Voters in Reedley change the course of their hospital's future
The Reedley Exponent reports the ailing Sierra Kings Hospital which has struggled through bankruptcy since late 2008, has recovered with the help of an overwhelming majority of voters who were unified in favor of leasing the facility to Adventist Health.
The local paper reports that voters may not have come out in droves, but their minds were made up they wanted change, and the numbers speak for themselves. The Exponent reported the initial count at 2830 for the measure, and only 116, voted against the new lease agreement.
No technical information was provided in the article regarding how this will specifically change the hospital's fate, but the Exponent reported a favorable, positive response to the news by an employee and a hospital director who see a future of happy employees and pleased patients come August when Adventist Health begins to take the helm.
History lesson
The history of the Sierra Kings district is directly related to the Kern Valley Healthcare District by way of former CEO, now elder abuse charged, Pam Ott, who stepped down from her job in May of 2007, at KVHD when the nursing center almost closed and went on to become the CEO of Sierra Kings District Hospital.
When Ott was charged with elder abuse late in 2009, board members at Sierra Kings began a bankruptcy and it has been reported in the Exponent, via interim CEO, Sandy Haskins from HFS, that monies from a General Obligation bond voters had approved for hospital expansion, were possibly misused.
And it was reported that again Ott and Sierra Kings now former CFO, were allegedly able to gain access to employee pension monies. Unfortunately, because of the bankruptcy, certain employees were unable to regain their retirement funds. No charges have been filed on Ott regarding these matters as of this time.
New day for Sierra Kings
After riding out the storm as HFS, a well known and respected (though a KVHD board member made some serious complaints) healthcare financial company, often associated with ACHD, (Association of California Healthcare Districts) as their material appears on their website, worked to get the hospital to the point it may now have a chance to begin serving it's community again.
Sierra Kings, a public healthcare district similar to KVHD only in their human resources department and taste in board members, had a collective decision made by voters to allow this lease agreement to take place and allow them to continue to progress.
It's a tough time for hospitals, especially those who have been filched
We've all heard the ant and the grasshopper story, and who survived the nasty winter what and why. In an interesting article in the California Healthcare Foundation newsletter, five hospitals who were struggling attributed their continued success through strategies such as "sustained growth in patient volume," which KVHD Chet Beedle said was the key to success.
Why look at them now...they are being supported by a thrift store run by the Auxiliary which supports their ability to even afford a hospital bed or new equipment. That thrift has a "higher census" than the hospital itself. You just can't find a parking space either.
Those same Auxiliary members have done so much for the hospital that they got promoted to a voluntary workforce, costing KVHD nothing, and sometimes overstepping by putting these volunteers into jobs they should not have been doing: such as lifting patients?
The serious differences between KVHD and success
But the other two items in the article entitled "success under duress" are of more interest. "frequent and intense monitoring of expenditures and efficiency," which cannot come close to the imprudence as has been witnessed at KVHD with "time and material" contracts, use of registry and traveling nurses, paid housing, trips for management, as well as paying some of the highest rates to administrators in Kern county.
The nut and shell game that is called KVHD finance, has been problematic for not only the hospital's future which is on thin ice, as they recently acquired basically a monthly payment plan with Cal Mtg. for monies which will not sustain the district, and not produce growth necessary to have a future.
But the final strategy for success which keep these hospital's future much brighter is to divert "heavy investment in quality improvement initiatives."
Quality...qau' li' tee': Degree or grade of excellence.
For further healthcare articles go to the California Healthcare Foundation as many interesting articles can be found here.
http://www.chcf.org/publications/2010/09/success-under-duress-how-five-hospitals-thrive-despite-challenging-payer-mix
Reedley Exponent link
http://www.reedleyexponent.com/articles/2011/06/08/news/doc4deffb66a2ce1856510659.txt
Persistance and Tenacity, requires a new chapter, a new beginning....
Showing posts with label ACHD. Show all posts
Showing posts with label ACHD. Show all posts
Thursday, June 9, 2011
Thursday, July 1, 2010
KVHD update: flashback to mammography, ECHO, time frame, ACHD who would lobby?
Kern Valley Healthcare District Controller, Barbara Figueroa, shown here, at the February board of directors meeting. Figueroa shows a lot of control during meetings, rarely saying more than is necessary, such as during the finance committee meetings, where she reports on the contracts and contractors who move through and sometimes over the hospital.
Victoria Alwin, the newly elected Chairwoman of the board, now leading board, sits next to Dr. Robert Gross, DO, who is now the treasurer, ask questions of financial manager, Chet Beedle, who has repeatedly changed the story on the financial position of the district in the last year.
Beedle has gone from projecting moderate losses last year, to vilifying the community for going to the Emergency room for things that are less than emergent, like colds and coughs. 
Kay Knight listens intently as questions regarding the costs of the hospital's annual trips to ACHD, Association of California healthcare Districts, which lobbies on behalf of rural and small hospitals.
There was a quote by a reporter that the costs for the ACHD meetings are over priced in this bleak economy. The quote was attributed to Marge Swendleson in the Kern Valley Sun Newspaper yesterday.
Well, it was a real deal for Cimarron Cynthia as she came on board for the charity run helping the ECHO (Exploring Careers in Healthcare Occupations) program which is being hit by budget cuts and maybe even a misunderstanding of what this program is about, and other programs like it.
Victoria Alwin, the newly elected Chairwoman of the board, now leading board, sits next to Dr. Robert Gross, DO, who is now the treasurer, ask questions of financial manager, Chet Beedle, who has repeatedly changed the story on the financial position of the district in the last year.
Beedle has gone from projecting moderate losses last year, to vilifying the community for going to the Emergency room for things that are less than emergent, like colds and coughs. I asked Beedle why collections on a three year old bill for $8.10 went out to the community recently. He argued that we have to collect all the money we can.
But we all know that should have been done three years ago.
Tim McGlew, our new CEO, can say he was not here during the strenuous and crime filled times, but Beedle cannot.
He has been here for a long time. Now I would like to know what sort of report of his performance is being done?
Or did we do that three years ago, and don't want to spend the money to quantify the value of our financial program?
As I pointed out in the article regarding the Sierra Kings District launching it's attempt to get money out of a failed collections department, created a 40% and you're off the hook plan just to try and get as much money as possible.
Sandy Haskins, interim CEO for Sierra Kings, a much beleaguered rural healthcare district like our own (even had former CEO Pam Ott) came from a consultant firm called HFS and they have been working to bring in all the past collections.
We have yet to see or hear of anything like that going on at KVHD. We have yet to hear these kinds of things, called public information.
I'm asking for a complete screening of our financial department, which may cost money, but then could save money too if it began to run efficiently.
Kay Knight listens intently as questions regarding the costs of the hospital's annual trips to ACHD, Association of California healthcare Districts, which lobbies on behalf of rural and small hospitals.There was a quote by a reporter that the costs for the ACHD meetings are over priced in this bleak economy. The quote was attributed to Marge Swendleson in the Kern Valley Sun Newspaper yesterday.
Now, let me ask, who is lobbying for this hospital? Bob Jamison? Brad Armstrong? Are they making trips to Sacramento with new ideas for the legislature? Are they writing letters to their representatives asking for grants to upgrade our equipment?
I'd say no is your answer there folks.
Check out ACHD website if you read the quotation out of the newspaper which is not actually a "local" paper. In fact, they are a corporation out of Arizona.
So, shop local. (as they like to say around here, not me, I don't say that. Others do though.)
Well, it was a real deal for Cimarron Cynthia as she came on board for the charity run helping the ECHO (Exploring Careers in Healthcare Occupations) program which is being hit by budget cuts and maybe even a misunderstanding of what this program is about, and other programs like it. I'll begin by saying this program begins at the High School level and many of the students graduate having a job already at the hospital. They have reached a level of education that qualifies them as a nurse's aide once they transfer to Cerro Coso, where they can qualify as a nurse's aide or EMT.
For many students it's the beginning of a career in healthcare and for some that is as far as they go, using the experience to work while they pursue another career.
But many students get motivated and after working a few years as an aide or EMT, they move on to other specialized courses, possibly a higher level of nursing such as LVN or even an RN. Others go into management. (Uhum, yes they do)
It's an opportunity for younger students to get a head start on a career or even just higher level employment, but it could be lost in the strangulation that's taking place in education.
Cynthia Burciaga, a Texan I hear, had a group throwing pies for cash, and raised a bucketful of dough, where some will land right in the ECHO, echo, echo, program and the rotary club.
