I remember when my 93 year-old grandfather had a problem with his water heater, or as he called it, raised in Brooklyn, the “burler” (boiler).
He called and left messages with me, but didn’t realize I was out of town.
So, he let the problem go all week until the weekend came and he had to call somebody.
He saw an ad on TV and out came a certain plumbing company on a Sunday with an elderly gentleman all alone.
When I got home Grampa chewed me out for, I guess, going out of town. I went to his house and found the water heater changed out and a bill for $1700.
The average price to install a water heater outside in a closet, was about $500. On a Sunday, maybe $700. (Which is what I sent the company after I stopped payment on my Grampa’s check.)
But two things occurred that day, the first was that there was an emergency situation that could have been caught during the week before it escalated which caused him to have to make a hasty decision.
The second part was the lack of checking out who was being hired to do the job and the price. Grampa accepted the price and just told them to do the job.
But my Grampa was an average guy, not a CEO, CNO, CFO or a specially equipped with ultimate knowledge, KVHD board member.
There is certainly correlation between this story and the situation which took place at the hospital.
When the skilled nursing facility sprung a leak in 2006,(Yes, let’s just continue with the plumbing analogy) many people knew about it. Employees told administration and the board of directors.
With an old, out of date, plumbing system that had been passed by the department of health services and CMS for years without proper direction and education, the nursing facility was flooding.
The CEO and top officials simply shut the doors trying to keep the deluge back.
When the water eventually spilled out, with employees caught in the current, the hospital administration and board began blaming everyone but themselves. (just like my Grampa)
Eventually, with the hospital SNF on the verge of being closed, it was now an emergency. The whole hospital falls if the SNF goes down.
So, what did these bright, credentialed, professionals do different than the ancient patriarch of my family?
Nothing.
They let the problems go just like he did. And made a very hasty decision because of it.
Who you gonna call?
KVHD didn’t have to call anybody, the bat signal went up in the Bakerfield Californian newspaper that the hospital SNF would be closing, they were again in Immediate jeopardy. And that's all it took to attract the ants to the picnic.
Enter the new management company lauded with praise by former CEO ya later, Pam Ott; The saviors of KVHD, "Sycamore Asset Management."
The price? Why they would pay any price at that point to keep the water heater or I mean SNF running. And the management company knew this.
Even more importantly, this management company knew they would make money by helping the SNF or they would still make money by closing it (maybe even more). Yes, the company will help come in and close down a facility too.
From the contract: “ B,2,(c)…KVHD further understands and acknowledges that, in the event the SNF unit of KVHD be placed into temporary management or receivership by DHS services or CMS, Sycamore and/or its officers, directors, agents, employees and attorneys may be requested to either serve in such capacity or assist in carrying out the functions.”
Now, let us take a look at the baseline charges this company, who are long since gone, probably out enjoying the million plus bucks they made in a matter of months, during 2007.
(Gosh, my Grampa is looking smarter to me right now.)
Hourly rates:
Sycamore $245 per hour (reduced from $285)
Pharmacy consultant $100 per hour reduced from $245
RN’s, RD’s, Social, work staff $100 per hour
Staff nurses $85 per hour
LVN $50 per hour
Medical Records $50 per hour
Administrative assistants $40 per hour
Legal counsel $425 per hour
Costs: KVHD shall reimburse Sycamore and its representatives for costs expended in carrying out the obligations under this agreement, including but not limited to, food, lodging, travel and such other expenses as may be reasonably incurred.
Now I’ve seen many of the hospital financial projections done by the CFO; what exactly did he project here? And why when he read off the traveling nursing figures at the last board meeting did he blame Sycamore Mgt.? He could see where the numbers were leading.
But time had been wasted and I imagine we will hear the same excuse again, they had no other choice. And whose fault is that?
This agreement was signed by Pam Ott and Bradley Armstrong in May 2007.
(Ironically enough, Mr. Armstrong still sits on the board, but has become quite a penny pincher. I guess after you sign off all of the hospitals money, you don’t have much left to spend. So, watch out community I estimate they will try to borrow from us soon in the form of a general obligation bond. It will be either the seismic issue or to keep the hospital running. Or they will try to make the cuts in the hospital that have always lead to good things, like short staffing and improper systems of care. What dazzling ideas will we see next?)
More to follow…
Persistance and Tenacity, requires a new chapter, a new beginning....
Showing posts with label Brad Armstrong. Show all posts
Showing posts with label Brad Armstrong. Show all posts
Thursday, July 29, 2010
Saturday, June 5, 2010
He thinks it's funny: Do you DHS, Jerry Brown, CMS, DA?
Jerry Brown: it's never too late...
The healthcare district spent $60,000 on a public relations firm to try and change its damaged image.
KVHD board meeting, June 2009:
Feeling safe and secure he will never have to face his responsibility for the disasters/failures/crimes of the Kern Valley Healthcare District, the district's employees and patients have been enduring for the last two plus years, board member, Brad Armstrong, reacted when I told him it was sick he was still a free man while a doctor and pharmacist pay his toll.
He laughed and smirked.
