Oakland City Council
December 19, 2023

Letter of Appointment
December19,2023
DearPresidentBasandmembersoftheCityCouncil:

PursuanttoCityCharterSection601,theMayorhasappointedthefollowingpersonsasmembersofthefollowingboardorcommission,subjecttoCityCouncilconfirmation:

CommissiononAging
JacquelineJohnson,totheCommissiononAgingtoserveathree-yeartermbeginningonSeptember2,2023andendingonSeptember1,2026,fillingthevacantseatpreviouslyheldbyDiannaGarrett.

RobertScott,totheCommissiononAgingtoserveathree-yeartermthatbeganonSeptember2,2022andendingonSeptember1,2025,fillingthevacantseatpreviouslyheldbyToniGomez.

LisaMalul,totheCommissiononAgingtoserveathree-yeartermthatbeganonSeptember2,2022andendingonSeptember1,2025,fillingthevacantseatpreviouslyheldbyMichaelColeman.

Thankyouforyourassistanceinthismatter.

Sincerely,
MayorShengThao

ROBERT F. SCOTT

HUMAN RESOURCES EXECUTIVE
Execute thoughtful, targeted change to improve Human Resource delivery and achieve workforce transformation and integration. Establish HR operational strategy/priorities through an extensive HR gap analysis and HR improvement plan.

Aligning HR leadership/staff, processes, and technology to reduce pain points and return health enterprise to focus on mission and vision.

COMMUNITY BOARD MEMBERSHIP
Chair & Member, United Way of Central Illinois, 2018, 2019, 2020, 2021 Chair, Leadership Compensation Committee & Member, Executive Committee, Goodwill Industries 2019, 2020, 2021
President – HOA – Centennial Park 2019, 2020, 2021

EDUCATION
UNIVERSITY OF WISCONSIN, Lubar School of Business, Milwaukee, WI MBA, Emphasis: Organizational Development
MARQUETTE UNIVERSITY, Milwaukee, WI
BS, Business Administration

CORE COMPETENCIES
 T alent Acquisition HR Systems & Operations
Improvement
 T otal Rewards
 Acquisition Integrations Business T ransformation
Initiatives
 Succession
Planning
 Compensation &
Benefits
Labor Management  HR Shared Services
 Employee Health &
Wellness
Diversity, Equity and Inclusion  Organization
Development

PROFESSIONAL EXPERIENCE
CENTER FOR ELDERS INDEPENDENCE (CEI), Oakland, CA October 2022 to Present
A five-site, $80MProgram of All-inclusive Care for the Elderly (PACE) providing comprehensive medical and social services to frail, elderly participants in the East Bay area of N. California.

SVP and Chief Human Resources Officer
Reporting directly to the CEO, and accountable for the strategic planning for workforce recruitment, retention, and development for nearly 400 team members.  Completed comprehensive workforce and HR assessment to include structure, HR program, technology, and process gaps. T ranslated the assessment into a project plan to reverse underperforming areas.
 Retooled T alent Acquisition to increase hiring 21% over prior year, while improving retention by decreasing voluntary separation by 25%-, and first-year separation by 13%.  Ensured the employee value proposition was based on a team member’s competency and experience then rewarded accordingly. Installed a new compensation structure based on this approach, resulting in first year compensation delivery to an average of over 6% per team member, including a first ever compensation philosophy that set an internal minimum wage. Refocused performance engagement by transitioning to a performance management approach based on outcomes, not activity.

2 Robert F. Scott
 Oversee JEDI (Justice, Equity, Diversity, Inclusion) team. Provided training to team members, expanded membership.
 Initiated a leadership training/coaching program to develop leaders to focus on retention opportunities through improved team member performance management.

MOHAWK VALLEY HEAL TH SYSTEM (MVHS) (Consultant), Utica, NY 2021 to 2022
A two-hospital, $900M healthcare organization that includes St. Elizabeth college of nursing. With more than 4000 employees MVHS will consolidate to a single regional new hospital to open in the fall 2024.