Burciaga, who has been working long hours as Chief Clinical Officer and Director of Nursing in the skilled nursing facility, added charity to her list of many things to do. She was talked into it by one of the mangiest, volunteer wranglers in the valley, Miss Jeanette Rogers.
Rogers will be wrangling us all up for the Heart walk coming up next week, where we will be required to exercise until it hurts our pocketbooks. And the money will go to the hospital where it will be used for...(still waiting on that answer)
During her time as regular Cynthia "the overworked" she has been plagued by worries from a community which never heard the truth nor an apology for what has happened in the nursing center, with the employees, the pharmacy and financially.
But we have a different situation there now, and it would nice if the media looked at the hospital in a fair way which would allow us to understand these mistakes happened in the past and a few new administrators and staff are working on trying to get things in order.
The quote of the night by Burciaga regarding bringing in new services: "We have to work on getting one thing right before we move on to other services."
Bravo, the reality check. Good to hear it.
Finally, kudos go out to the winners of employees of the year. They won a Canadian health insurance plan and a pie in the face.
Not really....
The 2009 Employees of the Year are:
Clinical Services – Colleen Brun, RN, Emergency Department
Support Services – Monica Spradling, Housekeeping
Manager of the Year – Mike Miller, Plant Operations Manager
Each of the individuals above received a check for $100.00 and a 4-day cruise to Baja Mexico. (And none have returned. Hmm?)
Clinical Services – Colleen Brun, RN, Emergency Department
Support Services – Monica Spradling, Housekeeping
Manager of the Year – Mike Miller, Plant Operations Manager
Each of the individuals above received a check for $100.00 and a 4-day cruise to Baja Mexico. (And none have returned. Hmm?)
And finally, yes, here's an answer to the mammography question and my response: When the mammography unit was purchased, the Foundation purchased a used motorhome to house the mammo unit in an effort to make it a ‘mobile’ unit. That never really worked. The story that I got was that there were problems with the unit being mobile and the need to re-calibrate each time the unit was moved. Anyway, the motorhome was recently donated back to the Foundation who did indeed sell it. The mammography unit was not sold.
My response: I have heard about the mammography situation, but was told so many different stories I never understood. Now, I had heard about the unit being mobile, therefore requiring calibration, but really, did they have to move it once it was understood this would happen each time?
And the second story, more feasible, was that there was not enough patients to warrant keeping a tech full time. Again, that doesn't necessarily hold water or saline, as there could have simply been times where a tech was available, like anything else.
Then there was a shortage of techs, and on and on.
Now, I have to ask a few obvious questions regarding the situation. Okay, we let this sit idle for whatever number of years, and I'm assuming that there would be some missed out upgrades, so is the unit ready to be housed in a unit, room, where it can be used? We don't have dialysis, but we could have mammography in a jiffy.
See if the hospital suddenly starts using the equipment, drops a grand or two to make it go rrrrrr again, and has a tech in there part time running the thing, it's going to look bad, but at least something will occur which could make quite a bit of money. Equipment sitting around not making money. Much like the lull with the heart equipment. The foundation had that purchased and gathering dust pretty fast.
Question, is there anyway for me to just look at the paperwork surrounding the purchase of the unit and the type of unit it is? And who serviced the unit? And how did the mammography department do in the numbers? Did we write off, depreciate, or recalibrate the numbers?
Surprising there has been a lot of women pushing me to get this answer. None of the answers made sense to them and I have to agree.
My response: I have heard about the mammography situation, but was told so many different stories I never understood. Now, I had heard about the unit being mobile, therefore requiring calibration, but really, did they have to move it once it was understood this would happen each time?
And the second story, more feasible, was that there was not enough patients to warrant keeping a tech full time. Again, that doesn't necessarily hold water or saline, as there could have simply been times where a tech was available, like anything else.
Then there was a shortage of techs, and on and on.
Now, I have to ask a few obvious questions regarding the situation. Okay, we let this sit idle for whatever number of years, and I'm assuming that there would be some missed out upgrades, so is the unit ready to be housed in a unit, room, where it can be used? We don't have dialysis, but we could have mammography in a jiffy.
See if the hospital suddenly starts using the equipment, drops a grand or two to make it go rrrrrr again, and has a tech in there part time running the thing, it's going to look bad, but at least something will occur which could make quite a bit of money. Equipment sitting around not making money. Much like the lull with the heart equipment. The foundation had that purchased and gathering dust pretty fast.
Question, is there anyway for me to just look at the paperwork surrounding the purchase of the unit and the type of unit it is? And who serviced the unit? And how did the mammography department do in the numbers? Did we write off, depreciate, or recalibrate the numbers?
Surprising there has been a lot of women pushing me to get this answer. None of the answers made sense to them and I have to agree.
I'll let you all know what I find out, finally...
It was the night before KVHD and all through the house, not a creature was stirring, but only this louse: Sierra Kings in bankruptcy?
But Pam doesn't believe in bankruptcy...how could this be? 
The irony, I hope,will not be lost on anyone here in the KRV, that Sierra Kings District board of directors voted today to file bankruptcy, a chapter nine, municipal bankruptcy of a public healthcare district.
For those who are new to this blog, Sierra Kings District, is the, or will it be "was the", home of the criminally charged, Kern Valley Healthcare District, former CEO, Pamela Ott.
Ott who is charged with eight counts of elder abuse stemming from her time with KVHD, is currently on unpaid leave with the district, until the November preliminary hearings scheduled at the Kern County Superior Court.
Last month, September, Ott plead "not guilty whatsoever" to the elder abuse charges and was released on her on recognizance, pending the hearings, but with the provision that she not work in a skilled nursing facility. (I'm thinking maybe living in one might be the lesson)
After reading the article published on the web, by the Sierra Kings' local newspaper, "The Reedley Exponent," regarding the last month's board meeting, the new CEO and CFO, spoke of converting hospital beds into swing beds which could be used for skilled nursing.
I wonder how that plan, if it ever gets underway, as Sierra Kings voted on going with bankruptcy to solve their financial woes, will combine with Ott's employment and court orders?
What happened at Sierra Kings, other than the obvious?
Oh, the news of the Sierra Kings bankruptcy, which is scheduled to be filed tomorrow, according, to interim CEO, Sandy Haskins, reeks of timing I must say.
One month after Ott is talking innocence with a Kern County judge, her hospital, the one again in her care, under her leadership, is said to appear to be a "sinking ship" in the local Reedley newspaper.
But bankruptcy is a word I think all of us, and I mean all of us, (yes, I see you), will never forget as being the word that Ott used constantly here in the KRV: but not as a solution, rather an attack on people who would utter such a contemptible idea.
Now, Sierra Kings, Ott's latest adventure, will likely be saved from total annihilation by doing this.
In the same article from the Exponent, the latest word had been a gasping "plan" devised by the firm HFS Consultants, who have been working with the hospital for a year and supplied both the interim CEO, Haskins, and Chief Financial officer, Teresa Jacques. http://www.reedleyexponent.com/
Losing both CEO, Ott, to criminal charges, and CFO, Barbara Jennings, to some not really specific complaints, (she didn't do her job is basically what they are saying), Sierra Kings has filled it shoes with the resources of this consulting firm HFS.
You can find HFS off the website for the Association of California Healthcare Districts, ACHD. http://www.achd.org/
ACHD is a power player in the healthcare industry, and considering HFS is on the front page of their website, I'm assuming this company must be in the big league too.
Last week there was the unveiling at the SKDH board meeting of the three million dollar plan, hatched by HFS, which would be a complex, (and I'm sure costly), look at accounts recievable and billing issues. They were hoping to cull through lost monies and shore up the billing department.
But now it's bankruptcy. What a week it must have been in Reedley.
Although Haskins said, "We'd prefer not to have to do this," he elaborated on the fact that the hospital is cash poor and accounts recievable are out over 100 days.
He said, the board of directors has made the choice to go forward with the Chapter 9, and they "hope it will improve the situation."
This will be the story to follow at Sierra Kings, but the truth is that the problems here at KVHD may lead us to the same conclusions we came to ten years ago in 1999 when a CEO was fired for even mentioning the idea: Bankruptcy.
Pam Ott totally disagrees with bankruptcy. Where is she anyway?
Now, without it's CEO, Pam Ott, Sierra Kings faces a huge challenge to remain on the healthcare map as bankruptcy is both costly and risky.
HFS has apparently taken the helm for this round at Sierra Kings, but where's Pam Ott in all of this?
Ott, who in my opinion, considering the circumstances at Sierra Kings, and the criminal charges, will be moving her base of operation somewhere else in the near future. But then again, she has gotten awards from ACHD and worked with HFS, so she's in with some big guns which could protect her if they were so inclined.