I asked him, "Do you think that's funny?"
I'm sure Dr. Pormir isn't laughing and neither are the families of the patients in the skilled nursing facility, or the former employees scapegoated and known always as "disgruntled."
While the perpetrators of the disasters sit at our KVHD board table each month, Armstrong, Bob Jamison and Chet Beedle, CFO, without conscience or an understanding of how many lives have been altered because of them. I'm going to make sure they know what their crimes have reaped.
Again, I repeat as I have written in personal correspondence with many of our elected officials, you let the leaders go, to continue the same indifference to laws and ethics while you took the "worker bees."
You want to kill the swarm you go after the queen and her mates. (Don't forget, former CEO of KVHD, Pam Ott, now infesting Sierra King District in Reedly, CA: Oh yeah, she's a witness for the state.)
Apparently the Department of Justice doesn't scare our Mr. Armstrong, I believe he thinks he is untouchable. He should probably take heed there are those out there that "know" what he did.
Bob Jamison has laughed off investigations crowing from his sqawk box at QAB media about the impotence of government. So, now he faces a new hurdle at the next board meeting and every meeting thereafter: having to listen to his own emails being read onto the hospital record.
And Chet Beedle with his funny abacus will never admit to the short staffing, the personal attacks on employees, the grandiose contracts, the short sighted bond refinance, so we are just going to have to help him out with the truth.
But once the state investigators looked away from KVHD, the element just reassembled, added new members, burrowed back in, becoming even more fearless.
At a special board meeting in March, I was asked to get a report for a TV station. When I entered the board room, the board counsel was giving me the synopsis over the phone, when Brad Armstrong stepped in front of me, clicked off the phone as the attorney was in mid sentence, and told me, "meeting adjourned." (Worthy to note, the chairman is the only one to say, meeting adjourned. He's not the chairman. I guess he's still living in the middle chair of his mind.)
I protested that I had not gotten the report. While I was protesting the cameraman from the TV station was getting hit with sprinklers as he tried to film in front of the hospital.
We went up to the bench at the entrance of the facility to do the interview, and suddenly, the sprinklers from the tree, sprayed us. We laughed and I explained to the startled cameraman that it was just the nonsense of stupid people. (He fixed the sprinkler by the way. Chet you owe him five bucks. Or maybe you would prefer he be your sprinkler consultant and you could contract for say, half a million?)
The healthcare district spent $60,000 on a public relations firm to try and change its damaged image.
They then really helped their marred image by turning the sprinklers on a cameraman from KGET, Channel 17 news, out of Bakersfield last March.
Opinion #7-13 Laura Hart:
Mr. Attorney General, if the government cannot serve the type of justice which produces healing by removing the malignant force, then it would be best to do nothing at all. You removed some healthy tissue but left most of the tumors behind. Not a good prognosis.
By ignoring the leaders in your indictments, much like leaving ruthless leaders from authoritarian regimes in power, you let them continue the same actions but with impunity.
Unfortunately, the message the state sent to the Kern Valley was that we are only a provocative headline for you sir and your public relations staff who are working on your next political campaign.
Dr. Pormir chided me two years ago that, "you, Laura, know nothing about politics."
Given our respective situations, related to the political machine, I'd say we're becoming frickin' experts.
Friday, October 30, 2009
Book em' Danno! Or Donno, or I mean, sorry, Donny, Jerry and Steve, our guardians of some California justice
Why not these two?
Now we know if we caught Pam Ott, former CEO of the Kern Valley Healthcare District, charged with eight counts of elder abuse by the state of California, smoking some marijuana, she would be in jail, on "bail" in a jumpsuit, being cursed by board member, and media non-personality, Bob Jamison.
But, because it was a matter of governance, or lack thereof, we seem to have forgiven those who allowed a situation to occur in a hospital and nursing center which may have lead to the demise of residents who knew nothing of the politics which played a role in their care.
I was looking through the California Penal code, for the fun of it, a week or so ago as there are so many laws on the books which could be applied in our case here at KVHD. I sit here this fine Friday afternoon, late for appointments, wondering why there are not at least two more defendants for next week.
We know that there are documents that pertain to the responsibilities of those in charge of the nursing center or any nursing home. The administrator, the leader, is the top dog, according to the district policy and the laws of the state of California.
That should not be questioned.
But our administrator also had a second in command, who knew very well, what was going on. Ott even pointed that finger early in 2006, when Department of Health Services or "Public Health" (thank you, I'm scared already) questioned Ott's credentials.
As has been pointed out on this blog, which has reached an unmanagable 200 posts, (wow, let's celebrate! It took 200 blogs to explain this situation, but only one jury can send the message home) that Ott had help in the cover up.
Let's see the CNO of the time, she definitely knew; the CFO, Chet Beedle, who recently made fools of the board and current administration with his pharmacy analysis, was cutting out more jobs than the mortgage industry, which made for big gaping holes in the staffing, he knew.
And board members, Bob Jamison, Brad Armstrong, and Barbara Casas were either covering for the "leadership lite" administrative nightmare, or they were duped like most of us.