Sr. Vice President and Chief Human Resources Officer
Reporting directly to the CEO, charged with revitalizing the HR function. Formulated a comprehensive strategic workforce plan to include Labor Management, T alent Acquisition, HR systems and data, Compensation, and Benefits program design.
 Workforce availability and recruitment severely stressed by COVID 19 regulatory impacts, wage inflation, and recruitment operations subpar performance. Board approved revised plan accomplishments:
- Doubled monthly system hiring through revamping talent acquisition, expanding sourcing capability including digital reach, setting targets, and fixing ATS issues that adversely impacted applicant flow and manager experience.
- Increased minimum internal pay rate, addressed resulting compression, implementing first ever competitive sign on bonus program, and improved referral program. • Identified data gaps and HR system improvements to shift workforce culture - Launched a digital exit interview process to gain employment insights to improve work environment, adjust hiring practices, and isolate leadership development opportunities - Re-launched employee recognition program with revised mission and vision to anchor workforce transformation
- Established new HR job roles to address workforce retention, leadership frustration  Negotiated new labor agreements with three unions representing 2000 employees to strategically align with overall MVHS new regional hospital plan, and oversee labor for 7 bargaining units - Consolidated two union agreements under one Master agreement. - Combined 8 PTO plans to 2 plans
- A single set of employment policies and pay practices (scheduling, differentials, premiums, etc.) - Ensured affordability, standardization, and administrative ease.

MEMORIAL HEAL TH SYSTEM (MHS), Springfield, IL 2013 to 2021
A five-hospital, $1.4B leading healthcare organization that includes Southern Illinois University School of Medicine Residency in Central IL. With more than 9,200 employees MHS earned its third consecutive Magnet Designation, 2016 AHA-McKesson Quest for Quality Prizes.

Sr. Vice President and Chief Human Resources Officer
Reporting directly to the System CEO, a formal member of the senior leadership of the system for HR strategy to include DEI, T alent Acquisition, Benefits, Compensation, Executive Compensation, Workforce Operations Improvement (HRIS), Employee Relations, HR Operations, and Affiliate HR Partners. 3 Robert F. Scott
Oversight and accountability of an HR Operating Budget of $20.0M, with 9 direct and 75 indirect reports.
 Reinvented the MHS recruitment and sourcing strategy, tactics, and operating model. - Initiated Lean Six Sigma projects to rebuild talent management. - Key strategic tactics included rebuilding digital sourcing capability, upskill talent acquisition team member and replace an activity model with a production model. - Results were a 25% increase in hires the first year, and a 56% increase over next 5 years, and a 36% increase in nurse hires the first year, and a 61% increase over the next 5 years. As well, cost per hire in top quartile of industry.
 Lead standardization and integration of human resource services throughout affiliate entities:
- Key areas included common HR technology, uniform pay practices, standardized health and welfare benefits, time off programs, and education assistance. - Outcomes to date include employment equity for 95% of employee base.  Serves as the Executive Sponsor and Champion for strategic demand management of labor, including position control, labor cost reduction and workforce optimization. Identified tools, accountability mechanisms, metrics, and benchmarks to right balance clinical and non-clinical labor. - Deployed workforce management through innovative HR platform that delivered just-in-time visualizations to frontline leaders.
 Initiated a proactive employee relations approach with affiliate HR business partners to drive improvements identified by HR analytics team.
- Results include $2.0M FTE cost avoidance, RN turnover improvement from 11.9% to 9.8%, overtime pay in top decile of benchmark, and employee satisfaction at the 96th national percentile.
 Developed a Diversity, Equity and Inclusion strategy and tactics to address known gaps. - Participated with internal social media platform to support the deployment employee resource groups that give voice to racial issues and social justice view. • Advised and recommended leader and physician total reward changes to CEO and Board Leadership Compensation Committee.
- Revised employed physician flexible benefit plan to align with leadership plan, and to keep physicians within total cash compensation market limitations. Proposed and gained approval for Leadership Incentive Program by establishing threshold, target and maximum performance expectations on enterprise goals for all levels of management.