Oh, but what a legacy (or scarring, whatever you want to call it) she left our respective healthcare districts.
KVHD, now known for its elder abuse, collusion, criminal negligence, retributive firings, obstruction of investigators, short staffing, and some really colorful scapegoating, has a cousin in Reedley, Sierra Kings.
They are now known for their own construction projects gone awry, a CEO charged with elder abuse, a suspicious termination of the finance officer, no money and now bankruptcy. (I'm sure there are other things I missed)
Bankruptcy is taboo
So, to tell this story I must go back to the fact that while Ott was with KVHD the legend goes that Mr. Robert Knight, CEO, wanted to bankrupt the district to shake off that mountain of debt brought about by mismanagement of a construction project some years earlier.
This lead to Ott and her gang just twisting it and spinning it, that Robert Knight, was a "threat to the healthcare district" as he wanted to bankrupt and get out of debt.
Well Knight, as CEO in 1999, and I will show you this paperwork someday, did have an attorney look into bankruptcy. It is a detailed report on the situation of the debt load they were trying to carry, and how a bankruptcy could save or renew the district.
Enter the bad guys, the antagonist, Cal Mtg.
I'm sure it wasn't the day after the bankruptcy report was made, but certainly shortly thereafter, our friends from the state agency who insured the 22 million in revenue bonds, Cal Mtg. came pounding on the door.
No way were they going to let us bankrupt without a fight. We, or the board of directors at the time, signed our district away on the construction project which brought us half a SNF and an inoperable OR.
But guess who ended up as the bad guy? Robert Knight because of his suggestion of bankruptcy. Not Brad Armstrong who still sits asleep at the board. Not the people in OSHPD who approved the building plans. Not the CEO of the time nor the board of the time.
Here's the funny part: Knight was not even at KVHD when the real damage was done with the revenue bonds. He was hired on after the disaster, expected to run a company with a huge debt load, yet, still blamed. Interesting how that worked.
(But you don't bankrupt on Cal Mtg.)I asked the interim CEO, Haskins, if Sierra Kings had any debt insured by Cal Mtg. and he reported that they did not.
Of course not, or they wouldn't even be considering Bankruptcy.
Cal Mtg. has the claws in its contracts set up so that, sure you can bankrupt, its legal, but we will take everything.
If you're interested, the state plan 2007, for Cal Mtg. is like a Stephen King novel in its descriptions of what happened to those who couldn't pay. My favorite story from the state plan involves some poor healthcare provider who couldn't pay. Rather than telling the state, they knew what was going to happen, so they just walked away and didn't even call.
Cal Mtg. actually went physically to the site to find that they were gone.
I think every healthcare provider out there should read that state plan before embarking on the Cal Mtg. deal.
Ott ramping up the propoganda: she used the blame game
Ott came to KVHD by way of the management company, BRIM, and CEO appointed, David Green (See: tracking down the troubles).
She started as Chief Nursing Officer in 2002 and was then neatly packaged as the new CEO by 2003. Dave Green basically handed her the keys to the family car and didn't check her license.
Well, Mr. Knight, won a seat on the board of directors, and he was not going away. (sound familiar) He was not going to be scapegoated without a fight, unlike others who have been taken down at KVHD.
That scrapper Knight, and then CEO, Ott, had some real problems. Where as Knight likes to tell it like it is, Ott's verbiage robotically and repeatedly contained the word "wonderful" or the Knight's did it.
Ott and the gang also accused Knight of not playing with the team about the seismic construction issues which included the Measure M general obligation bond for 12.5 million.
Knight had actually had a bid to do the retrofitting required by the state to keep the hospital in business and safe from earthquakes. (Though they would take us down in a New York minute if we didn't pay the Cal Mtg. debt payments. I guess this makes sense to somebody, only a politician I would think.)
But the Knights, who chose to fight and even run and serve on the board, (Currently, Mrs. Kathryn Knight is our chairwoman, which would have disturbed Miss Ott to no end, as you will see in the email below) have been telling the story of the hospital, it's relationship with Cal Mtg., the financial problems, and finally, we didn't listen when they tried to tell us about the nursing facility.
Why didn't anyone in this community listen?
There's a certain amount of dissappointment on my part as far as this community's ability to understand a problem and deal with it. Gossip, judgment, and ego have played a bigger role than fairness, understanding, and compassion which always seems to take a back seat to the baser preoccupations of people.
The "smallness" of this community makes the situation more pronounced, such as attacking people who are trying to help. Like the Knights.
I tell you if there are people to respect and appreciate it is the Knights. They have a lot of heart and have hung in there when being called many unrepeatable and factually untrue things. In fact, Pam Ott, made her career here on the backs of the gossip about the Knights.
So, I'll end this for the night, and take up after the KVHD board meeting tomorrow.
I'll leave you with the immortal words of Ott from an email in 2006: (by the way those are her typos not mine. And the first reference is to the election of Kathryn Knight to the board while losing the precious Measure M.)
Ok, I finnally finished listening to the load of cow excrement. I want you to know that I got up at 5am this morning in order to accomplish this arduous task (tee, hee). I can't believe that we are all going to have to listen to that squeely little voice for the next 4 years. What is God's plan, I would like to know!!!!!!!!!!! Here are my thoughts:
1. Bob openly admitted that his grand plan continues to be to bankrupt the district. The staff are being used as a ploy in his adventure. He is well aware of our fragile economic situation and that simply increasing salaries and increasing staff will do exactly that. It is not about his concern for staff because he is well aware that no one will have jobs if he is to succeed in his ploy. Here is where I stand on the subject, there will be no bankruptcy, but rather, Cal Mortgage will once again step in and demand that a management firm come to the rescue to turn around finances just as they did during Knight's last intentional attempt at bankruptcy.
2. Mr. Knight has made several attempts to convince me to turn around the District financial successes and move the district toward bankruptcy. He has stated to me that Cal Mortgage would have to forgive the $16 million debt. Because I refuse to comply with such a sinister plot and he knows that Chet Beedle will never comply with such a plan, he now wants to remove all management and replace the very staff who have not only turned the District around financially, but also have improved customer satisfaction and quality improvement . Mr. Knight has informed me on multiple occasions throughout this year that he has a plan to once again take over the management of the district and that , even though I am a good CEO, my ten year is up. He actually even told me that I should take a position in the probation department. (QUOTE ANYTHING THAT YOU WOULD LIKE).
3. It is clear that both Knights have been in attendance at all Board meetings, but have not had the ability to assimilate information provided to them about the Measure M issues. First of all, why does he discount the ability of three very bright Board members who clearly understood the issues at hand? The Board and Administration had discussion frequently at meetings related to why retrofit was not a possibility. first of all, the community spoke clearly both in written and telephone survey that the current Acute care building does not have the capacity to provided the services that citizens would like to see such as an improved emergency department, cardiology and chemotherapy. We have discussed at the Board meetings that spending the approximate $25,000 to have architects propose retrofit plans is $25,000 spend on a project that will not give the Board any information that will be used based upon the fact that the district would still have an antiquated (loved your word), over crowded facility that would not meet today's standards for providing quality acute care services.
4. The discussion that they talked about Phil Foster and Tehachapi: Yes, If we were to use the modular concept with Aspen Street Architects, we could move forward far more expediently with a building project. Problem: Mr. Knight has some incompressible vendetta against Aspen Street Architects and if we do not use the already OSHPD approved modular concept, we will waste at least another year working with a new architect, spend $100's of thousands more on plans and wait for the average 2 years for OSHPD approval of plans. Three Board members understood the value of working with the Rural Health Design Network, a group of 13 Critical Access Hospitals who received a federal grant in order to save all of that money in order to meet the seismic standards in a very cost effective way.
5. Mr. Knight stated that I had already submitted a plan to OSHPD for the building of a net acute care wing: The plan presented to OSHPD was submitted in the year 2000, and Mr. Knight posed the Motion to submit those plans. I was not working with the district at that time.
6. Mr. Knight stated that he had made it clear in "a couple Board Meetings" that he stated that he would go along with the Measure "M" only if the District were to consider "rectalfit". The reality is the Mr. Knight posed the motion for the resolution that clearly stated that Measure "M" would build a new acute care facility to improve emergency services, provide more privacy, and to add Cardiology and Oncology services.
7. I cannot speak to the Gross's Clinic project that Mr. Knight has discussed. Discussion would be a clear breach of executive order of the Board. I am shocked that Mr. Knight has exposed his wife, who is not yet a board member and the media on executive protected information (quote me!).
