I continue to hear from the community how exceptionally well the hospital has handled the pandemic, from testing, vaccination clinics, out-patient services to in-patient and emergency care. Employees working in all areas of the hospital often receive accolades and support from Administration and the Board.
How is Pullman Regional Hospital unique and how would you try to leverage its strengths?
I have addressed the uniqueness of PRH in an earlier question. To elaborate, I’m reasonably confident when I say that as a Critical Access Hospital (CAH), we have the distinction of offering a diverse array of healthcare services to the region likely more extensive than most other CAHs in the state.
For example, we are [one of just two hospitals] in the region that provides minimally invasive da Vinci robotic-assisted surgical options. We are most fortunate to have community support through taxation and a very robust Foundation with active fund-raising goals. A number of specialties have been added to the scope of services in my tenure as a Commissioner. We also have the benefit of unprecedented longevity among our administrative/leadership staff and several Board members. This has enhanced the ability to sustain a vision for the future while keeping everyday operations in the proper balance. The hospital has also been very proactive in the recruitment and retention of healthcare providers. In partnership with WSU’s Elson S. Floyd’s College of Medicine, we are excited to be planning for a Rural Residency Program.
What is the worst decision or biggest opportunity the board has missed the past five years?
I honestly don’t think there’s been a worst decision or missed opportunity during my time on the Board. There may have been instances when a course of action needed to be re-directed after receiving additional input and/or data. That’s the major advantage to staying nimble. An organization can both change course and respond quickly to new opportunities.
What do you think will be the most significant challenge or threat that Pullman Regional Hospital will face in the next five years?
The hospital will continue to be impacted by legislative decisions made at both the federal & state levels. The effectiveness of advocacy work will be the key to the success of the future healthcare agendas, including financing. The recruitment of physicians will continue to be a priority. The inauguration of the Rural Residency Program in 2023, and the eventual successful completion by those individuals enrolled, could provide a high quality pool of physicians who can help address shortages. As our population grows and ages, demand for services will increase. PRH will continue to be proactive in its pursuit of staying ahead of the curve with solid financial management and visionary leadership.
Are you vaccinated against COVID-19?
I am vaccinated.
Do you support COVID-19 vaccine mandates? Why or why not?
I do support vaccine mandates. I’ve been involved with the delivery of healthcare in one form or another for the past 45 years. It would feel very disingenuous of me if I didn’t do what I could to advocate for vaccines to protect myself, my family, my friends & neighbors and the global community from serious illness or death. I’m of the belief that we owe it to one another to do no harm.
How do you think the pandemic will change how people view health care and public health? Has it changed how you see it?
What I’d like to believe is that COVID-19 has caused us to be more aware of our vulnerability to disease and not take good health for granted. I want to think that we have become more sensitive to how the choices we make about our own care, could impact the health & safety of others. I hope we, as a society, will heed the word of scientists and medical experts as we make health care decisions for ourselves and family members, and we not allow politically motivated rhetoric to be the source of information we act upon. Time will tell as our lives continue to be impacted by this virus.
What, if anything, would you change to make the hospital board more transparent or to improve communication with the public?
I would like to see a greater awareness of and attendance at monthly Board meetings. Community residents have an opportunity to receive a full complement of service, financial and Foundation information at these meetings. Each agenda item is given the time for discussion with the objective of informing and educating. We have an active and robust community relations staff that seek opportunities for Commissioners to be visible and involved in various hospital activities. When Pullman Regional sought to pass a bond in 2019, the Board contributed time to several aspects of the campaign ranging from carrying signs, meeting with focus groups, to serving on the Citizens Advisory Committee. Transparency is something our Board takes very seriously. The culture and philosophy of the hospital strongly supports this value through the transmission of information on pricing and a myriad of other topics that appear on its website. The New Era of Excellence initiative has given the hospital many opportunities to inform the community on such future strategic objectives as: Partnering with WSU to begin a Family Medicine Residency Program; a community-wide electronic medical record; and ongoing investments in technology and space to meet the growing and changing demands for medical services in our region.
If you could wave a magic wand and instantly change one thing about Pullman Regional Hospital, what would it be and why?
If I had a magic wand, we will continue to be a self-sustaining, patient and employee-centered, award-winning hospital with a unique, open, collaborative and inclusive culture. The best part is that a magic wand will likely not be necessary. As a 5-star hospital so ranked by the Centers for Medicare & Medicaid, it has been demonstrated over and over that we have the talent and commitment to achieve our goals of high quality and cost-effective health care to the region.