Fresno Bee voter guide

Welcome to our guide for Election 2016 races. Compare candidates' views side by side, then create your own ballot, which you can print or email.

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Tulare Local Health Care District - Area 4

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  • Sherrie Bell

  • Kevin Northcraft

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Biographical Information

In your opinion, what are the district's top three challenges? How would you address each of these issues?

Why are you the best candidate to serve on the special district board? (Text or YouTube video.)

Age 58
Residence Tulare, CA
Family husband, Robert Bell Six Children 8 grandchildren
Education BA in Business Education Real Estate License
Public service experience Tulare Health Care District 4 years
Facebook/Social media Sherrie Bell Hospital Board
1) Ensuring continued stability: For the first time in over a decade, we have stable leadership. The result is 28 months of consecutive profits, two across-the board pay raises for employees, harmony between the physicians that support the hospital, the employees, administration, and Board; and the addition of new clinics and services. Despite this positive record, my opponent threatens to change management, which would surely once again put our hospital in financial jeopardy and return it to the turmoil of the past. 2) Meaningfully improving healthcare delivery to our residents. Tulare presently ranks near the bottom in healthcare parameters in the State. Clearly the ways of the past did not deliver the quality of healthcare that our community deserves. Now that we finally have achieved sustained financial stability, and a cooperative environment, we are in a position to meaningfully improve the quality of healthcare in Tulare. We will do this by integrating healthcare services, substantially improving customer service, and extending effective outreach to our community. 3) Completing the Tower. With the failure of Measure I, we are faced with finding an alternate way to complete our hospital. Our current building is 65 years old, is antiquated and inadequate. Our area needs the new ER desperately which would give us 24 private rooms compared to our current six beds. To begin, we will look to finish the ER as its completion literally will save lives.
Tulare Regional Medical Center has a history of turmoil. Due to poor decisions of past boards, we had a hopeless construction project, a nearly bankrupt hospital and a dysfunctional medical executive committee. In this desperate state, in January 2014, the Board made an unprecedented decision to hire a professional management company. Now, almost three years later, the hospital has been profitable, we corrected the faulty construction plans and completed the outside of the tower, and we now have a functioning medical staff. For the first time in recent history there is harmony between the Board, administration, employees and loyal physicians. The hospital has added services including a new woman's pavilion (innovative patient-centered model for prenatal care as well as standard woman's care), Stroke Telemedicine which allows immediate access to a specialized neurologist for diagnosis and treatment of stroke; brought the hospital from the 20th to the 21st Century in technology - implementing a new IT system throughout the hospital and clinics; opened the Earlimart Clinic; and soon we will offer an interventional cardiac cath lab which allows not just diagnosis but treatment of heart conditions. Things are not perfect, we have just begun! Finally we have a chance at real quality healthcare! Let's not go back to a governance that did not and will not work. Let's not jeopardize our progress. Let me finish the good that has been started.
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