Either way, it's still malfeasance. They should have looked at the records, stopped the cover up, but they, instead, helped Miss Ott out of the "country" off to her new position at Sierra Kings District Hospital which has now met with trials and tribulations under her leadership. They are bankrupting their hospital. (we're just killing our business little by little here at the hands of a CFO, but, let's keep him, pay him, and allow him to continue down this path of fiduciary suicide)
But the CFO, was right in the middle of all of this, taking out personal personnel information to try and keep the employees in their places.
(Yes, we're going to have another holocaust blog for Monday. The first one didn't work out as I was straight out of surgery trying to write it, but now, I'm ready. Are you ready for Mien KVHD?)
How is it that other employees were fired for lesser issues, but, again, the administration gets a break?
Now, the former CNO, who currently works in quality control and the cardiac arrest her departments which were created out of scratch, those medicines off the charts, needs to be addressed in a courtroom.
Thelma and Louise of the SNF, Ott and Sharon Brucker, read reports to the board throughout 2006, with such concern as, "whoops" our patients lost 25 pounds, yes, we need to start weighing them. But only when we can find a way to bring them out without restraints.
Brucker the former CNO, was seen in court last month though, in the audience unfortunately, as Ott took a few minutes to show up and plead not guilty at all, what are you talking about, to the elder abuse charges.
Ott didn't have to post bail, it was all quite streamlined for her, so I asked the Department of Justice, (several times in fact) why she was treated with this "fast track" method of justice.
I have not received a suitable answer or actually any answer. It's not a rhetorical or hysterical question, Scott Gerber, bad boy of PR: I was serious: why would you treat her that way after the evidence shows she had no regard for anyone else, employees, residents of the SNF, or the law itself?
Come on DOJ, serve the "loco" motion
As I said, there are so many laws on the books which could easily be used in this case to make sure, double check, that we got all the people out of there who need to be made an example of for the rest.
Would it be crazy to press these charges? I don't think so. I'm quite certain that even though the DOJ's investigation was late, like me, and the evidence was shredded, and the tapes were lost, (though there were some other tapes made by Ott, which I'm wondering if they have been turned over to the DOJ) there is still evidence.
Maybe you can't get them all on elder abuse charges, but there are other lesser charges, easier to prove that would at least get them out of the hospital so they can't do any more damage. And maybe then, we can heal this place.
But we need felonies as the hospital does not rehire those with felonies on their record.
And you need to take the board members too. Do not let them think they can do this without some sort of slap on the wrist or fanny or something. They knew what was going on: Bob, Brad and Barbara, "the killer B's."
However, politics played a big role in all of this, but the unfortunate element was the residents: they didn't get a vote, on measure M, their staffing, or the drugs a certain nursing director decided to use.
They didn't have a choice, but we do
The residents of the Kern Valley Healthcare District skilled nursing facility didn't know the staffing was cut because there was a need to save money. They didn't know that when they rang their call lights, busy nurses were doing all they could just to keep up with the heavy load dumped on them in 2006 KVHD budget.
The residents also didn't know why the people they had come to love and care about, the nurse's aides, who were pushed beyond the call of duty, were helpless to stop the people at the top. The aides were threatened with licenses and forced to work overtime, and more overtime, sick or well, they had to come in or the nursing center would close.
The residents also did not know why the board of directors so coyly turned away from the employees who tried to blow the damn whistle, but only air and fear came out.
They didn't deserve the disrespect nor did they have any idea what was really going on around them which would lead to such a disaster.
And the families of the residents, how do they feel?
We are now on a new course at the skilled nursing facility, one with more compassion, "more staff", customer service, renewed research into better systems, and a new CCO, Cynthia Burciaga, who is monitoring the situation.
Our new CEO, Tim McGlew, has added a new element as he had the insurance liability carrier, Betagroup, do a risk assessment of the nursing center.
Though we are paying attention now, there was a serious problem for the families who feared for their loved ones in the SNF.
From all the information I have heard and seen, the families had to fight to get information and paperwork. (Yes, the paperwork was delayed, how convenient)
But along with that, they were treated as if they were simple "complainers" in some cases, by the CEO, Ott and even mentioned was CFO, Chet Beedle, whom I accused of this behavior at a recent meeting.
How could the families even watch the video of Bob Jamison calling the tragedy at KVHD, Pam Ott's resignation? I'm sure they felt great that Jamison followed it up by allowing Ott a full hour of radio time to propagate her agenda.
(See posts: Here's your witness Jerry Brown and "Hey Tokyo Rose, where's your Kimono?)
But now we, and I mean the government, the lawyers, the families of victims, the staff, the staff who were fired, the whistleblowers, have to come together and get the truth out there for those who want it, and more so, those who need it to move on from this mess.
"Ladies and Gentlemen of the Jury, the State of California has sufficient evidence to prove that Pam Ott, the spy, the media attack, the buffer, the number's guy, were part of a cover up of crimes against the residents of the hospital, but not only that, crimes against a community.
Again, we thank you for coming to be our jurors, and we know you will see through the facade, the collusion, to bring the leaders, the corporate administrators and elected board members, to justice for their roles in harming the public and obstructing the investigation.