ADVOCATE AURORA HEAL TH SYSTEM (AAH), IL and WI 2009 – 2013
The 10th largest not-for-profit, integrated health system in the United States with more than 70,000 employees, including more than 22,000 nurses and the region’s largest employed medical staff and home health organization. Advocate Aurora serves nearly 3 million patients annually across more than 500 sites of care.

ADVOCATE GOOD SHEPHERD HOSPITAL, Barrington, IL
Part of Advocate Health Care, one of the top 15 health care systems in the country (T ruven Health Analytics – formerly Thomson-Reuters) and the largest health care delivery system in the State of Illinois.

Vice President, Human Resources
Matrix accountability to SVP HR and Site President.
 Lead the Advocate HR Strategic team to ensure system and site-based HR focus on business objectives.
- This team of system HRVP’s is accountable for creating and deploying an HR Business Partner Model, Productivity Effectiveness support and sustaining HR best practices. 4 Robert F. Scott
 HR executive charged with consolidating the shared revenue cycle organization. - The largest restructure Advocate had undertaken at that time, affecting 900 enterprise wide employees.
- Coordinated all HR and OD services to design the HR solution to centralize the business office, streamline processes, redesign work, and train employees and leaders.  Winner of the Advocate Overall HR Performance Award 2011. - First time this site has won this system recognition – hitting 13 of 14 HR metrics from the System HR Scorecard including HR Operations, Recruitment, Succession Management, Benefits, and Associate Engagement.

ST. MARY’S HEAL TH CENTER (SSM), St. Louis, MO
2005 – 2008
2,500 employee T eaching Hospital, Malcolm Baldrige National Quality Award.

Director, Human Resources
Responsible for all traditional HR functions plus HR support to cardiac service lines across SSM St. Louis network, Report to CEO/President and Regional HR VP .
 Assessed HR customer requirements and collaborated with key executives to craft unified HR strategic vision. Result was a 3-year plan to reverse unfavorable retention rates, strengthen leadership bench, and install a talent management approach to leader and employee performance measurement.
 New nurse hiring increased 5 fold, nurse turnover improved by 3%, and in partnership with CNO reorganized nurse leadership team.

ASCENSION HEAL TH (formerly) COVENANT HEALTHCARE SYSTEM, INC. (CHSI) 2001 – 2005
Ascension includes more than 160,000 associates and 40,000 aligned providers. The national health system operates more than 2,600 sites of care – including 146 hospitals and more than 40 senior living facilities – in 19 states and the District of Columbia.

ST. FRANCIS HOSPITAL/ELMBROOK MEMORIAL, Milwaukee, WI
St. Francis Hospital/Elmbrook Memorial & ER is a critical care hospital with advanced specialty care services.

HR Director
Entity responsibility for labor contracts, compensation, benefits, leadership development, and employee relations.
 Directed Labor management of union contracts, grievance administration, and dispute resolution.

Subm t Date: Jun 09, 2023
irs Name M iddle ni ial Las Name
mail Address
S ree Address Sui e or Ap
Ci y S a e Pos al Code
Primary Phone Al erna e Phone
mployer J ob i le
C ty of Oak and Boards & Comm ss ons
Profile
Which Boards would you like to apply for?
Comm ss on on Ag ng: Subm tted
Interests & Experiences
Please tell us how your qualifications and participation will relate to the requested board and/or commission's mission.

