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Grays Harbor Hospital District 2 Hospital 2 Commissioner District 1

This hospital district covers most of Grays Harbor County, with the exception of the areas in and around Elma, McCleary, and Oakville.6-year term; No salaryA small reimbursement for expenses of evening meetings may be offered. Public Hospital District is responsible for the policies and quality of care provided at public hospitals throughout the service area. The commission sets the general policies of the district, which are implemented by the hired professional district administrator and hospital medical staff and personnel. One of commission's main duties is the adoption of the district's budget and proposal of any hospital levies to be placed on the ballot to the people. The commission sets policies and approves all spending via the budget, whether for operations or capital items or public facility maintenance and improvements. The council also sets salaries for district employees.
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  • Dale Hensley (NP) Retired

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    Maryann Welch (NP) Retired as GH County Public Health Director

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Biographical Information

Why did you decide to run for this position?

What are three major issues that will face your hospital district?

Of the three, which one is the most urgent?

What unique qualities do you bring to this job?

Phone (360) 532-2445
Email dehensley@comcast.net
Town where you live Aberdeen
Experience (300 characters max) I am retired from the Aberdeen Fire Department where I was a Firefighter and Paramedic. I worked closely with the hospital. I was also a Fire District Commissioner for 12 years. A Fire District commissioner and Hospital District Commissioner are similar but have different missions.
It is literally a life or death situation to keep Grays Harbor Community Hospital open and productive. Aside from saving lives, it is also one of the largest employers in Grays Harbor County. Grays Harbor Community Hospital is imperative for the wellbeing of our families and friends for both health care and family wage jobs that improve our local economy. I have watched from the sidelines since Community Hospital was changed to a Public Hospital District by a vote of the people on August 5th, 2014. Unfortunately, in my view, some of the public elected Hospital District Commissioner’s and upper management of the hospital have failed to meet their objectives that the voters and residents of Hospital District #2 expect. I hope to be elected to the board in an effort to change this.

Question #2 What are the three major issues that will face your new hospital district? I believe the first of the three issues start at the top. The Board of Commissioners is responsible to the public for the proper administration and operation of the Hospital District. While the hospital district is relatively new, it must be set up properly and operate in accordance with Federal, State and local laws. The Hospital District must be open and transparent to the public. The Board of Commissioner’s must review and deal with the upper management positions that may or may not be effectively doing their job. The second issue is financing. The Hospital District is in horrible financial shape. The third issue is Employee relations. The employee's of the hospital are a wonderful group of people. Watching their dealings with the public is a pleasure. But the shortage of staff affects the morale, ability for the hospital to bill on time and costs a lot more with "Traveling Nurses".
The most urgent matter of these issues starts at the top, the Board of Commissioners. The current commissioners have chosen to run for these commissioner seats to be open, transparent and responsible to the public for the efficient management and operations of Grays Harbor Community Hospital. I do not believe that all of the commissioners sitting on the board at this time are fulfilling that obligation. The Board of Commissioners makes the decisions that will either make or break our hospital.

I was a fire commissioner for 12 years and a lifetime member of the Washington Fire Commissioners Association. I am also a retired member of the Washington State Council of Professional Firefighters. As a fire commissioner I have had extensive training on dealing with junior taxing districts in the State of Washington. The Hospital District is also a junior taxing district. I believe my experience and training in this capacity will help the members of the Hospital District Board of Commissioners.
Phone (360) 532-5846
Experience (300 characters max) 25 years working for the County in Juvenile Justice, Social Services and Public Health. 21 of those years as a Department Director. Served on the Grays Harbor Community Hospital Board of Directors for 8 years. Currently Elected to original Hospital District Board of Commissioners.
I am a third generation Harborite with my elderly father as well as grandchildren living here. It is personally important to me to take an active part in seeing that their healthcare needs can be met right her in the Harbor. Having a healthy population in Grays Harbor is an important facet of our infrastructure. This means maintaining essential health services that residents can access here at home instead of traveling out of town. For a long time I have been passionate about improving the health of our community and I see my involvement on the Board as one way to influence this. There is a steep learning curve in understanding the intricacies of a large health organization as well as those of a Hospital District. I have enjoyed being the President of the Board since the formation of the District. After 8 years associated with the hospital as a Board member I am still learning and enjoy contributing my experience.
1. Sustainability - The Hospital has grown to be a large health system including clinics throughout the county and employed physicians in a wide array of disciplines. It will take leadership with foresight to see that the institution survives in the quickly changing healthcare world. 2. Physician recruitment and retention - This has become increasingly difficult as payments for Medicaid and Medicare programs are threatened and as our local system relies more and more on these sources of revenue. Recruiting is very competitive with larger and richer metropolitan areas. The challenge is to ensure that all providers have the facilities they need in order that they will stay with us. 3.Our aging facilities - our operating rooms were built in the 1980’s and are severely out of date.. This poses safety risks to both patients and employees and in addition makes recruitment of providers a challenge. It is getting impossible to accommodate new technology into old infrastructure..
Sustainability – Keeping our facilities available for services is crucial
Experience, knowledge, leadership, and passion for the community.

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