We know you will be fair and impartial as you hear all the testimony of witnesses and victims of a case which lead to abusing elderly patients for the sake of saving money, (to pay Cal Mtg. I would say that, but they won't), and by the leaders who tried to cover their tracks and scapegoat the little guys. It could have been you, Jane or John juror, you could have been threatened with your job or fired, by an entrenched system of bullying and scapegoating."
That's how I would open my case...You have all that you need to convince a jury full of average folks who probably would not take kindly to hearing about high level, heavily reimbursed, bosses at a public healthcare district who allowed and even prolonged potential elder abuse.
I don't see any problems getting that message across to a jury. Feel free to utilize my little blog here and I've got many other bits of evidence around here at home too. Let's do lunch, then do KVHD...
(I'm trying very hard not to blow a fuse with the uploading problems with the video for Youtube. After three hours on Verizon's DSL, or supposed high speed internet, I managed to load one video last night. It's Chet Beedle though, and you should watch. I don't know what the problem is, maybe I'm competing with Jerry Brown throwing up all his gubernatorial campaign videos on Youtube...I dont' know. I'm still trying though. Aren't I?)
Now we know if we caught Pam Ott, former CEO of the Kern Valley Healthcare District, charged with eight counts of elder abuse by the state of California, smoking some marijuana, she would be in jail, on "bail" in a jumpsuit, being cursed by board member, and media non-personality, Bob Jamison.
But, because it was a matter of governance, or lack thereof, we seem to have forgiven those who allowed a situation to occur in a hospital and nursing center which may have lead to the demise of residents who knew nothing of the politics which played a role in their care.
I was looking through the California Penal code, for the fun of it, a week or so ago as there are so many laws on the books which could be applied in our case here at KVHD. I sit here this fine Friday afternoon, late for appointments, wondering why there are not at least two more defendants for next week.
We know that there are documents that pertain to the responsibilities of those in charge of the nursing center or any nursing home. The administrator, the leader, is the top dog, according to the district policy and the laws of the state of California.
That should not be questioned.
But our administrator also had a second in command, who knew very well, what was going on. Ott even pointed that finger early in 2006, when Department of Health Services or "Public Health" (thank you, I'm scared already) questioned Ott's credentials.
As has been pointed out on this blog, which has reached an unmanagable 200 posts, (wow, let's celebrate! It took 200 blogs to explain this situation, but only one jury can send the message home) that Ott had help in the cover up.
Let's see the CNO of the time, she definitely knew; the CFO, Chet Beedle, who recently made fools of the board and current administration with his pharmacy analysis, was cutting out more jobs than the mortgage industry, which made for big gaping holes in the staffing, he knew.
And board members, Bob Jamison, Brad Armstrong, and Barbara Casas were either covering for the "leadership lite" administrative nightmare, or they were duped like most of us.
Either way, it's still malfeasance. They should have looked at the records, stopped the cover up, but they, instead, helped Miss Ott out of the "country" off to her new position at Sierra Kings District Hospital which has now met with trials and tribulations under her leadership. They are bankrupting their hospital. (we're just killing our business little by little here at the hands of a CFO, but, let's keep him, pay him, and allow him to continue down this path of fiduciary suicide)
But the CFO, was right in the middle of all of this, taking out personal personnel information to try and keep the employees in their places.
(Yes, we're going to have another holocaust blog for Monday. The first one didn't work out as I was straight out of surgery trying to write it, but now, I'm ready. Are you ready for Mien KVHD?)
How is it that other employees were fired for lesser issues, but, again, the administration gets a break?
Now, the former CNO, who currently works in quality control and the cardiac arrest her departments which were created out of scratch, those medicines off the charts, needs to be addressed in a courtroom.
Thelma and Louise of the SNF, Ott and Sharon Brucker, read reports to the board throughout 2006, with such concern as, "whoops" our patients lost 25 pounds, yes, we need to start weighing them. But only when we can find a way to bring them out without restraints.
Brucker the former CNO, was seen in court last month though, in the audience unfortunately, as Ott took a few minutes to show up and plead not guilty at all, what are you talking about, to the elder abuse charges.
Ott didn't have to post bail, it was all quite streamlined for her, so I asked the Department of Justice, (several times in fact) why she was treated with this "fast track" method of justice.
I have not received a suitable answer or actually any answer. It's not a rhetorical or hysterical question, Scott Gerber, bad boy of PR: I was serious: why would you treat her that way after the evidence shows she had no regard for anyone else, employees, residents of the SNF, or the law itself?
Come on DOJ, serve the "loco" motion
As I said, there are so many laws on the books which could easily be used in this case to make sure, double check, that we got all the people out of there who need to be made an example of for the rest.
Would it be crazy to press these charges? I don't think so. I'm quite certain that even though the DOJ's investigation was late, like me, and the evidence was shredded, and the tapes were lost, (though there were some other tapes made by Ott, which I'm wondering if they have been turned over to the DOJ) there is still evidence.