I have worked and/or vo unteered n the sen or Med care market s nce 2003. I am current y a member of the West Oak and Sen or Center. I have a so supported funct ons at other s tes nc ud ng East Oak and, North Oak and, South Berke ey, and Emeryv e Sen or Centers. I have offered/prov ded Med care educat ona mater a s and ass stance w th subm tt ng Med care app cat ons. I've been a vo unteer w th 'My Turn.org' s nce the beg nn ng of the pandem c ass st ng sen ors w th mak ng vacc nat on appo ntments, prov d ng requ red pr nted vacc nat on conf rmat on forms for those w thout computers, pr nters, or smartphones. Most of a , I am a sen or myse f. I have w tnessed how many around us are strugg ng, a one w th no fam y, afra d to eave the r homes, not fee ng sure or secure w th the r current f nanc a s tuat on, dea ng w th a chron c med ca cond t on and a ack of transportat on opt ons to get them to and from med ca appo ntments and/or the pharmacy. L v ng n sen or v ng hous ng where management has prom sed but not de vered n prov d ng ons te secur ty, and res dents are even afra d to get nto the apartment e evators. They don't know where to turn. It just breaks your heart see ng how fearfu most sen ors are today. When they shou d be enjoy ng ret rement, they are v ng/ex st ng n fear. If we cou d t e these sen ors nto a spec f c sen or center that wou d offer them the opportun ty to soc a ze w th others, take advantage of the many sponsored act v t es (mov es, p ays, uncheons, anguage c asses, computer c asses, exerc se programs, etc. It wou d a so be he pfu to stock each center w th program n t at ves of wh ch the sen ors cou d benef t. The centers shou d be a one-stop shop for a sen or resources w th the ava ab e staff to educate them on the benef ts for wh ch they may qua fy.

Please submit your resume or curriculum vitae. You may upload a document. (A Word format is preferred.) Alternatively, you may paste the text of your resume in the field provided below.

Jacque ne L Johnson
Se f Insurance Broker/Agent
Jacqueline L Johnson

10 CNS Institutional Sales Specialists in the western region, spring ’03. 8/1996-9/2001 Managed Care Enrollment Specialist – Cigna Healthcare, Oakland, CA Permanent Part-time
 Licensed Health and Life insurance broker/agent
 Health insurance sales and product marketing, enrollment staff recruitment, training, and coordination. Knowledge of HMO, PPO, POS, FFS plans, and FSA  Sell and presentation of Cigna’s insurance products, account servicing, and conducting enrollment health presentations and health fairs for established and potential employer group clients
 A full body of knowledge of medical health and dental products, formularies, disability insurance, life insurance, long-term care, and spending account benefits were essential and utilized
EDUCATION:

Kent State University, Kent, OH. M.A. Applied Sociology, with a concentration in
Mental Health and Research. B.A. Social Work with a minor in Psychology.

LICENSED/CERTIFICATION HISTORY:
 Life & Health Insurance Agent - California, Georgia, Nevada, Washington State, and Ohio Departments of Insurance
 America’s Health Insurance Plans (AHIP)
 US Oncology University, Inc. Curriculum of Study course completion, Dallas, TX, 2009  Ohio State Board of Social Workers and the Ohio Board of Realtors.  CBEST, State of California, Department of Education
OUTSIDE INTERESTS:

I am a 50-year member of a social sorority; and currently serve as a Co-chair to their ‘Our Senior’ Committee.

I enjoy jazz, fitness walking, piano, line-dance, sewing, computers, and an annual international ‘Girls T rip’ to
a place unknow with my daughter and twin 17 yr. old grand-daughters.

Subm t Date: Oct 31, 2022
irs Name M iddle ni ial Las Name
mail Address
S ree Address Sui e or Ap
Ci y S a e Pos al Code
Primary Phone Al erna e Phone
mployer J ob i le
C ty of Oak and Boards & Comm ss ons
Profile
Which Boards would you like to apply for?
Comm ss on on Ag ng: Subm tted
Interests & Experiences
Please tell us how your qualifications and participation will relate to the requested board and/or commission's mission.

I current y serve as Execut ve D rector of Rebu d ng Together Oak and | East Bay beg nn ng n 2014.

