Kathryn Sáenz Duke, Alameda Health Care District Board

Kathryn Sáenz Duke, Alameda Health Care District Board

Kathryn Sáenz Duke

Why do you want to be on the Alameda Health Care District Board?

I want to give back to my community by helping us build on our past support of local health care services while proactively engaging in a larger health care system making a significant transformation.

What do you bring to the position?

I have education and 30 years' work experience in medical care and public health issues. My personal style is one of active collaboration, plus continually moving back and forth between operational details and the “big picture” of local goals and larger social and technological dynamics.

What do you think is the role of the board post-affiliation?

I see our main goal as helping the Alameda Hospital-AHS affiliation work to the mutual benefit of both entities.

If elected, what are your top three priorities as a board member?

  • Proactively reach out to local organizations and individuals to affirm and examine our core values while major organizational and service changes occur.
  • Ensure good communication with AHS as we work toward mutually beneficial operation and financing of current and future services.
  • Help Alameda Hospital meet important seismic requirements.
  • In the wake of the affiliation deal with AHS, what role does Alameda Hospital play in meeting the health care needs of Alamedans and others, both as part of the community and AHS? What kind of services should the hospital, and the district, be providing to Alamedans?

    See answers above and below.

    What challenges and opportunities do the hospital and health care district face today?

    In no particular order:

  • Operating in competition and/or cooperation with other health systems within an increasingly consolidated medical care finance and delivery system.
  • Combining locally-accessible care with services and resources available in other parts of the AHS system. Offering to other parts of AHS some facility and service capabilities they lack.
  • Financing and carrying out required seismic strengthening.
  • Working with our local community to continually revisit and perhaps adjust our understanding of the kind of health care we want available both locally and outside our borders, and the fiscal and operational resources needed for that to happen.