Maybe you can't get them all on elder abuse charges, but there are other lesser charges, easier to prove that would at least get them out of the hospital so they can't do any more damage. And maybe then, we can heal this place.
But we need felonies as the hospital does not rehire those with felonies on their record.
And you need to take the board members too. Do not let them think they can do this without some sort of slap on the wrist or fanny or something. They knew what was going on: Bob, Brad and Barbara, "the killer B's."
However, politics played a big role in all of this, but the unfortunate element was the residents: they didn't get a vote, on measure M, their staffing, or the drugs a certain nursing director decided to use.
They didn't have a choice, but we do
The residents of the Kern Valley Healthcare District skilled nursing facility didn't know the staffing was cut because there was a need to save money. They didn't know that when they rang their call lights, busy nurses were doing all they could just to keep up with the heavy load dumped on them in 2006 KVHD budget.
The residents also didn't know why the people they had come to love and care about, the nurse's aides, who were pushed beyond the call of duty, were helpless to stop the people at the top. The aides were threatened with licenses and forced to work overtime, and more overtime, sick or well, they had to come in or the nursing center would close.
The residents also did not know why the board of directors so coyly turned away from the employees who tried to blow the damn whistle, but only air and fear came out.
They didn't deserve the disrespect nor did they have any idea what was really going on around them which would lead to such a disaster.
And the families of the residents, how do they feel?
We are now on a new course at the skilled nursing facility, one with more compassion, "more staff", customer service, renewed research into better systems, and a new CCO, Cynthia Burciaga, who is monitoring the situation.
Our new CEO, Tim McGlew, has added a new element as he had the insurance liability carrier, Betagroup, do a risk assessment of the nursing center.
Though we are paying attention now, there was a serious problem for the families who feared for their loved ones in the SNF.
From all the information I have heard and seen, the families had to fight to get information and paperwork. (Yes, the paperwork was delayed, how convenient)
But along with that, they were treated as if they were simple "complainers" in some cases, by the CEO, Ott and even mentioned was CFO, Chet Beedle, whom I accused of this behavior at a recent meeting.
How could the families even watch the video of Bob Jamison calling the tragedy at KVHD, Pam Ott's resignation? I'm sure they felt great that Jamison followed it up by allowing Ott a full hour of radio time to propagate her agenda.
(See posts: Here's your witness Jerry Brown and "Hey Tokyo Rose, where's your Kimono?)
But now we, and I mean the government, the lawyers, the families of victims, the staff, the staff who were fired, the whistleblowers, have to come together and get the truth out there for those who want it, and more so, those who need it to move on from this mess.
"Ladies and Gentlemen of the Jury, the State of California has sufficient evidence to prove that Pam Ott, the spy, the media attack, the buffer, the number's guy, were part of a cover up of crimes against the residents of the hospital, but not only that, crimes against a community.
Again, we thank you for coming to be our jurors, and we know you will see through the facade, the collusion, to bring the leaders, the corporate administrators and elected board members, to justice for their roles in harming the public and obstructing the investigation.
We know you will be fair and impartial as you hear all the testimony of witnesses and victims of a case which lead to abusing elderly patients for the sake of saving money, (to pay Cal Mtg. I would say that, but they won't), and by the leaders who tried to cover their tracks and scapegoat the little guys. It could have been you, Jane or John juror, you could have been threatened with your job or fired, by an entrenched system of bullying and scapegoating."
That's how I would open my case...You have all that you need to convince a jury full of average folks who probably would not take kindly to hearing about high level, heavily reimbursed, bosses at a public healthcare district who allowed and even prolonged potential elder abuse.
I don't see any problems getting that message across to a jury. Feel free to utilize my little blog here and I've got many other bits of evidence around here at home too. Let's do lunch, then do KVHD...
(I'm trying very hard not to blow a fuse with the uploading problems with the video for Youtube. After three hours on Verizon's DSL, or supposed high speed internet, I managed to load one video last night. It's Chet Beedle though, and you should watch. I don't know what the problem is, maybe I'm competing with Jerry Brown throwing up all his gubernatorial campaign videos on Youtube...I dont' know. I'm still trying though. Aren't I?)
Tuesday, October 20, 2009
Some updates on the flu shots/and a hail to Reedley
Get ready for a little prick, as the Kern Valley healthcare District will indeed be getting flu shots for us this year: and we can still drive thru.
The district is expecting a shipment of the mighty seasonal, elixir, before the end of the month, and will be setting up dates and times for us to drive on by to get our shots.
I'll get you those dates as soon as they come available.
(I'm thinking this might be a good opportunity for the hospital to combine the drive thru flu shots and make a little extra cash doing say...tire inflation and window washing...or maybe even some other medical stuff, like, Podiatrist, Dr. Holly Spohn foot checks, or maybe a looksy down the throat and in the ears, or since we're getting new OBGYN's, a "mobile pap smear" only for those with reclining seats though.)
