Growing up in the Conway area, Pete Clarke did odd jobs to finance his hobbies—and college education—mowing yards, pressure-washing roofs, working the Sears’ holiday lay-away, pin-setting machines at the local bowling alley, unloading box cars, and even installing acoustical tiles.

 

Now Clarke, director of community and governmental relations for Community Health Centers Inc., a not-for-profit Federally Qualified Health Center that operates 10 primary care clinics–eight in Orange County and two in Lake County—is running for the District 4 seat on the Orange County Commission. His focus: healthcare and job creation, quality of life, and public safety. 

 

“I’m the best qualified candidate with a solid career in healthcare management,” said Clarke, who co-founded the nationally recognized, 20-agency Primary Care Access Network (PCAN) in response to a request from community healthcare leaders after Princeton Hospital closed abruptly in 1999, followed by the closure of another Emergency Department. PCAN now serves 110,000 patients in 10 clinics. “I pride myself on inclusion and community collaboration. I know how government should work, and I know how to carefully manage operational budgets. I’ll be a commissioner who works for—and makes government work for—the citizens of Orange County in a fiscally sound and conservative way.”

 

After graduating from W. R. Boone High School in Orlando, Clarke studied at Seminole Junior College before earning a marine biology degree from the University of West Florida, followed by a master’s degree in education/public health from Florida State University in 1975, and a master’s degree in management from Rollins College in 1978. The following year, he joined the Florida Air National Guard as a medical service corps officer and completed certification requirements in hospital administration from the USAF School of Health Care Sciences in Wichita Falls, Texas. Since then, Clarke has completed numerous disaster management courses—he’s National Incident Management System (NIMS) certified—and leadership training through the Orange County Leadership Institute and Leadership Orlando. 

 

Clarke joined the Orange County Health Department in 1972 as an environmental health specialist, moving up through the ranks to assistant director, a post he left in 1990, when he joined the Orange County Medical Clinic as manager and deputy department director. Five years later, he was tapped as deputy department director for the Orange County Health and Family Services Department. Last year, he joined Community Health Centers.

 

Concerning economic development priorities, Clarke said that even though Medical City provides a strong infrastructure, it lacks venture capital, which is key to new start-ups.

 

“We must also develop the ability to incubate and market the results of research activities,” he said, “and bring new jobs to other business sectors.”

 

Clarke said Orange County government must also provide a backdrop of support to the existing business community.

 

“We’re the destination of choice for medical conferences and conventions–and we must retain this designation,” he said. “If elected, I’ll create my version of the 1980s medical group known as the Jackson Hole Gang. My ‘gang’ will focus on ‘off-line’ growth opportunities through member relationships with researchers, analysts, and any others who can increase the number of businesses choosing to locate in Orange County. Call it the Lake Hart Gang or the Lake Mary Jane Gang, but it will be an opportunity to support the business community in a very tangible way, especially small businesses.”

 

Clarke pointed to public safety as a necessity that must be adequately funded. One way: Maximize the EMS Transport revenue to offset costs and fund a system that can maintain excellent response times.

 

“Our quality of life will determine how successful we are in attracting and keeping business as well as keeping our own local talent here,” he said. “We need a dedicated source of funding for Lynx and (eventual) operating costs for commuter rail and high-speed rail.”

 

Clarke’s community involvement runs deep. Locally, he’s involved with the Kiwanis Club and served as a board member for a host of organizations: Health Planning Council of East Central Florida, West Orange Health Alliance, Shepherds Hope, Aids Resource Alliance, United Way 211, Children’s Advocacy Center, Central Florida RHIO, DELTA (Senior Resource Alliance), PCAN, and Lake Eola Charter School. He was a member of the medical advisory committee for the Coalition for the Homeless. Statewide, he presided over the Florida Public Health Association and was appointed to the State Medicaid Low Income Pool Council.

 

In recognition of his service, Florida Association of Community Health Centers has awarded him Partner of the Year, Central Association of Public Administrators named him Manager of the Year, and he received special recognition from the Mayor’s Office for Avian Flu Summits.

 

“I recently retired from Orange County government after 18 years there, and 17 with the state,” said Clarke, who lives in the Conway area with his wife, Cathie, two stepsons, two Lab mix pound pups, and two adopted stray cats. “I’ve managed large budgets ($120 million-plus), overseen as many as six departments at one time, and supervised over 1,000 employees. I know how county government operates, and how to effectively resolve constituent concerns within the county system.”