8. As for the discussion about me bullying and cursing at staff: No comment except to say that I hope that he can find nursing staff who are willing to purger themselves in court, because that is where this discussion is going.
That's what came up for me, but I am sure that you will think of other issues - just call me!
(How do you like the tip of the iceberg. More to follow...)
The irony, I hope,will not be lost on anyone here in the KRV, that Sierra Kings District board of directors voted today to file bankruptcy, a chapter nine, municipal bankruptcy of a public healthcare district.
For those who are new to this blog, Sierra Kings District, is the, or will it be "was the", home of the criminally charged, Kern Valley Healthcare District, former CEO, Pamela Ott.
Ott who is charged with eight counts of elder abuse stemming from her time with KVHD, is currently on unpaid leave with the district, until the November preliminary hearings scheduled at the Kern County Superior Court.
Last month, September, Ott plead "not guilty whatsoever" to the elder abuse charges and was released on her on recognizance, pending the hearings, but with the provision that she not work in a skilled nursing facility. (I'm thinking maybe living in one might be the lesson)
After reading the article published on the web, by the Sierra Kings' local newspaper, "The Reedley Exponent," regarding the last month's board meeting, the new CEO and CFO, spoke of converting hospital beds into swing beds which could be used for skilled nursing.
I wonder how that plan, if it ever gets underway, as Sierra Kings voted on going with bankruptcy to solve their financial woes, will combine with Ott's employment and court orders?
What happened at Sierra Kings, other than the obvious?
Oh, the news of the Sierra Kings bankruptcy, which is scheduled to be filed tomorrow, according, to interim CEO, Sandy Haskins, reeks of timing I must say.
One month after Ott is talking innocence with a Kern County judge, her hospital, the one again in her care, under her leadership, is said to appear to be a "sinking ship" in the local Reedley newspaper.
But bankruptcy is a word I think all of us, and I mean all of us, (yes, I see you), will never forget as being the word that Ott used constantly here in the KRV: but not as a solution, rather an attack on people who would utter such a contemptible idea.
Now, Sierra Kings, Ott's latest adventure, will likely be saved from total annihilation by doing this.
In the same article from the Exponent, the latest word had been a gasping "plan" devised by the firm HFS Consultants, who have been working with the hospital for a year and supplied both the interim CEO, Haskins, and Chief Financial officer, Teresa Jacques. http://www.reedleyexponent.com/
Losing both CEO, Ott, to criminal charges, and CFO, Barbara Jennings, to some not really specific complaints, (she didn't do her job is basically what they are saying), Sierra Kings has filled it shoes with the resources of this consulting firm HFS.
You can find HFS off the website for the Association of California Healthcare Districts, ACHD. http://www.achd.org/
ACHD is a power player in the healthcare industry, and considering HFS is on the front page of their website, I'm assuming this company must be in the big league too.
Last week there was the unveiling at the SKDH board meeting of the three million dollar plan, hatched by HFS, which would be a complex, (and I'm sure costly), look at accounts recievable and billing issues. They were hoping to cull through lost monies and shore up the billing department.
But now it's bankruptcy. What a week it must have been in Reedley.
Although Haskins said, "We'd prefer not to have to do this," he elaborated on the fact that the hospital is cash poor and accounts recievable are out over 100 days.
He said, the board of directors has made the choice to go forward with the Chapter 9, and they "hope it will improve the situation."
This will be the story to follow at Sierra Kings, but the truth is that the problems here at KVHD may lead us to the same conclusions we came to ten years ago in 1999 when a CEO was fired for even mentioning the idea: Bankruptcy.
Pam Ott totally disagrees with bankruptcy. Where is she anyway?
Now, without it's CEO, Pam Ott, Sierra Kings faces a huge challenge to remain on the healthcare map as bankruptcy is both costly and risky.
HFS has apparently taken the helm for this round at Sierra Kings, but where's Pam Ott in all of this?
Ott, who in my opinion, considering the circumstances at Sierra Kings, and the criminal charges, will be moving her base of operation somewhere else in the near future. But then again, she has gotten awards from ACHD and worked with HFS, so she's in with some big guns which could protect her if they were so inclined.
Oh, but what a legacy (or scarring, whatever you want to call it) she left our respective healthcare districts.
KVHD, now known for its elder abuse, collusion, criminal negligence, retributive firings, obstruction of investigators, short staffing, and some really colorful scapegoating, has a cousin in Reedley, Sierra Kings.
They are now known for their own construction projects gone awry, a CEO charged with elder abuse, a suspicious termination of the finance officer, no money and now bankruptcy. (I'm sure there are other things I missed)
Bankruptcy is taboo
So, to tell this story I must go back to the fact that while Ott was with KVHD the legend goes that Mr. Robert Knight, CEO, wanted to bankrupt the district to shake off that mountain of debt brought about by mismanagement of a construction project some years earlier.
This lead to Ott and her gang just twisting it and spinning it, that Robert Knight, was a "threat to the healthcare district" as he wanted to bankrupt and get out of debt.
Well Knight, as CEO in 1999, and I will show you this paperwork someday, did have an attorney look into bankruptcy. It is a detailed report on the situation of the debt load they were trying to carry, and how a bankruptcy could save or renew the district.
Enter the bad guys, the antagonist, Cal Mtg.
I'm sure it wasn't the day after the bankruptcy report was made, but certainly shortly thereafter, our friends from the state agency who insured the 22 million in revenue bonds, Cal Mtg. came pounding on the door.
No way were they going to let us bankrupt without a fight. We, or the board of directors at the time, signed our district away on the construction project which brought us half a SNF and an inoperable OR.
But guess who ended up as the bad guy? Robert Knight because of his suggestion of bankruptcy. Not Brad Armstrong who still sits asleep at the board. Not the people in OSHPD who approved the building plans. Not the CEO of the time nor the board of the time.
Here's the funny part: Knight was not even at KVHD when the real damage was done with the revenue bonds. He was hired on after the disaster, expected to run a company with a huge debt load, yet, still blamed. Interesting how that worked.
(But you don't bankrupt on Cal Mtg.)I asked the interim CEO, Haskins, if Sierra Kings had any debt insured by Cal Mtg. and he reported that they did not.
Of course not, or they wouldn't even be considering Bankruptcy.
Cal Mtg. has the claws in its contracts set up so that, sure you can bankrupt, its legal, but we will take everything.
If you're interested, the state plan 2007, for Cal Mtg. is like a Stephen King novel in its descriptions of what happened to those who couldn't pay. My favorite story from the state plan involves some poor healthcare provider who couldn't pay. Rather than telling the state, they knew what was going to happen, so they just walked away and didn't even call.
Cal Mtg. actually went physically to the site to find that they were gone.
I think every healthcare provider out there should read that state plan before embarking on the Cal Mtg. deal.
Ott ramping up the propoganda: she used the blame game
Ott came to KVHD by way of the management company, BRIM, and CEO appointed, David Green (See: tracking down the troubles).
She started as Chief Nursing Officer in 2002 and was then neatly packaged as the new CEO by 2003. Dave Green basically handed her the keys to the family car and didn't check her license.
Well, Mr. Knight, won a seat on the board of directors, and he was not going away. (sound familiar) He was not going to be scapegoated without a fight, unlike others who have been taken down at KVHD.
That scrapper Knight, and then CEO, Ott, had some real problems. Where as Knight likes to tell it like it is, Ott's verbiage robotically and repeatedly contained the word "wonderful" or the Knight's did it.
Ott and the gang also accused Knight of not playing with the team about the seismic construction issues which included the Measure M general obligation bond for 12.5 million.
Knight had actually had a bid to do the retrofitting required by the state to keep the hospital in business and safe from earthquakes. (Though they would take us down in a New York minute if we didn't pay the Cal Mtg. debt payments. I guess this makes sense to somebody, only a politician I would think.)
But the Knights, who chose to fight and even run and serve on the board, (Currently, Mrs. Kathryn Knight is our chairwoman, which would have disturbed Miss Ott to no end, as you will see in the email below) have been telling the story of the hospital, it's relationship with Cal Mtg., the financial problems, and finally, we didn't listen when they tried to tell us about the nursing facility.
Why didn't anyone in this community listen?
There's a certain amount of dissappointment on my part as far as this community's ability to understand a problem and deal with it. Gossip, judgment, and ego have played a bigger role than fairness, understanding, and compassion which always seems to take a back seat to the baser preoccupations of people.
The "smallness" of this community makes the situation more pronounced, such as attacking people who are trying to help. Like the Knights.
