"I will bring the same drive, energy and enthusiasm to the Newport Hospital Commission that I bring to everything I do. I’ll work hard for you, and I ask for your vote and support."
- Robert Rosencrantz
Newport Hospital faces a challenge. Money is tight, and finances are always an issue. The State of Washington continues to make it difficult for hospitals like ours through regulations more appropriate to big cities than rural areas and budgets written in Olympia by legislators who either don’t understand or don’t care about our way of life. As a Newport Hospital Commissioner, Robert will apply his financial expertise and four decades of business experience to get the tough jobs done.
In Robert's business career, he has handled all sorts of transactions, crises, opportunities and challenges, always sticking to his guiding principles of honor, courage, integrity and fairness. Robert and Terry have made a habit of doing without luxuries so they could always pay for necessities. Robert will apply those same sensible financial practices to Newport Hospital.
In 1981, Robert and Terry, built an ice cream store in Beaverton, Oregon. Inflation was at its peak, and to build the store, they borrowed money at almost 23%. Through hard work, long hours, good management and a great location (with Nike headquarters in Beaverton) they paid their five-year loan back in only 18 months. Since then, they've bought and managed multi-family properties, put four kids through college without loans, and lived their lives with strong and sensible financial discipline. Robert will bring the same values and sensible financial practices to the Newport Hospital Commission.
In 2004, Robert was hired as Executive Director of the Northwest Association for Housing Affordability (NAHA). It provides affordable housing in Washington’s rural areas, and was going broke. Robert was the third Executive Director hired to fix what was wrong, and the Board of Directors gave him a year to get it done. There was never enough money, and the situation was bleak. Robert put a sign on his desk that said “the buck stops here” and got started. During that year, he drove his 1977 Chevy to meetings all over Washington. Along the way, he fell in love with Pend Oreille County, and vowed to move here when his kids finished high school. With the cooperation of a lot of people, Robert got the organization on solid financial ground and square with the IRS. When Robert left the organization, the Board sent him his favorite business email. It said, “Congratulations on accomplishing what no one else could.”
From 2005-2010, Robert served on the Citizens Advisory Committee for the expansion of Seattle Children’s Hospital, which serves the sickest kids and does a great job. It needed to expand and was proposing to grow from 260 beds to 600 beds, adding 1.5 million square feet and 2,000 parking spaces at a cost of over $1 billion. Those plans made it hard enough, but to complicate matters it’s located in a residential neighborhood. Expansion required using public and private land, negotiating easements, dealing with concerns about toxic wastes, excessive noise, a helicopter pad, water use and electrical distribution. To put it lightly, it was tough. During the five years Robert worked on the project, he attended dozens of community meetings, talked to hundreds of neighbors, listened to every concern, took every complaint seriously, and pushed his fellow Committee members to communicate with neighbors openly and honestly. It worked. Seattle Children’s Hospital made significant changes to their initial plan, the neighbors approved, and the City adopted their recommendations for the Hospital expansion.