Voter’s Edge California
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League of Women Voters of California Education Fund
KPBS Voters Guide@KPBSNews
November 8, 2016 — Elección General de California
Distrito especial

Candidato para DirectorFull Term

Photo de Kaye Handley

Kaye Handley

Retired Investment Manager
3,136 votos (22.76%)
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Mis 3 prioridades principales

  • Develop comprehensive plan to fund needed hospital equipment and facility maintenance without incurring more debt.
  • Create environment to attract and retain quality physicians and medical staff.
  • Determine optimal services for the community going forward as basis for designing new facility by 2030.



Profesión:Over 30 years in finance, analyzing troubled businesses and working with boards of former bankrupt companies.
Head of Distressed Debt Group, AIG Insurance Company (1999–2013)


Wharton School of Finance M.B.A. from Wharton School , in Finance (1980)
University of Michigan B.A. from University of Michigan, in Economics (1974)

Actividades comunitarias

Treasurer, Mendocino Theatre Company (2016–current)
Planning Committee member, Mendocino Coast District Hospital (2015–current)
Finance Committee member, Mendocino Coast District Hospital (2015–2016)

Creencias poliza

Documentos sobre determinadas posturas

Responses to questions from Advocate News


The top near-term priority for the hospital board

Summary of the most important goals for the hospital over the next few years.

Advocate News Questions


What is the most important part of my background to MCDH:


My background is in finance with an emphasis on distressed companies. I have extensive experience reading financial statements and analyzing companies' financial situations. I have participated on several boards of companies which have been through bankruptcy, working with other stakeholders to improve the company's performance and valuation. As a result of my experience I believe I can bring a needed sense of urgency and objectivity to the MCDH board.



What are MCDH's top three priorities over the next few years:


1.    Determine profitability by major department and focus on ways to mitigate the largest losses, i.e. OB and others. Include speaking with select rural hospitals in CA that have achieved financial stability to compare practices. Should consider staffing levels, use of electronic records, identifying any high cost/low benefit areas, etc.

2.    Focus on creating an environment to attract/retain quality physicians. Could establish a small task force to examine successful methods of offering new physicians the most rewarding combination of professional environment + incentive compensation.

3.    Determine exact services which are optimal for the community going forward and use as a basis for designing new or retrofitted facility, required by 2030.


What is the top near-term priority:


Determine necessary additional cash flow each year to achieve financial stability (probably at least $4 million) and identify cash improvement opportunities sufficient to reach the target. Immediately establish small ad hoc committee for each opportunity to expedite necessary research and report back to the board within a specified timeframe for evaluation and action steps. Among others, opportunities to explore should include:


      -- Converting from District-owned to private ownership

      -- Alternative methods for offering OB services

      -- Reducing high turnover that results in excessive Registry costs               -- Appropriate levels of employee contributions to health and pension



As a key part. of this effort the hospital needs a standard cash flow statement. This is essential for both the board and the community to have financial transparency.



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