Curry Health District Director Position 4
Special districts in Oregon are formed to provide specific local government needs. They are created by a vote of the people in the local area being served. Examples include people’s utility districts, library districts, water districts, fire protection districts, and more. They are governed by a board of directors, which is responsible for management and financial accountability. Special districts are empowered to levy any necessary taxes and fees to fulfill their mandate. Board members are not paid but may receive a per diem reimbursement.Health districts seek to provide a range of physical and mental health services to communities, sometimes in association with a hospital. The board is responsible for budgeting and personnel administration.Qualifications: Candidate must be a registered voter in the district. Employees of the district are not eligible. ORS 440.325 and 440.330(6)Term: 4 years
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Maarten Van Otterloo
(N)
What medical, managerial, or financial experience do you bring to this position?
What are the most urgent challenges faced by the District, and how would you address them?
How would you improve transparency on the board and facilitate public input?
Town Where You Live
Pistol River
Your Experience/Qualifications
Chairman of Curry Health Network, member of Board of Directors since 2020
County
Curry
Term
4 years
Term Expires
2028
Current Chairman of Curry Health Network. Board member since 2020. Retired, former Corporate banker, knowledgeable in finance, management and strategic planning. Board participation in the Pistol River Fire District, and Coos Curry Douglas Development Corporation. Volunteer for the Pistol River Fire Department, and the Oregon Bee Atlas Project Advisory committee (an OSU extension project)
Highlights of Board tenure include
1. Putting the District on a sound financial foundation
2. Achieving 4 star Health care quality metrics
3. Implementation of a new electronic record keeping system
4. New service line additions
5. $2 million grant selection for a Cancer Infusion center
6. Enhanced capital spending
1. Providing quality health services in a sustainable manner. Requires financial stability to enable offering of services that match our county needs.
2. Recruitment and retention of trained professional staff. Housing alternatives for staff need to be considered
3. Provide more specialty services locally. Patient travel during times of stress need to be reduced or eliminated. May mean affiliating with larger hospital systems to provide more local specialty coverage, or contracting for services.
4. Facility expansion. More services need more space. Funding of expansion needs consideration of alternative funding sources
1. Ensure that suitable candidates run for Board membership. We need diversity in terms of skill sets, experience and geographical residency.
2. Increased public outreach. More visibility of Board and staff members at public events.
3. Encourage public comments on strategic initiatives
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