Mission
We exist to enhance the physical and mental health of all residents of the District from conception to final passing.
Vision Statement:
The Alta Healthcare District is dedicated to the health and well-being of the individuals and communities of Northern Tulare County. This vision shall be carried out through emphasizing the following values:
Stewardship – We will lead and follow as stewards of our District, caring responsibly for our community assets. We will work together to achieve the greatest, long-term benefit for the community as a whole.
Boundary Crossing and Collaboration - We are willing to cross political, social, ethnic, and economic boundaries and partner with others to achieve positive outcomes for the District. We will lead throughout the District to create an inclusive, cohesive community through partnership and collaboration.
Commitment to Outcomes – We are willing to take responsibility for tasks and achieving specified outcomes. We are committed to staying involved until the tasks are completed.
“Art of the Possible” Thinking – We believe that anything is possible in the District. We will envision success without limitations and then backward map a specific, attainable strategy for achieving that vision.
Fact-Based Decision Making – To the greatest extent possible, we will base decisions and action plans on objective data, thereby avoiding distortion of issues by personal feelings or agendas. At the same time, we seek to get to the heart of the matter and recognize that facts without content can be misleading.
Truth Telling – We value the empowerment of everyone involved, along with all community stakeholders, to honestly and forthrightly share all knowledge, experiences and insights relative to the work at hand. We take responsibility for ensuring our truth is current, not historical. We all share the responsibility for maintaining the truth telling standard.
Power Parity – We respect all persons and recognize that there are diverse viewpoints. Positional power will not determine a strategy or preferred outcome, merit will. Viewpoints from diverse constituencies will be proactively sought to ensure the best possible outcomes for the community.
Commitment to Resolving Conflict - Conflict is inevitable and is sometimes required in order to achieve the best outcomes possible. Healthy conflict involves valuing every individual regardless of his or her stance on a specific issue and an unwavering commitment to working through the conflict in a positive manner despite its severity.
Asset-Based Approach – We are focused on using a strengths-based, asset-oriented approach to people and issues. We believe that positive change occurs when we appreciate, value and invest in what is best in our people and community.
Conflict of Interest – We agree to disclose any personal or professional conflict of interest that may affect our objectivity before engaging in work that will impact the District. We seek to avoid even the appearance of impropriety.
History Of Alta District Hospital
California’s healthcare districts are public entities organized to meet the needs of local communities throughout the state. Originally organized after World War II to bring hospital and healthcare resources to growing communities throughout California, healthcare districts are as relevant today as there were during 1950’s and 1960’s; the greatest period of district expansion.
Districts respond to the specialized health needs of California communities. Voters created 79 Healthcare Districts to fulfill local health care needs. Of these, 54 serve the state’s rural areas. Healthcare Districts provide access to essential health services and are directly accountable at the community level. As a result, tens of millions of Californians have been able to access care that would otherwise be out of reach.
These districts are serving parts of 40 California counties. Approximately half of them run hospitals. The rest, like this District, provide a variety of other health services to their communities. The District continues to look for opportunities to better serve its constituencies.
On October 1, 1946, our District was first formed as the Alta Local Hospital District. It was one of the first hospital districts in the state to provide hospital services to underserved and mostly rural areas in California.
The District served the communities and outlying areas of Dinuba, Sultana, Cutler-Orosi and New London from 1946 to 2002 staffed with employees who were committed to the well-being of the residents of the area. Alta Hospital started with a medical-surgical unit and a very busy obstetrics unit. So many of our current district residents claim Alta District Hospital as their place of birth. The addition of an emergency department with three rooms, which included a well-equipped trauma room was a huge asset for the District.
As many former members of the nursing staff will attest, their work at a small rural 54 bed hospital required attending to many duties. The experience meant that each person learned a wide range of skills to meet the constant needs of patients. Never boring one moment could find you attending to patients in the ER and then running to the med-surgery floor to attend a cardiac patient, then running to the obstetrics unit to assist in the delivery a new life into the world! The work was so challenging and at the same time, so fulfilling.
It was a great training ground for all involved. Needless to say, working at the hospital meant that a nurse was well equipped to work at any large hospital pretty much anywhere after working at Alta District Hospital.
The District opened a skilled nursing facility in 1994. This was an intensive rehab unit with an estimated length of stay of 21 days or less, for hip fractures, stroke victims, and various illnesses. Many, many residents were able to return back to their homes due to the extended stay and intense rehabilitation provided from this unit. It was not an easy unit to open at a rural hospital in the early 90’s. In fact, Alta was the first rural hospital to open such a facility and it was very successful and beneficial to many area residents.
Because of the loyal and well-trained medical staff, the District was able to attract specialists to our hospital. We opened a four bed ICU where we cared for critically ill patients, many on ventilators.