I tell you if there are people to respect and appreciate it is the Knights. They have a lot of heart and have hung in there when being called many unrepeatable and factually untrue things. In fact, Pam Ott, made her career here on the backs of the gossip about the Knights.
So, I'll end this for the night, and take up after the KVHD board meeting tomorrow.
I'll leave you with the immortal words of Ott from an email in 2006: (by the way those are her typos not mine. And the first reference is to the election of Kathryn Knight to the board while losing the precious Measure M.)
Ok, I finnally finished listening to the load of cow excrement. I want you to know that I got up at 5am this morning in order to accomplish this arduous task (tee, hee). I can't believe that we are all going to have to listen to that squeely little voice for the next 4 years. What is God's plan, I would like to know!!!!!!!!!!! Here are my thoughts:
1. Bob openly admitted that his grand plan continues to be to bankrupt the district. The staff are being used as a ploy in his adventure. He is well aware of our fragile economic situation and that simply increasing salaries and increasing staff will do exactly that. It is not about his concern for staff because he is well aware that no one will have jobs if he is to succeed in his ploy. Here is where I stand on the subject, there will be no bankruptcy, but rather, Cal Mortgage will once again step in and demand that a management firm come to the rescue to turn around finances just as they did during Knight's last intentional attempt at bankruptcy.
2. Mr. Knight has made several attempts to convince me to turn around the District financial successes and move the district toward bankruptcy. He has stated to me that Cal Mortgage would have to forgive the $16 million debt. Because I refuse to comply with such a sinister plot and he knows that Chet Beedle will never comply with such a plan, he now wants to remove all management and replace the very staff who have not only turned the District around financially, but also have improved customer satisfaction and quality improvement . Mr. Knight has informed me on multiple occasions throughout this year that he has a plan to once again take over the management of the district and that , even though I am a good CEO, my ten year is up. He actually even told me that I should take a position in the probation department. (QUOTE ANYTHING THAT YOU WOULD LIKE).
3. It is clear that both Knights have been in attendance at all Board meetings, but have not had the ability to assimilate information provided to them about the Measure M issues. First of all, why does he discount the ability of three very bright Board members who clearly understood the issues at hand? The Board and Administration had discussion frequently at meetings related to why retrofit was not a possibility. first of all, the community spoke clearly both in written and telephone survey that the current Acute care building does not have the capacity to provided the services that citizens would like to see such as an improved emergency department, cardiology and chemotherapy. We have discussed at the Board meetings that spending the approximate $25,000 to have architects propose retrofit plans is $25,000 spend on a project that will not give the Board any information that will be used based upon the fact that the district would still have an antiquated (loved your word), over crowded facility that would not meet today's standards for providing quality acute care services.
4. The discussion that they talked about Phil Foster and Tehachapi: Yes, If we were to use the modular concept with Aspen Street Architects, we could move forward far more expediently with a building project. Problem: Mr. Knight has some incompressible vendetta against Aspen Street Architects and if we do not use the already OSHPD approved modular concept, we will waste at least another year working with a new architect, spend $100's of thousands more on plans and wait for the average 2 years for OSHPD approval of plans. Three Board members understood the value of working with the Rural Health Design Network, a group of 13 Critical Access Hospitals who received a federal grant in order to save all of that money in order to meet the seismic standards in a very cost effective way.
5. Mr. Knight stated that I had already submitted a plan to OSHPD for the building of a net acute care wing: The plan presented to OSHPD was submitted in the year 2000, and Mr. Knight posed the Motion to submit those plans. I was not working with the district at that time.
6. Mr. Knight stated that he had made it clear in "a couple Board Meetings" that he stated that he would go along with the Measure "M" only if the District were to consider "rectalfit". The reality is the Mr. Knight posed the motion for the resolution that clearly stated that Measure "M" would build a new acute care facility to improve emergency services, provide more privacy, and to add Cardiology and Oncology services.
7. I cannot speak to the Gross's Clinic project that Mr. Knight has discussed. Discussion would be a clear breach of executive order of the Board. I am shocked that Mr. Knight has exposed his wife, who is not yet a board member and the media on executive protected information (quote me!).
8. As for the discussion about me bullying and cursing at staff: No comment except to say that I hope that he can find nursing staff who are willing to purger themselves in court, because that is where this discussion is going.
That's what came up for me, but I am sure that you will think of other issues - just call me!
(How do you like the tip of the iceberg. More to follow...)
Wednesday, August 12, 2009
Association of California Healthcare Districts honors Pam Ott, ouch!
Oh, those subtle undercurrents that nobody notices and let's pass for an ordinary moment.At the last KVHD board meeting, 3/04/09, there was some discussion about going to legislative day in Sacramento, put on by the Association of California Healthcare Districts, ACHD. http://www.achd.org/
ACHD
As the leading healthcare association in California devoted to the success of Health Care Districts, ACHD is recognized for leadership and innovation in the following areas:
Legislative advocacy on issues crucial to the survival and success of Health Care Districts
Quality trustee education that focuses on
the specific governance and policy-making challenges of District stewardship
Political skill-building that creates and enhances collaborative relationships among legislators, Health Care Districts and community organizations
Health Care District specific programs on regulatory analysis and implementation, public law advice and counsel, executive recruitment, strategic assessment and information sharing
The chairwoman, Kay Knight, suggested that it might be nice if staff were included and could attend this annual function.
Suddenly, Treasurer, Brad Armstrong, began some discussion about the costs of such an idea. He claimed the costs could be in the "tens of thousands of dollars."
It even caught the attention of a writer in the audience, who questioned the costs.
Well, Mr. Armstrongs arguments are now null and void, as the "lady doth protest too much" applies to him.
It's now apparent the reason Mr. Armstrong strongly disagreed with this idea, is that our former CEO is being held up as an example at her new CEO position at Sierra Kings district hospital, and will be there in person at this ACHD event.
Please open link and see the success of Pamela Ott. Yes, she successfully slipped out of our community, while people were indicted and investigated and scapegoated. I'd say that deserves an award or something like that.
https://www.achd.org/Connection/2009/2009%20Issue%201.pdf
Can you imagine this? The meeting with staff who know all about what really happened at KVHD and seeing her in person.
(Maybe we should gather some of the employees she fired to cover her tracks too and take them)
Actually, I think it would be worth the money to get people up there that can seriously talk and possibly get help for this hospital. This organization ACHD, has been around for a long time, while I don't agree with their choice of giving our former CEO credit for her hospital, and not discrediting her for what she did to the KVHD, I do think this in an important year to attend this function.
"The Association of California Healthcare Districts was originally organized in 1951 to foster the success of the Healthcare Districts by providing Trustee education and being an effective legislative advocate."
And especially if one of the participants will be the one who fled this district leaving behind a catastrophe in her wake.
www.skdh.org
Tuesday, June 9, 2009
"YOU'RE FIRED!" former KVHD CEO, Pam Ott, terminated from Sierra Kings hospital
Sierra Kings Hospital District gives the boot to Ott:
Former Kern Valley Healthcare District CEO, Pamela Ott, shown here during the May 2007 KVHD board meeting, where she stepped down as CEO amidst troubles in the skilled nursing facility which lead to elder abuse criminal charges being filed against her two months ago in September.
Ott left KVHD while the nursing center was being threatened with closure, and civil lawsuits were being filed against the district. (No, she wasn't fired by KVHD, but was aided and abetted by the former "sticky three" board members, who sent her off to their friends from Aspen Street Architects, with letters of recommendation.)
She then went on to Sierra Kings District Hospital a month later, being hired on as CEO, with a resume containing suspicious educational degrees originating from a "diploma mill" or unaccredited program, which KVHD overlooked and so did Sierra Kings.
Reedley rids itself of Ott
When Ott was charged two months ago by the state of California, Department of Justice, Medi-Cal and elder abuse, and Board of Registered Nursing, with eight counts of elder abuse, the Sierra Kings District Board of Directors put her on unpaid administrative leave.
The former President of the Sierra Kings board, Trish Johnson, said that the board was not aware of why Ott was going to court at the time, and that the whole issue was a surprise to her. (More research of her resume would have probably lessened the surprise factor.)
Johnson said the board would wait until the November hearing to make a final decision on Ott's status with the district.
The criminal court hearings, which took place last week, resulted only in a continuance for Ott and the two other remaining defendants, Dr. Hoshang Pormir and Gwen Hughes, RN, until Jan. 5, as they all waived their rights to a "speedy preliminary hearing."
While Ott prepared for court last week, the Sierra Kings hospital board of directors, at their regular monthly meeting, made the decision, and terminated the former CEO who will be facing criminal charges as well as several civil lawsuits occurring during her leadership at KVHD.