Hail to the straightforward people of Reedley
Since Reedley was put on the map recently (actually we in the KRV are now officially on the map with a pin stuck in us) as the town that hired on our former, elder abuse charged, CEO, Pamela Ott as the CEO for their hospital, Sierra Kings. (They didn't know about it when they hired her, don't misunderstand)
As has been reported on this blog, Miss Ott, was put on administrative leave, unpaid, by the Sierra Kings District board, when she was charged last month with eight counts of elder abuse stemming from her turbulent employment and leadership here at KVHD.
The CFO, Barabra Jennings, who was hired on by Ott, according to the chairwoman of the board, Trish Johnson, who also said that Ott never told them what the court date was about, that the charges came as a total surprise.
(Yeah, she was quite the surprise package here too)
But I like to keep up with the Reedley news as the hospital there is now in bankruptcy, though trying to salvage some of the plans of recovery, with an interim CEO and CFO.
The Reedley Exponent put up such an intriguing headline last week, I couldn't help but be impressed.
"Local Hospital Chairwoman under siege."
(Now I did have my "shock and awe" campaign, but that indeed is not as cool had I been able to put some of the KVHD board and administrators actually "under siege.")
I so like the attitude they have in Reedley about their healthcare. As we know healthcare can sometimes do more damage than good, so it is a dead serious issue. (coming soon: "A Patient's Plea," a rural healthcare nightmare)
According to the article, by Exponent editor, Cheryl Lingo, Trish Johnson received a visit from two members of the community, who on their own accord, asked that Mrs. Johnson step down from her role as Sierra Kings chairwoman.
Yes! Be direct, be honest, you're not doing the job, you're a public servant, and the public is asking you to do the right thing.
No...she didn't step down. (We know that from our local situation. I've not only said step down, I've yelled it, to their faces. But ego is tough skin to tear through. And there is also the fact these people in office, any kind of political office, think that we voted them in to serve themselves and not us. Did you vote for that kind of service?)
But good job Reedley for taking it to them and speaking out against mediocrity.
I would like to say that I am personally sorry you ended up with Pam Ott in your area. I'm sure had you not gotten the letters of recommendation from the likes of our "terminally" a board member, Brad Armstrong, or our famous public speaker, Bob Jamison, or even Aspen Street Architects, you may have looked beyond the facade.
(I wish there was a board of directors I could sit on and vote to close that radio station Mr. Jamison enjoys using as his play toy. I need to ask someone if the hospital is doing any advertising still with the station. Since I don't really like to listen anymore, I haven't noticed. I'll find out.)
So, thank you for again setting an example for the craven, apathetic and ill informed people of the Kern River Valley. I wish you a hospital of luck.
The district is expecting a shipment of the mighty seasonal, elixir, before the end of the month, and will be setting up dates and times for us to drive on by to get our shots.
I'll get you those dates as soon as they come available.
(I'm thinking this might be a good opportunity for the hospital to combine the drive thru flu shots and make a little extra cash doing say...tire inflation and window washing...or maybe even some other medical stuff, like, Podiatrist, Dr. Holly Spohn foot checks, or maybe a looksy down the throat and in the ears, or since we're getting new OBGYN's, a "mobile pap smear" only for those with reclining seats though.)
Hail to the straightforward people of Reedley
Since Reedley was put on the map recently (actually we in the KRV are now officially on the map with a pin stuck in us) as the town that hired on our former, elder abuse charged, CEO, Pamela Ott as the CEO for their hospital, Sierra Kings. (They didn't know about it when they hired her, don't misunderstand)
As has been reported on this blog, Miss Ott, was put on administrative leave, unpaid, by the Sierra Kings District board, when she was charged last month with eight counts of elder abuse stemming from her turbulent employment and leadership here at KVHD.
The CFO, Barabra Jennings, who was hired on by Ott, according to the chairwoman of the board, Trish Johnson, who also said that Ott never told them what the court date was about, that the charges came as a total surprise.
(Yeah, she was quite the surprise package here too)
But I like to keep up with the Reedley news as the hospital there is now in bankruptcy, though trying to salvage some of the plans of recovery, with an interim CEO and CFO.
The Reedley Exponent put up such an intriguing headline last week, I couldn't help but be impressed.
"Local Hospital Chairwoman under siege."
(Now I did have my "shock and awe" campaign, but that indeed is not as cool had I been able to put some of the KVHD board and administrators actually "under siege.")
I so like the attitude they have in Reedley about their healthcare. As we know healthcare can sometimes do more damage than good, so it is a dead serious issue. (coming soon: "A Patient's Plea," a rural healthcare nightmare)
According to the article, by Exponent editor, Cheryl Lingo, Trish Johnson received a visit from two members of the community, who on their own accord, asked that Mrs. Johnson step down from her role as Sierra Kings chairwoman.
Yes! Be direct, be honest, you're not doing the job, you're a public servant, and the public is asking you to do the right thing.
No...she didn't step down. (We know that from our local situation. I've not only said step down, I've yelled it, to their faces. But ego is tough skin to tear through. And there is also the fact these people in office, any kind of political office, think that we voted them in to serve themselves and not us. Did you vote for that kind of service?)
But good job Reedley for taking it to them and speaking out against mediocrity.
