Care Starts Here.

We should expand mobile clinics, senior care days, and post-hospital home visits — and I'll push to build a single Care Line so every resident knows how to find the care they need.

Mobile primary-care clinics need scheduled routes offering screenings, vaccinations, medication management, and chronic-disease monitoring, expanding over time to include dental, vision, and behavioral health. Recurring Senior Community Care Days should bring care directly to senior apartments and assisted-living communities, while post-hospital transition visits need to check in on high-risk residents after discharge to prevent avoidable readmissions. And when someone doesn't know where to start, we need a Desert Healthcare District Care Line to connect them with a navigator who guides them through every step — Reach, Screen, Connect, Treat, Follow Up. We'll push for a public dashboard showing how many people we've reached and how many referrals actually got completed.

Recruit → Train → Retain. 

 I'll push to attract more providers, train the next generation locally, and build career paths that keep talent in the Valley.

To recruit, I'll push for loan repayment, relocation assistance, and service-based incentives that bring providers to the specialties where we're short-staffed most — primary care and behavioral health first. 

To train, we'll deepen partnerships with College of the Desert and CSUSB Palm Desert to grow nursing programs, fund scholarships for local residents pursuing healthcare careers, and open the door earlier with high school healthcare pathways and a clear career ladder from CNA to NP. I'll champion a Coachella Valley Healthcare Academy that brings schools, colleges, and providers together into one coordinated pipeline. 

To retain, we'll support milestone-based incentives, career advancement for existing staff, and work with Valley cities on the quality-of-life issues — housing, childcare — that determine whether providers stay. Healthcare access takes a whole community pulling in the same direction, but it starts with leadership that shows up — I'll measure progress with an annual State of the District report on access, providers recruited, and students trained.

Transparency, financial stewardship, and accountability. We'll publish a public dashboard for every dollar spent, held to one simple standard: what did we promise, spend, and accomplish?

That means making financial information easy to find and understand, communicating major decisions before they're made, and keeping District meetings genuinely accessible to the public. It means clear policies for reserves and long-term spending, weighing both the immediate and long-term impact of big decisions, and leveraging partnerships so District dollars go further. Every major investment should be able to answer four questions: What did we promise? What did we spend? What did we accomplish? What happens next? Success isn't measured by how much the District spends — it's measured by what that spending actually accomplishes for the people of the Coachella Valley, together.

I'm also the only finance professional running for this seat. The District's Board already brings deep experience in healthcare, nonprofits, and law — what's missing is someone who has spent a career managing public budgets, surviving audits, and answering to taxpayers for every dollar spent. This is a real opportunity to diversify the Board's expertise and put a genuine financial and community perspective at the table — especially with a $100 million initial payment from the Tenet lease-purchase agreement on the way. That's exactly the kind of financial oversight I'll bring to the District.