Human resources fiasco
As I mentioned above, both the Kern Valley Healthcare District and Sierra Kings Distirct, hired on Ott with her fish market, fishy resume, work history and educational degrees. (there are several posts on the blog relating to this topic, as well as Ott's actual resume.)
Imagine that this document, the copy I have was used at KVHD, was seen and reviewed by many people in the chain of command, which makes this another "system failure" as Ott described the state of the nursing center in 2007.
There have been many people arguing recently about how the poor victims in the human resources department have their hands tied by the state and cannot do a full background check.
Yes, Ott was the tragedy, but certainly not her resignation
Crazy as it sounds, after the threat of closing the nursing center, the cries for help from the employees, the new drug regimen, KVHD board member, Bob Jamison called Ott stepping down, "a tragedy that didn't have to happen."
Yelling and threatening, Jamison, made it clear that the only problem at KVHD was the media reporting there was a problem at KVHD. He and Ott even threatened libel suits to put the finishing touches on their story.
Jamison, who is the only person at the local radio outlet, QAB media, who can work the engineering for the stations (which allows him great influence over the owners,) engineered a plan to have Ott on the radio to explain what happened at the nursing center. He dedicated a whole hour of radio time to deny the seriousness of the problems and to offer sad excuses to go along with the lies. (See: Here's your witness Jerry Brown to read the transcript of the show)
Jamison was not alone in his grief for Ott and her departure, the two fellow board members, known as the "sticky three," Brad Armstrong and Barbara Casas, were more concerned with Ott's resignation than the meltdown of the hospital.
Brad Armstrong and Barbara Casas, openly attack the community in response to Ott's resignation. Bob Knight, at the right of the picture, tried to warn the other board members and community of the problems, but was not taken seriously because of personal attacks.
But did Jamison, Casas, and Armstrong also help Ott get the job she just lost at Sierra Kings District, by providing references? (If I were Sierra Kings and didn't want to look as ridiculous as they do here for hiring Ott, I would get out those letters of reference and march them down to an attorney who might know what to do about it.)
Again, the onus of responsibility comes down from the top. Even if none of these people ever touched a resident of the nursing center or knew their names, they created an environment of fear and dishonesty, which lead to the system failure or whatever term you want to call it, which hurt residents, families, and the future of this hospital, and in turn the future of this community.
That kind of authoritarian leadership created a hostile environment inside that hospital, where many people were threatened with termination, hours cut, pay cuts, licenses reported; anything to keep employees from questioning the administrators and their board member cohorts.
(Hitler never put one single person on a train to a concentration camp. He didn't have to do the dirty work; it was the environment of fear he created that lead people to do things they would not normally do or agree with. )
As Ott resigned in May 07, she gave the board thirty days notice, meaning she may have stepped down that night at the meeting, but she had thirty more days in power and some cleaning up to do.
Ott's last thirty, dirty days at KVHD
The day after her resignation, several employees found themselves facing the firing squad, Human Resources Manager, Michelle Rosado. (Rosado left shortly after Ott in 07)
Rosado wasted no time in getting those out of the hospital who could be a threat to the cover up of the nursing center which had been ensuing for months.
Anyone who knew me, was immediately suspect. Employees told me they were ordered to "never" talk to me. My medical care suffered as a consequence.
There was no compassion as I got phone calls from distraught staff with stories of being thrown out of their offices without time to even gather all of their things.
They were ordered off the property. The paranoid administrators then turned to another tactic and that was to try and hold up unemployment claims and people trying to retrieve money from their vacation, sick time, and retirement accounts.
Next was the insurance issue, as terminated employees were scrambling to hang onto their health insurance, they were told, like in most cases, the only option was the COBRA policy, which was overpriced, especially for the recently jobless.
So, the stress continued as Ott blamed the terminations on the nursing home management company, Sycamore Asset Management Company, who came in via Ott and the board. (I've got this on tape Sycamore...?)
Sycamore was given carte blanche to do what they had to do to pull the SNF out of possible closure, and they were handed on a silver platter, a time and materials contract, to do it with.
The board and the financial officer, Chet Beedle, allowed this company to charge almost two million dollars, for their services, which did not end the woes of the nursing center. There was no due diligence in that decision, and currently hurts the hospital which barely has five days cash on hand.
(We could use that money now. Where's Pam Ott? Would she be willing to pay our fines and the tab for Sycamore? We need the money back Pam.)
Two board members and dozens of employees tried to get thru the bulwark, Robert and Kathryn Knight, reported the CEO, but in the end, all the propaganda and defamation kept the truth buried, until now. (see blog post: Urban legend, revelation and responsibility)
Firing can be a good thing though
I think ridding yourself of employees who are irresponsible, lacking in skills, lying on their resumes, pretending not to know about criminal activity, engaging in criminal activity, showing no compassion, invading private employee information, is a really good idea.
But that's not what happened at KVHD.
In fact, people were fired for no good reason on many occasions. But the ones who were doing the things I described above, many of them are still getting a paycheck from our public healthcare district every month.
And one of the people, actually, as has been posted in this blog, invaded the privacy of two employees without recourse. He also misled the board members on many financial decisions. He was involved in a nasty dispute regarding a health clinic which ended up requiring our favorite players, attorneys.
But he's still there. Even with new board members, who should be wary of everything this person claims and says, there has been no real action to change the situation.
How can you fire people for no reason, and not fire those for a good reason?
Can KVHD make any sense of this themselves? I cannot.
If the board and administrators truly want what is best for this district and this hospital and ultimately the community's survival, then they should take their job's seriously, and make the tough calls.
To do this they must cast off any doubt or fear that they will be criticized or even lose a few admirers, when they get around to doing what is right. (it's been long awaited, trust me)
Correct the imbalances; create a new environment of participation and honesty; and rid us of the past crimes against this community.
She doesn't have a bunker
Here we are more than two years later and the Sierra Kings District Hospital is doing what we at KVHD should have done: fire Ott.
Sierra Kings is not without its own problems, as the former President of the board, was recently asked to step down by members of the community, as the hospital has filed for bankruptcy and questions about the origin of these problems still plague the residents.
Trish Johnson, did not step down as a board member, but rather a wishy washy stance was taken and she slipped into another chair, and now is no longer in a leadership position on the board, yet still a board member.
I don't think that move will satisfy the people in Reedley though, as they are willing to take up signs, speak out and walk in front of the hospital, with regard only for the community, not themselves or reputations.
I have asked repeatedly that Bob Jamison and Brad Armstrong admit their mistakes and step down from the board. I am not the only one who believes this would be best for our community: I just happen to be the only one willing to say it.
The Valley of Fear
We live in a valley of fear, as we're prone to ignore problems for the sake of our standing in the community. There are people here who would throw you under the bus in a heartbeat if it made them look better or kept them out of trouble.
I've seen that happen at this hospital over the last few years, and it is indeed sickening.
Pam Ott fed off of this environment, that is how she was able to escape responsibility for two years, and even get a couple of awards from the Association of California Healthcare Districts, ACHD, before the law caught up with her.
Bob Jamison and Brad Armstrong must believe that by stepping down from the board and allowing progress to the scene, that would somehow diminish them and their previous power.
Realize this: these two board members get little money to do what they do (which these days is nothing); they do get healthcare insurance with the district; but all in all it's not a paying job, it's a service.
And boy oh boy did they serve up quite a dish for us: colluding with each other, allowing criminal activity, engaging in criminal activity, ignoring serious and deadly problems, hiring unqualified CEO's, and yet they are still here. (It boggles the mind)
They will never have their power back, the way it was when Ott and Beedle reigned as King and Queen.
Jamison and Armstrong stay because they are not strong enough to leave. It's that simple. There is strength in character, so that answers our questions.
Final thoughts
I'm sure there will be some happy people out there who believe that Pam Ott is now getting what she deserves: what comes around goes around, they say.
I don't blame them a bit as Ott showed no compassion toward anyone, and that lack of sentiment was followed by her followers, Ott's gang. (See post: Ma's gang)
The finale may not be the way we would like it as the state of California, Department of Justice, maybe hoping to escape the trial and go for the plea bargains.
But if we can save this hospital from itself at this point, and survive the immoral and unethical years, then we can be proud of ourselves.
We have a serious situation coming from every direction at the healthcare district, as it is weakened to the point of considering even to close down a pharmacy used by residents utilizing the local district services or simply living on the south side of the lake.
If they can't run a pharmacy, how can these people run a whole healthcare district?
Is this not a model of ineffective financial planning, development, and certainly financial advice?