I would like to say that I am personally sorry you ended up with Pam Ott in your area. I'm sure had you not gotten the letters of recommendation from the likes of our "terminally" a board member, Brad Armstrong, or our famous public speaker, Bob Jamison, or even Aspen Street Architects, you may have looked beyond the facade.
(I wish there was a board of directors I could sit on and vote to close that radio station Mr. Jamison enjoys using as his play toy. I need to ask someone if the hospital is doing any advertising still with the station. Since I don't really like to listen anymore, I haven't noticed. I'll find out.)
So, thank you for again setting an example for the craven, apathetic and ill informed people of the Kern River Valley. I wish you a hospital of luck.
Tuesday, August 11, 2009
The disaster, the crimes, when does it end?
Bradley Armstrong, current Treasurer of the Kern Valley Healthcare District, sits in front of his computer deflecting all scrutiny of his activities within the district for more than 20 years. Brown Act violations, conflict of interest issues, bullying, and ignoring serious problems highlight his stay on the board of directors.
They worked together hiding their activities from the public, the employees, and other board members, and created the biggest disaster in the history of the Kern Valley healthcare district when idictments came down from the state Attorney General's office for elder abuse earlier this year.
The charges, stemming from an investigation during the time period between August 2006 and January 2007, were only against a long time doctor and pharmacist, and a director of nursing, who was hired and left during the same time frame. Others got away with their part in the downfall of the skilled nursing facility; and some are still here...
Bob Jamison, 2nd vice chair, still with the board of directors, spent much of his time at his radio job with QAB media protecting the truth about mismanagement and the rest of the time attacking employees along with anyone who questioned the former CEO, Pam Ott. Jamison was one of three board members, a quorum, who ran the hospital into the ground. 
Jamison blogged on the QAB media, an ABC affiliate station, website creating a media war as the three board members and administrators were being scrutinized while investigators were roaming the nursing facility at the hospital. When CEO, Pam Ott, stepped down, May 2007, during the impending disaster, Jamison further aggravated the situation, by bringing Ott on the radio and allowing her an hour to defend and blame others for the problems.
The board of directors was lopsided, as Bradley Armstrong, Bob Jamison, and former member, Barabra Casas defied all laws surroung legislative bodies, the Brown Act, putting votes aside when one of the members was absent, thus losing their private quorum. They even went to the extent of canceling a meeting in April 2007 when the questions started coming about what the problems were with the hospital nursing facility.
Email from Barbara Casas RE: April 2007 meeting: Bob Jamison was elected to the office of First Vice President, which was his desire, so he could Chair Board Meetings if Brad had to be absent. Bob Jamison chose to not have the Board Meeting on Thursday as he was afraid that everything would be a 2 to 2 vote without a third positive vote from Brad who is Chair, and the third person to vote for anything positive.
....….Know this—If I was acting as First VP or Chair, I would have carried out meeting on schedule, I would have only tabled the action mentioned before the meeting—that could have been accomplished by a telephone vote of all Board Members—I would have chosen to go ahead and let them make fools of themselves, but then, that is me, and I “charge ahead”-----that is what I would have done!
Pamela Ott, former KVHD CEO, from 2003 until her resignation in 2007. Ott shown here at the South Fork Woman's Club attempting to get the organization to back a general obligation bond for 12.5 million to build a new wing on hospital. The bond was lost, but the building plans were never feasible anyway.
The former CEO spent most of 2006 dealing with the Department of Health Services as the Skilled Nursing facility was fined for noncompliance regarding physical restraints of residents. DHS requested that there be a full time Director of Nursing in the SNF, and though Ott, and then CNO, Sharon Brucker, stated compliance when they brought on a DON in March 2006, she lasted only a few weeks.
2006 documents
regarding the use of physical restraints. Ott, an RN, had little knowledge of long term care laws.
But as the district was trying to push its general obligation bond, Measure M, onto the November 2006 ballot, a new employee arrived who took over the skilled nursing facility as the director of nursing, Gwen Hughes.
Ott glowed about the acquisition of such a qualified manager, and reported in her September 2006 CEO board report that things were going well. At the time employees had already begun to make rumblings that trouble was in the SNF and the hospital. But Ott insisted things were "wonderful."
"Nursing Center Update: Things are going very well in the nursing center. We admitted six new residents in one week. The total census is 72. Our new director of Nursing, Gwen Hughes, is organizing, making appropriate changes, adjusting to her role and the staff really seem to be enjoying her leadership."
Then in Oct. 2006, employees came to a board meeting to let the directors and management that there were serious problems with staffing. Chairman, Bradley Armstrong instructed the speaker to go up the proper chain of command. Rather than see the situation as an alert that problems were afoot, Armstrong, reprimanded the employees.
Suddenly, in November 2006, a month later, the problem was investigated and resolved. All assertions made by the employees, the report says were not substantiated. A committee was formed to appease the group.
both of the employees who were in charge of the recruitment and retention committee are no longer employed with the hospital. One nurse was called "one of the best" by doctors and fellow staff.
By April 2007, then board Chairman, Bradley Armstrong, began refusing to answer questions regarding the skilled nursing facility or any short staffing suggestions.
