Carol Zahorsky

The strategic plan for Ocean Beach Health outlines its direction for 2026, guided by its mission to deliver compassionate care, strengthen community health, and empower its team. It focuses on three main pillars: enhancing Patient Experience through improved access, customer loyalty, a people-centered approach, and community engagement; fostering a Culture of Trust and Engagement via staff engagement, leadership development, and high reliability initiatives; and ensuring Sustainability through service line evaluation, fiscal responsibility, capital strategy, revenue cycle management, and government relations.

The meeting included updates from WSHA on difficult discharge and legislative matters, a review of the quality report with findings from a DOH survey, and a foundation update including rebranding efforts and upcoming events. The EOC report indicated no findings during regular inspections, and strategic planning discussions with Providence were shared. Updates on bond projects, including the lab, nurses station, and pharmacy, were provided, along with a provider update regarding a resignation. There was also a discussion about creating a vision statement for the Culture Club and the District. The finance report for March was presented, detailing operating margins, cash on hand, inpatient admissions, and revenue figures. An executive session was held to discuss legal risk and compliance.

The meeting included discussion on the consent agenda, board compensation agreement, board calendar, medical staff appointments, quality report, foundation report, EOC report, strategic planning, projects sub committee, and finance report. The July finance report was presented, including information on operating margin, total margin, unrestricted days cash on hand, inpatient admissions, inpatient length of stay, swing bed admits, swing bed length of stay, acute patient days, swing bed patient days, days in net A/R days, debt service coverage, cash flow, accounts receivable, capital assets, payroll, accounts payable, interest, and revenue. The CEO reported on financial performance, staff experience, patient experience, bond projects, and governmental affairs. An executive session was held to discuss property.

The meeting included discussions on medical staff communication improvements for patient admissions and transfers. The quality report was recapped, highlighting policy approvals, bad debt policy discussions, metrics review, and customer service. The foundation is developing a donor policy, planning a donor wall, and using Little Green Light software for donation management. The EOC report indicated no findings during inspections, completion of Biomed except in Naselle, successful fire drills, and upcoming FEMA training and surf rescue drill. Strategic planning involved customer service training and leadership development. Lab construction is underway with a July completion target, while the Nurse's & Pharmacy expansion is set to begin with a goal to meet the Murdock grant criteria by August. The CHNA implementation plan was reviewed and approved. The March finance report was presented, detailing revenues, expenses, and margins. The CEO reported the hiring of a new Controller. The board discussed real estate in an executive session and approved moving forward with the discussed property.

The meeting included an introduction of the new Facilities Manager, Markus Brown, and recognition of George Scouten for his interim role. Discussions covered the consent agenda, including hand hygiene numbers, and resolutions related to abolishing districts, authorizing signers for ACH and EFT, surplus public property/equipment, and the RHC Enterprise agreement. The board reviewed Larry Cohen's goals and discussed his upcoming evaluation and potential bonus. Reports were given on quality, the environment of care, and finances, including May's financial overview and vouchers. Updates were provided on COVID-19 protocols and strategic planning projects, including the UTGO Bond 2023.