We have become the Kern Valley Public "thrift store" District, as the auxiliary manages to have continued success financially, and a construction project which went without a hitch, and was fully completed.
The Auxiliary, an all volunteer crew, manage to keep this district running, providing money for the rehab on the aging buildings, and rundown or nonexistent equipment. Umm, since they're paying for everything, they should be invited in on the discussion of how to run the pharmacy.
We will have more on the pharmacy soon. Please know that the employees left at the gutted pharmacy are trying their best to get your order, and that they do not have the power to change the situation. If you want to complain, talk to the man who is in charge of finance, CFO, Chet Beedle. 760-379-2681, press O, and ask for Chet.
And thank you, Sierra Kings, for setting a strong example of community teamwork, involvement, to deal with situations such as we have at our relative healthcare outlets. You have filed for bankruptcy and now have divested yourselves of Ott, whereas we should bankrupt, and fire the left over players from the Ott regime.
And also a thank you goes out to the woman (I didn't get her name, but I will) from the Board of Registered Nursing, who in court last week, asked the judge that Ott be required to check in with the agency before taking on a leadership position in any new employment she may get.
(In September when she was initially charged, Ott was not required to post bail, spent no time in jail or a jumpsuit, and her only stipulation was that she could not hold a leadership position in a hospital with a nursing center. Oh, the inequity of these decisions.)
The judge denied the board of nursing's request, but the fact that she persisted and may really understand, unlike the judge, what Ott is capable of, makes her diligent in her pursuit of justice. (Remember, I posted the email where Ott again misrepresents her credentials even further past her resume, and tells me she was a nurse practitioner. She was offering to help me as I had become ill, which was truly timed in her favor. That should be reason enough right there to keep an eye on Miss Ott.)
More to follow...
Former Kern Valley Healthcare District CEO, Pamela Ott, shown here during the May 2007 KVHD board meeting, where she stepped down as CEO amidst troubles in the skilled nursing facility which lead to elder abuse criminal charges being filed against her two months ago in September.
Ott left KVHD while the nursing center was being threatened with closure, and civil lawsuits were being filed against the district. (No, she wasn't fired by KVHD, but was aided and abetted by the former "sticky three" board members, who sent her off to their friends from Aspen Street Architects, with letters of recommendation.)
She then went on to Sierra Kings District Hospital a month later, being hired on as CEO, with a resume containing suspicious educational degrees originating from a "diploma mill" or unaccredited program, which KVHD overlooked and so did Sierra Kings.
Reedley rids itself of Ott
When Ott was charged two months ago by the state of California, Department of Justice, Medi-Cal and elder abuse, and Board of Registered Nursing, with eight counts of elder abuse, the Sierra Kings District Board of Directors put her on unpaid administrative leave.
The former President of the Sierra Kings board, Trish Johnson, said that the board was not aware of why Ott was going to court at the time, and that the whole issue was a surprise to her. (More research of her resume would have probably lessened the surprise factor.)
Johnson said the board would wait until the November hearing to make a final decision on Ott's status with the district.
The criminal court hearings, which took place last week, resulted only in a continuance for Ott and the two other remaining defendants, Dr. Hoshang Pormir and Gwen Hughes, RN, until Jan. 5, as they all waived their rights to a "speedy preliminary hearing."
While Ott prepared for court last week, the Sierra Kings hospital board of directors, at their regular monthly meeting, made the decision, and terminated the former CEO who will be facing criminal charges as well as several civil lawsuits occurring during her leadership at KVHD.
Human resources fiasco
As I mentioned above, both the Kern Valley Healthcare District and Sierra Kings Distirct, hired on Ott with her fish market, fishy resume, work history and educational degrees. (there are several posts on the blog relating to this topic, as well as Ott's actual resume.)
Imagine that this document, the copy I have was used at KVHD, was seen and reviewed by many people in the chain of command, which makes this another "system failure" as Ott described the state of the nursing center in 2007.
There have been many people arguing recently about how the poor victims in the human resources department have their hands tied by the state and cannot do a full background check.
Maybe so, if you put no work into it at all. However, Ott's resume was so obvious that anyone reading it could have caught it and questioned it, it would have taken all of five minutes to look the degrees up on the Internet.
There is no excuse for this. All who were involved in the hiring of Ott as CEO should be fired, sued, or thrown off the board of directors. (By the way, if Ott is currently job hunting, I would recommend to a potential employer to: READ THIS BLOG FIRST, then decide. Here's your background check and it wasn't free, we all paid the price.)Yes, Ott was the tragedy, but certainly not her resignation
Crazy as it sounds, after the threat of closing the nursing center, the cries for help from the employees, the new drug regimen, KVHD board member, Bob Jamison called Ott stepping down, "a tragedy that didn't have to happen."
Yelling and threatening, Jamison, made it clear that the only problem at KVHD was the media reporting there was a problem at KVHD. He and Ott even threatened libel suits to put the finishing touches on their story.
Jamison, who is the only person at the local radio outlet, QAB media, who can work the engineering for the stations (which allows him great influence over the owners,) engineered a plan to have Ott on the radio to explain what happened at the nursing center. He dedicated a whole hour of radio time to deny the seriousness of the problems and to offer sad excuses to go along with the lies. (See: Here's your witness Jerry Brown to read the transcript of the show)
Jamison was not alone in his grief for Ott and her departure, the two fellow board members, known as the "sticky three," Brad Armstrong and Barbara Casas, were more concerned with Ott's resignation than the meltdown of the hospital.
Brad Armstrong and Barbara Casas, openly attack the community in response to Ott's resignation. Bob Knight, at the right of the picture, tried to warn the other board members and community of the problems, but was not taken seriously because of personal attacks.
But did Jamison, Casas, and Armstrong also help Ott get the job she just lost at Sierra Kings District, by providing references? (If I were Sierra Kings and didn't want to look as ridiculous as they do here for hiring Ott, I would get out those letters of reference and march them down to an attorney who might know what to do about it.)
Again, the onus of responsibility comes down from the top. Even if none of these people ever touched a resident of the nursing center or knew their names, they created an environment of fear and dishonesty, which lead to the system failure or whatever term you want to call it, which hurt residents, families, and the future of this hospital, and in turn the future of this community.
That kind of authoritarian leadership created a hostile environment inside that hospital, where many people were threatened with termination, hours cut, pay cuts, licenses reported; anything to keep employees from questioning the administrators and their board member cohorts.
(Hitler never put one single person on a train to a concentration camp. He didn't have to do the dirty work; it was the environment of fear he created that lead people to do things they would not normally do or agree with. )
As Ott resigned in May 07, she gave the board thirty days notice, meaning she may have stepped down that night at the meeting, but she had thirty more days in power and some cleaning up to do.
Ott's last thirty, dirty days at KVHD
The day after her resignation, several employees found themselves facing the firing squad, Human Resources Manager, Michelle Rosado. (Rosado left shortly after Ott in 07)
Rosado wasted no time in getting those out of the hospital who could be a threat to the cover up of the nursing center which had been ensuing for months.
Anyone who knew me, was immediately suspect. Employees told me they were ordered to "never" talk to me. My medical care suffered as a consequence.
There was no compassion as I got phone calls from distraught staff with stories of being thrown out of their offices without time to even gather all of their things.
They were ordered off the property. The paranoid administrators then turned to another tactic and that was to try and hold up unemployment claims and people trying to retrieve money from their vacation, sick time, and retirement accounts.
Next was the insurance issue, as terminated employees were scrambling to hang onto their health insurance, they were told, like in most cases, the only option was the COBRA policy, which was overpriced, especially for the recently jobless.
So, the stress continued as Ott blamed the terminations on the nursing home management company, Sycamore Asset Management Company, who came in via Ott and the board. (I've got this on tape Sycamore...?)
Sycamore was given carte blanche to do what they had to do to pull the SNF out of possible closure, and they were handed on a silver platter, a time and materials contract, to do it with.
The board and the financial officer, Chet Beedle, allowed this company to charge almost two million dollars, for their services, which did not end the woes of the nursing center. There was no due diligence in that decision, and currently hurts the hospital which barely has five days cash on hand.
(We could use that money now. Where's Pam Ott? Would she be willing to pay our fines and the tab for Sycamore? We need the money back Pam.)
Two board members and dozens of employees tried to get thru the bulwark, Robert and Kathryn Knight, reported the CEO, but in the end, all the propaganda and defamation kept the truth buried, until now. (see blog post: Urban legend, revelation and responsibility)
Firing can be a good thing though
I think ridding yourself of employees who are irresponsible, lacking in skills, lying on their resumes, pretending not to know about criminal activity, engaging in criminal activity, showing no compassion, invading private employee information, is a really good idea.
