Q&A
Tricia Taitt's qualifications and approach to serving on the HHC board
1:22:10
·
3 min
Tricia Taitt outlines her qualifications and approach to serving on the Health and Hospitals Corporation board. She emphasizes her financial expertise, management experience, and previous board involvement as key strengths she brings to the role.
- Taitt highlights her experience running a fractional CFO company and dealing with complex financial issues
- She discusses her ability to manage teams and work collaboratively with other board members
- Taitt emphasizes her experience in making difficult decisions balancing organizational mission and fiscal responsibility
- She stresses her ability to communicate financial information clearly and her commitment to compassionate leadership
Keith Powers
1:22:10
And, miss Tate, can you discuss why you wanna be on the board and what about your experience makes you a particularly good candidate for serving on the board and any previous involvement to health care industry or h and h in particular?
Tricia Taitt
1:22:22
Yeah.
1:22:23
So some of I'm gonna bring some of my, like, what I'm doing in in my business as I run a fractional CFO company, and so I deal with a lot of business owners with very complex issues.
1:22:38
And I definitely feel like I bring that accounting financial savvy to a board like this even though the numbers are are are huge and much bigger.
1:22:49
I also manage a team of 6.
1:22:51
And so, you know, being on a being on a board is almost in a way like managing ourselves with respect to the different issues.
1:23:02
And we have a sense of not just financial excellence, but also bringing compassion and an understanding with our clients and amongst each other because finances is usually a sensitive topic for a lot of people and and working with, you know, the executives of each hospital and each health center.
1:23:27
I think it will be important for to have, you know, compassion in helping them understand their numbers and how to work their numbers in order to leverage their budget to do the most that they need to be able to do.
1:23:39
I also bring my experience working with board.
1:23:43
So I was on the board over performing arts.
1:23:46
Company.
1:23:46
I was also on the board of a charter school, and our responsibility as board members is governance and oversight and to provide strategic vision.
1:23:55
But there were a lot of times that we had to make very difficult decisions balancing between the mission of the organization and making fiscal you know, fiscally responsible decisions.
1:24:06
And in those cases, it was important to have open communication.
1:24:09
I think it was important for everyone to understand clearly what the current financial health and status is of the entity of the organization, not everyone has financial savvy, and I'm really good at distilling jargon into digestible bits.
1:24:24
And so once you have clarity on what the numbers are with the current situation is I think you can have an open conversation on how to fix or resolve any financial issues.
1:24:35
So I bring those various experiences to the board.
1:24:39
1 of that in a management space as a business owner.
1:24:43
1 is someone who's all also been on a board and having to work collaboratively with other board members to come to a final decision, and also just someone who has compassion and emotion.
1:24:55
Intelligence as a as a value within a space where there are probably more medical people on the board then there are people that, you know, that understand revenue drivers and cost drivers and things that can be affect the financial stability or even how we present to the rest of the world because I know the audits are public, the financials are public, and it's important for, I think, the city council and all those involved in funding the health the healthcare system to understand how we're using our dollars.
