8E Consent 2011 0606 - Laserfiche WebLink

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Attachment 11 this perpetuates the critical void for the citizens of the District and limits access to critically needed health care services. 3. A Chart of the Organization If the District is able to implement its vision, with SLH remaining as acute care facility and operating it collaboratively with SRH, effectively utilizes the resources available in the District. Importantly, this can be done in a financially prudent way, where two separately licensed hospitals would benefit from economies of scale with one governance structure, shared administrative functions, joint contracting and other cost saving and efficiency measures that would follow. Attachment A is an organization chart which shows a proposed governance and management structure to be implemented. While the ETHD remains the overall governing authority, the actual operation and management of both hospitals would be addressed by a system leadership team covering important administrative responsibilities including the following: Executive Leadership, Patient Care Services, Finance, Legal, Business Development, Health Information Services, Quality and Risk Management, Information Technology, and Public Relations/Marketing. 4. Financial Data Attachment B to this Statement sets forth an estimate of Revenues and Expenses of SRH and SLH in a combined model. Perhaps the most important message coming from the these estimates are that contrary to the ACMC/Sutter model of converting SLH to a rehab facility which would call for a subsidy of $3-6M per year, the District proposal will not require any operational subsidy. An unknown factor is of course, facility and service enhancements that may be required over time. 5. Rehabilitation Services We have stated the District's view on the prioritization of health care needs within the area. While emergency and acute care hospital beds are paramount, acute rehabilitation beds are also a critical need. However, with the Fairmount and facility still being able to operate until 2017, there is not the sense of urgency to address this need immediately. However, in the interim, rehabilitation services as well as psychiatric care need to be fully aired and a plan developed to provide for these needs. There are many options that could be considered, i.e., completing the 4 floor at SLH and dedicate it to rehab services; consider SRFI converting its skilled nursing unit into rehabilitation beds; explore the possibility of private investors developing a facility in partnership with Alameda County. While the need is substantial, there is time to come up with a prudent solution to meet the need. We are confident Alameda County, the District, Sutter, SRH and SLH working collaboratively will fold a solution not only to the acute 143