But that's not what happened at KVHD.
In fact, people were fired for no good reason on many occasions. But the ones who were doing the things I described above, many of them are still getting a paycheck from our public healthcare district every month.
And one of the people, actually, as has been posted in this blog, invaded the privacy of two employees without recourse. He also misled the board members on many financial decisions. He was involved in a nasty dispute regarding a health clinic which ended up requiring our favorite players, attorneys.
But he's still there. Even with new board members, who should be wary of everything this person claims and says, there has been no real action to change the situation.
How can you fire people for no reason, and not fire those for a good reason?
Can KVHD make any sense of this themselves? I cannot.
If the board and administrators truly want what is best for this district and this hospital and ultimately the community's survival, then they should take their job's seriously, and make the tough calls.
To do this they must cast off any doubt or fear that they will be criticized or even lose a few admirers, when they get around to doing what is right. (it's been long awaited, trust me)
Correct the imbalances; create a new environment of participation and honesty; and rid us of the past crimes against this community.
She doesn't have a bunker
Here we are more than two years later and the Sierra Kings District Hospital is doing what we at KVHD should have done: fire Ott.
Sierra Kings is not without its own problems, as the former President of the board, was recently asked to step down by members of the community, as the hospital has filed for bankruptcy and questions about the origin of these problems still plague the residents.
Trish Johnson, did not step down as a board member, but rather a wishy washy stance was taken and she slipped into another chair, and now is no longer in a leadership position on the board, yet still a board member.
I don't think that move will satisfy the people in Reedley though, as they are willing to take up signs, speak out and walk in front of the hospital, with regard only for the community, not themselves or reputations.
I have asked repeatedly that Bob Jamison and Brad Armstrong admit their mistakes and step down from the board. I am not the only one who believes this would be best for our community: I just happen to be the only one willing to say it.
The Valley of Fear
We live in a valley of fear, as we're prone to ignore problems for the sake of our standing in the community. There are people here who would throw you under the bus in a heartbeat if it made them look better or kept them out of trouble.
I've seen that happen at this hospital over the last few years, and it is indeed sickening.
Pam Ott fed off of this environment, that is how she was able to escape responsibility for two years, and even get a couple of awards from the Association of California Healthcare Districts, ACHD, before the law caught up with her.
Bob Jamison and Brad Armstrong must believe that by stepping down from the board and allowing progress to the scene, that would somehow diminish them and their previous power.
Realize this: these two board members get little money to do what they do (which these days is nothing); they do get healthcare insurance with the district; but all in all it's not a paying job, it's a service.
And boy oh boy did they serve up quite a dish for us: colluding with each other, allowing criminal activity, engaging in criminal activity, ignoring serious and deadly problems, hiring unqualified CEO's, and yet they are still here. (It boggles the mind)
They will never have their power back, the way it was when Ott and Beedle reigned as King and Queen.
Jamison and Armstrong stay because they are not strong enough to leave. It's that simple. There is strength in character, so that answers our questions.
Final thoughts
I'm sure there will be some happy people out there who believe that Pam Ott is now getting what she deserves: what comes around goes around, they say.
I don't blame them a bit as Ott showed no compassion toward anyone, and that lack of sentiment was followed by her followers, Ott's gang. (See post: Ma's gang)
The finale may not be the way we would like it as the state of California, Department of Justice, maybe hoping to escape the trial and go for the plea bargains.
But if we can save this hospital from itself at this point, and survive the immoral and unethical years, then we can be proud of ourselves.
We have a serious situation coming from every direction at the healthcare district, as it is weakened to the point of considering even to close down a pharmacy used by residents utilizing the local district services or simply living on the south side of the lake.
If they can't run a pharmacy, how can these people run a whole healthcare district?
Is this not a model of ineffective financial planning, development, and certainly financial advice?
We have become the Kern Valley Public "thrift store" District, as the auxiliary manages to have continued success financially, and a construction project which went without a hitch, and was fully completed.
The Auxiliary, an all volunteer crew, manage to keep this district running, providing money for the rehab on the aging buildings, and rundown or nonexistent equipment. Umm, since they're paying for everything, they should be invited in on the discussion of how to run the pharmacy.
We will have more on the pharmacy soon. Please know that the employees left at the gutted pharmacy are trying their best to get your order, and that they do not have the power to change the situation. If you want to complain, talk to the man who is in charge of finance, CFO, Chet Beedle. 760-379-2681, press O, and ask for Chet.
And thank you, Sierra Kings, for setting a strong example of community teamwork, involvement, to deal with situations such as we have at our relative healthcare outlets. You have filed for bankruptcy and now have divested yourselves of Ott, whereas we should bankrupt, and fire the left over players from the Ott regime.
And also a thank you goes out to the woman (I didn't get her name, but I will) from the Board of Registered Nursing, who in court last week, asked the judge that Ott be required to check in with the agency before taking on a leadership position in any new employment she may get.
(In September when she was initially charged, Ott was not required to post bail, spent no time in jail or a jumpsuit, and her only stipulation was that she could not hold a leadership position in a hospital with a nursing center. Oh, the inequity of these decisions.)
The judge denied the board of nursing's request, but the fact that she persisted and may really understand, unlike the judge, what Ott is capable of, makes her diligent in her pursuit of justice. (Remember, I posted the email where Ott again misrepresents her credentials even further past her resume, and tells me she was a nurse practitioner. She was offering to help me as I had become ill, which was truly timed in her favor. That should be reason enough right there to keep an eye on Miss Ott.)
More to follow...
Thursday, April 23, 2009
The CEO would have to be special
oh,hi,I didn't see you there, I was just making up my list of what I think would be the best CEO for the hospital.
I'm starting with what I don't want to see:
No high starting salary: the new CEO would have to understand the hospital is a money pit, and take a smaller salary, with a contigency that certain goals are met, and any increase would be based on merit by meeting these set goals.
No more fake CEO's with funny credentials.
No more CEO's who hate to answer questions.
NO more CEO's who play games with the posting for the meetings.
And no CEO who is a friend or acquaintance of Brad Armstrong, Bob Jamison, Pam Ott, Cal Mtg., Brim Management, Dave Green, DHS or CMS.
What I would like to see is someone who is not coming here to prey upon a frazzled organization, but to help.
Someone with priniciples and character who will not woo the public with pretty stories, but who will inform the public and invite their wisdom.
It would be helpful if the new CEO was local or even currently employed at the hospital.
Someone who would have knowledge of the hospital already, and not have to learn about everything and everyone which would be wasting critical time in repairing and staffing the hospital.
This CEO would come on with good credentials, but would be supported by the hospital to further educate and keep up with the shifting ground going on in healthcare.
This CEO would also attend events such as ACHD and become informed on legislation and lobby for KVHD and it's needs. (I'm sure Mr. Armstrong would not agree, but then he's never bothered to attend one of these functions)
If we can't find this tomato at the store, then let's grow one. Just like with ECHO and other nursing programs, we can create what we want in a CEO and not just take what we can get.
(we had no other choice; I really don't think I can hear that excuse again)
I'm starting with what I don't want to see:
No high starting salary: the new CEO would have to understand the hospital is a money pit, and take a smaller salary, with a contigency that certain goals are met, and any increase would be based on merit by meeting these set goals.
No more fake CEO's with funny credentials.
No more CEO's who hate to answer questions.
NO more CEO's who play games with the posting for the meetings.
And no CEO who is a friend or acquaintance of Brad Armstrong, Bob Jamison, Pam Ott, Cal Mtg., Brim Management, Dave Green, DHS or CMS.
What I would like to see is someone who is not coming here to prey upon a frazzled organization, but to help.
Someone with priniciples and character who will not woo the public with pretty stories, but who will inform the public and invite their wisdom.
It would be helpful if the new CEO was local or even currently employed at the hospital.
Someone who would have knowledge of the hospital already, and not have to learn about everything and everyone which would be wasting critical time in repairing and staffing the hospital.
This CEO would come on with good credentials, but would be supported by the hospital to further educate and keep up with the shifting ground going on in healthcare.
This CEO would also attend events such as ACHD and become informed on legislation and lobby for KVHD and it's needs. (I'm sure Mr. Armstrong would not agree, but then he's never bothered to attend one of these functions)
If we can't find this tomato at the store, then let's grow one. Just like with ECHO and other nursing programs, we can create what we want in a CEO and not just take what we can get.
(we had no other choice; I really don't think I can hear that excuse again)
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