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November 6, 2018 — Elección General de California
Distrito especial

Tri-City Healthcare DistrictCandidato para Miembre de Junta, Division 2

Photo de Jim S. Burlew

Jim S. Burlew

Healthcare Compliance Specialist
5,195 votos (27.6%)
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Mis 3 prioridades principales

  • Fiscal stability/responsibility, immediately tighten oversight controls, streamline facility operations, and perform forensic audit. Reestablish collaborations with the city of Carlsbad, Oceanside, Vista and other community service agencies.
  • Open the campus medical office building (closed the past 5-years due to litigation, $5 mill loss/year). Stop excessive spending on attorneys and starting lawsuits! Properly Plan for the Future, Do NOT Add onto the Existing Facility & Waste money!
  • Reopen the inpatient Behavioral Health Unit and Crisis Stabilization Unit as the closure increases Emergency Department wait times. Board chair closed the BHU stating they needed to make $10 mill, they made $11.2 mill in 2018 with the BHU Open!



Profesión:Healthcare Compliance Specialist
Healthcare Compliance Specialist, Hospital Inspector, JB Consulting & Associates, Inc. (2002–current)
Vice President Facility Operations, Mission Health (6 time Truven Analytics Top 15 Healthcare System Winner) (2017–2018)
Regional Director of Facilities (24 Hospitals and 350 Clinics), Ascension Health (MFM) Largest Catholic Healthcare System in the United States (2015–2017)
Healthcare Construction Quality Control, DBA JB Consulting (1999–2002)
Sergeant (E-5), 5 Deployments to Middle East, United States Marine Corps (1992–1999)


American College of Healthcare Executives Fellow of the American College of Healthcare Executives, Healthcare Management (2017)
WGU Masters (MBA), Healthcare Management (2013)
UOP Bachelor of Science, Healthcare Management (2012)
American Hospital Association Certified Healthcare Facility Manager (CHFM), Healthcare Facility Management and Compliance (2012)
Office of the Statewide Health Planning and Development Class A Hospital Inspector (Highest and Broadest Level of Hospital Inspection Possible), Healthcare Design and Construction (2001)

Actividades comunitarias

Lifetime Member, NAACP Branch 1086 (2018–current)
Lifetime Member, Veterans of Foreign Wars (VFW) SgtMaj Ralph E Gibbs, Jr. Post 7041 (2008–current)
Member, American Society of Healthcare Engineers (ASHE) (2010–current)
Member, American College of Healthcare Executives (ACHE) (2012–current)


Customer focused healthcare and hospital executive emphasizing efficiency and customer service utilizing a servant leadership style. I have more than 30-years of progressive leadership roles in facility maintenance and operations, environment of care/life safety, construction, and inspection. These roles have allowed me to work and oversee capital improvement projects, create and execute master planning, facilities operations and facility management in large hospitals and the largest healthcare system in the United States. I was responsible for the space management, equipment management, facilities management, support services (EVS, biomed, safety/security), design and construction program and all associated construction projects (up to $800 mill a year, more than 200 projects), hospital inspections and quality control, overall operations of facilities maintenance, plant operations, grounds, energy management, design, and construction. 

Routinely worked with multiple national and state regulatory agencies to include but not limited to: OSHPD, CDPH, LARA, DPH, SFM, CMS, Joint Commission, and other AHJ’s. Implemented and led strategic master facility planning at three different sites shaping the future of the healthcare system and each site. Strategized and helped create a plan to increase ambulatory services throughout the 38 county service area, implemented various construction delivery methods (design build, design bid build, IPD, CM at risk). Helped lead and implement large facilities management teams and capital improvement projects. Mission Health is a large integrated delivery system with various leaders (more than 40,000 employees in Michigan) throughout the seven Michigan health systems creating a complex matrix organization, I created lasting relationships with internal and external stakeholders at every level. Being data and results driven, I was able to restructure the departments and increase employee engagement. Increase Joint Commission Readiness and reduced wasted spending by streamlining processes and procedures. I am a very approachable leader, which is how my engagement measures have increase so drastically. 

I perform and created an Environment of Care/Life Safety TJC readiness team which evaluates facilities and implements action items to correct deficiencies. I Implemented and created programs that provide succession and career planning, training and guidance to all associates including total quality management.

¿Quién apoya a este candidato?

Featured Endorsements

  • California Nurses Association (CNA)
  • Service Employees International Union (SEIU)
  • Oceanside Firefighters Association (OFA)

Organizaciónes (3)

  • Endorsed by the North County Labor Alliance (NCLA)
  • Our Revolution North County San Diego
  • EVOLVE California

Creencias poliza

Filosofía política

This position is a nonpartisan position. N/A

The hospital has declined in its quality scores as measured by the Leapfrog Group over the past four years from an A rating to a C. One measure used to grade hospitals nationwide, Tri-City has set the bar at the lowest (worst) score possible.

The hospital has declined from 70,000 patients a year coming into the emergency department to 60,000 where other hospitals (Scripps Encinitas, and Palomar) have increased.

The hospital has a daily census of 158 people a day are in hospital beds, several years ago it was up to 200. Other hospitals in the area have increazed the amount of patients who are in their beds on a daily basis.

The hospital has about 375 beds, but only 158 of them are filled each day. The Board wants to have the taxpayers pay for a bond to increase the size of the hospital by 25% and have 375 beds. To prepare for this they want to build a parking structure for about $14 mill. If you dont have patients you dont have a parking problem. The $14 mill could be used to build a new behavioral health unit, something the community needs, not a parking structure. The hospital is not properly managed and cannot get patients to come to the hospital as it is. I will stop the building of a tower until leadership can turn around the operations so we do not build something unsustainable. We need to do a comprehensive study and master facility plan to address the entire campus, not just focus on building a stand alone tower.

I will reopen the Behavioral Health Unit and Crisis Stabilization Unit. With them closed the Emergency Department wait times will increase past what it is now. When paramedics bring someone to the ED in an ambulance they wait up to 2-hours to get the patient in a bed. If you walk into the ED you could wait up to 12-hours. This needs to change immediately!

Videos (3)

— October 4, 2018 KOCTV Ballot Statement

I am a service disabled Marine Corps veteran. I have donated, over the years, to TriCity Medical Center through my company holding the status of Lifetime Ambassador and been a part of the TriCity Corporate Council. I have streamlined major complex organizations much larger than TriCity and helped shift organizations into a positive culture. I was responsible for 24-hospitals and 350 clinics in the State of Michigan within Ascension Health. Within my first year I was able to reduce spend by 25% and in-sourced more staff to help increase quality and compliance. 

I feel that my experience and record in healthcare shows the positive impact I have had on every High Performing Organization (HPO) I have had the opportunity to work with, and shows what I can do to help TriCity Healthcare District.

Mental Health has been an issue in our community and for veterans for a long time. Since 2011 the need for more mental health services has been known to all intimately involved in healthcare. As a board member I will reopen the behavioral health center and crisis stabilization unit, as they are detrimental to our community and everyone's quality of life!

— October 7, 2018 Jim Burlew compiled the audio from the Board Meetings

In August 21, 2018 the Chariman of the Board states they need to close the Behavioral Health Unit to reflect a $10 million bottom line profit.

September 27, 2018 the CFO reports in 2018 fiscal year with the Behavioral Health Unit open, they turned an $11.2 million bottom line profit.

There was no reason to close the Behavioral Health Unit, the financial report was completed in June 2018.

Tri-City Healthcare District Candidate Forum — October 23, 2018

Forum sponsored by the Vista, Oceanside and Carlsbad Chambers of Commerce.

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