Colleen Choi

The board meeting agenda includes closed sessions for CEO evaluation, trade secret reporting, legal conference regarding potential litigation, and a hearing on medical staff privileges. Public session items cover the review and adoption of various policies and procedures, including acute care, clinic, environmental services, human resources, imaging, maintenance, nursing, purchasing, and skilled nursing facility protocols. Administrative business includes reports from the county supervisor, hospital foundation, and committee updates. Financial items feature an overview of monthly financial statements and revenue cycle updates. Additionally, the board will discuss operating agreements, the rescheduling of a special meeting for bylaws revisions, and the approval of new mission, vision, and guiding principles.

The board meeting agenda is primarily focused on conducting a strategic and master planning session concerning the new hospital construction project.

The committee convened to review and adopt various policies and procedures covering multiple departments. Key topics included the affirmation of acute care fall prevention and management protocols, clinical referral and appointment scheduling guidelines, and extensive environmental services procedures regarding laundry and hazardous material handling. Additionally, the committee addressed human resources policies on harassment, imaging supervision and adverse event reporting, maintenance protocols for medical oxygen handling, district-wide nursing assessments, purchasing order processes, and skilled nursing facility infection prevention controls.

The Special Board Meeting on December 2, 2025, involved the adoption or affirmation of numerous policies and procedures under the Consent Agenda, specifically Fiscal Policies (FAC, FAD, FP, FPB, FPFS) and Infection Prevention Policies (IP), along with the 2025 QAPI Performance Improvement plan. Key discussion and action involved a presentation and discussion of the Strategic Planning Process with Allen Bloch, requiring board members to complete and submit surveys by December 5, 2025. The Regular Meeting on January 21, 2026, included a Closed Session for the evaluation of the Chief Executive Officer (CEO), followed by reports on construction updates and CEO overview. Discussion items included reviewing operating agreements and accepting Resolution #1-26 to change the future board meeting schedule to the fourth Wednesday of the month starting February 2026, and accepting the 2026 Code of Conduct. Elections for Board Officers and Standing Committees were also conducted. The Regular/Finance Meeting on January 28, 2026, included a Closed Session addressing CEO evaluation and hearings on quarterly compliance, quality management, and risk management reports, as well as medical staff privileges. Financial reports were presented, and contracts were reviewed for informational purposes only. A significant action item involved scheduling a Special Board meeting for February 21, 2026, to discuss revisions to the Board Bylaws concerning roles and Title 22, which was passed despite a public inquiry regarding conducting business on a non-business day. The final Special Board Meeting on January 29, 2026, focused on strategic and master planning for future services and infrastructure, where the Board discussed and generated a priority list of potential services for consideration, to be analyzed by The Cunningham Group.

The meeting included several significant updates and actions. Key discussion points involved the CEO update covering CMS Plan of Correction status, which detailed serious deficiencies identified in governance, medical staff competency, and contract management, along with evidence of correction documentation provided. Patient safety initiatives were reviewed, focusing on fall prevention, ER physician competency in radiology reads, regular staff meetings, review of unexpected transfers and mortality, and the establishment of a Clinical Patient Review Team. Clinic performance data for December 2025 showed year-over-year and month-over-month increases in visit volume, alongside updates on quality improvements following DHCS and CCAH audits. Human Resources reported on the transition of the pension plan and ongoing work with the payroll system. Additionally, leadership initiated updates to the Mission, Vision, and Guiding Principles. The meeting materials also contained reports related to the Replacement Hospital project and proposed revisions to the Board Bylaws.