Dur ng th s t me I have partnered w th mu t p e c ty governments (Oak and, Hayward, San Leandro) and the A ameda County Hea thy Homes Department, SIPP Program and the Soc a Serv ces Agency. I work w th a arge number of bus nesses prov d ng f nanc a and n-k nd support to ach eve hea thy hous ng for sen ors. I have deve oped re at onsh ps w th county superv sors, mayora eadersh p and c ty counc members serv ng the above referenced c t es, and state off c a s As pat of the ma nstay of our work, we partner and co aborate w th ke-m nded CBOs throughout the county and state serv ng s m ar popu at ons break ng down s os prov d ng cross referra s and resources. I am an attorney, n good stand ng, adm tted to the Un ted States D str ct Court for the Southern D str ct of New York, and the New York State Supreme Court F rst Department. In my ro e as a commerc a t gator I worked on bank fraud cases that severe y mpacted o der adu t nvestors w p ng out the r sav ngs and assets. I a so have extens ve exper ence n thought eadersh p n t at ves ead ng scenar o projects us ng processes deve oped by the G oba Bus ness Network (now Mon tor), the Wor d Forum Internat ona Work ng Group on Peace Bu d ng and other nat ona and nternat ona CBOs work ng on the ground w th vu nerab e popu at ons nc ud ng ch dren n conf ct zones, and d senfranch sed commun t es. For more than 25 years we prov de serv ces to o der adu ts perform ng home mod f cat ons and home rehab tat on. We bu d commun ty partnersh ps that rejuvenate ne ghborhoods rehab tat ng homes owned by ow- ncome homeowners and non-prof t fac t es that serve ow- ncome commun t es. We may a so serve renta propert es n certa n c rcumstances. W th the support of sk ed and unsk ed vo unteers we ensure the safety, comfort and ndependence of our c ents, part cu ar y the e der y and d sab ed who are at very- ow, ow or ow-moderate ncome based on the A ameda County Area Med an Index (AMI). N nety percent of househo ds served by Rebu d ng Together Oak and East | Bay have a res dent over the age of s xty two.

One hundred percent of our c ents have mob ty ssues that make t d ff cu t to rema n safe y at home.

L sa Ruth Ma u
Rebu d ng Together Oak and |
East Bay Execut ve D rector
Lisa Ruth Malul

APPR

OVED AS TO FORM AND LEGALITY
________________________
CITY ATTORNEY’S OFFICE

OAKLAND CITY COUNCIL
RESOLUTION NO. _____________ C.M.S.

INTRODUCED BY M

AYOR SHENG THAO

RESOLUT
ION CONFIRMING TH E MAYOR’S APPOINTMENT OF

JACQUELINE JOHNSON, LISA MALUL, AND ROBERT SCOTT AS

MEMBERS OF THE COMMISSION ON AGING
WHEREAS, Section 601 of the City Charter provides that members of City boards and commissions shall be appointed by the Mayor subject to confirma tion by the affirmative vote of five members of the City Council; and
WHEREAS, Ordinance No. 9921 C.M.S., adopted May 13, 1980, and amended in 1985 by Ordinance No. 10561 C.M.S., in 1989 by Ordi nance No. 11081 C.M.S., and then in 1995 by Ordinance No. 11773 C.M.S., establishes the Commis sion on Aging to advocate for the elderly and serve as an advisory Board to the Department on Aging; and WHEREAS, the Commission on Aging consists of eleven (11) members serving not more than two consecutive three-year terms; and
WHEREAS, the Honorable Mayor Sheng Thao ha s appointed Jacqueline Johnson, Lisa Malul, and Robert Scott to serve three-year terms, subject to confirmation by the City Council; now therefore be it
RESOLVED: That pursuant to City Charter section 601, the City Council hereby confirms the Mayor’s appointment of:

Jacqueline Johnson, to the Commission on Aging to serve a three-year term beginning on September 2, 2023 and e nding on September 1, 2026, filling the vacant seat previously held by Dianna Garrett.

Robert Scott, to the Commission on Aging to serve a three-year term that began on September 2, 2022 and ending on September 1, 2025, filling the vacant seat previously held by Toni Gomez.

2 3319647v1
Lisa Malul, to the Commission on Aging to serve a three-year term that began on September 2, 2022 and ending on Septem ber 1, 2025, filling the vacant seat previously held by Michael Coleman.

IN COUNCIL, OAKLAND, CALIFORNIA,

PASSED BY THE FOLLOWING VOTE:

AYES - FIFE, GALLO, JENKINS, KALB, KAPLAN, RAMACHANDRAN, REID, AND

PRESIDENT FORTUNATO BAS
NOES –
ABSENT –
ABSTENTION –

ATTEST:

ASHA REED
City Clerk and Clerk of the Council of the
City of Oakland, California