That was the month he had to have the board meeting cancelled because he couldn't attend, suddenly. The meeting went April 16.
Brad Armstrong backed Pam Ott, as no questions were asked of her in a public forum, questions were deflected, and no accountability was offered.
Armstrong also strongly backed the architectural firm, Aspen Street Architects, the company owned by David Yarborough, as the hospital was working with Rural Health Design Network, owned by wife, Kathy Yarborough.
The plans produced for the concept modular building tied to Measure M, were faulty, yet because the district had a long relationship Aspen Street, already paying much money over the course of several years.
When the project went up for bid in March of 2007, (by law, projects costing more than 25K have to go up for bid) Armstrong, Jamison and Casas all voted for Aspen Street.
The other two board members, Robert and Kathryn Knight, picked another company after doing research and finding out about the cost overruns Aspen Street had been having on their other projects.
Barbara Casas said she wanted to go with Aspen Street after working with them for five years. Even after the renderings were made for the previous GOB, and they were faulty at a partial cost of $5000.
Chairman Armstrong only researched two of the three firms, and went with Aspen Street in spite of their previous errors. Partial records indicate Aspen Street Architects was paid more than $30K. Not clear what services were provided which were correct and finished.
The hospital has dropped it's contract with Aspen Street and denied for months knowledge the relationship between the architects and the other organization, Rural Health Design network.
Chet Beedle, Chief Financial Officer, contracted with two different management companies for the ailing nursing center. After minimum or short staffing, Beedle spent more than a million dollars to rehabilitate the SNF.
The board of directors signed off on the strategy which has cost the district dearly.
Chet Beedle, who pushed for Measure M, going on TV with Bob Jamison, selling the bonds without any true construction plan or detailed figure.
Beedle, who came to the district through a management company called BRIM, in 2001 as the controller, was then hired on as CFO.
The CFO worked closely with Armstrong, Jamison, Casas and Ott as they closed in on the bond meant to pay for a structure that was amorphous at that time, and still is not settled.
With the Knights disagreeing with the process, the group went about telling stories about the Knights which ranged from being thieves to walking the halls at night talking to employees.
Beedle targeted an employee he called a "Knight supporter" who said he didn't trust management and was not behind the bond which would have the community paying for the project with property taxes.
Email following a meeting in December 2006 regarding the Knights and an employee:
What I said was that Tom received double digit salary rate increases while most of the other employees' salaries were frozen. All of these salary increases were granted by Bob Knight. The actual history is al follows:
1) 9/28/97 - Annual increase of x%.
2) 12/1/97 - Special salary adjustment based upon survey of comparable positions - Increase of xxxx%.
3) 7/1/98 - Special salary adjustment for increased responsibility for Durable Medical Equipment - Increase of xx%.
4) 9/27/98 - Annual increase of xx%.
I am sending copies of the Personnel Action Forms signed by Bob Knight for these increases to Pam as per her request. I think this tells the story.
1) 9/28/97 - Annual increase of x%.
2) 12/1/97 - Special salary adjustment based upon survey of comparable positions - Increase of xxxx%.
3) 7/1/98 - Special salary adjustment for increased responsibility for Durable Medical Equipment - Increase of xx%.
4) 9/27/98 - Annual increase of xx%.
I am sending copies of the Personnel Action Forms signed by Bob Knight for these increases to Pam as per her request. I think this tells the story.
(Figures have been removed for privacy purposes.)
Mr. Beedle has firmly said that there are no billing problems at the hospital. And even after the end of the contract with EMCARE in 2006, the company he blamed for the overcharges, there were still complaints coming in.
One public comment stated that when he was dealing with the billing department he felt they were not up to speed on what everything was and that they always turn and talk to someone above them.
Other residents have claimed they still get bills over and above their own insurance, though Beedle denies having any complaints.
Currently, the board of directors consists of Kathryn Knight, chairwoman, Secretary, Victoria Alwin, 1st vice chair, Dr. Robert Gross, Bradley Armstrong, Treasurer, and Bob Jamison, 2nd vice chair.
A new CEO, Tim McGlew, has recently joined the district and will be attending his first board meeting this week, July 1, at 5:30 pm in the hospital cafeteria.
Even with evidence that there were leadership problems, board members voting together and violating laws to make sure they had the vote, personnel records revealed, slanderous statements about board members and employees, there has been little recourse or action by any oversight agency.
Currently, Armstrong and Jamison have been subversive in their activities trying to blame other board members for mistakes, yet neither of them has yet to even take responsibility for their own actions. But two people who have served the district are now in criminal court, Dr. Pormir and Debbi Hayes. And the hospital insurance company has denied that they have to pay for their defense.
Armstrong seems to not be able to let go of his former power to control the board and administration, and has berated and harassed the new chairwoman as she took over just this January. Upon taking over the middle chair, Kay Knight, had a sudden surge of visits at her workplace by Beedle, former CEO Rick Carter, and a reportedly pushy Armstrong.
The incidents were reported to the board counsel, Scott Nave. He has also recieved evidence to the facts and has chosen not to act.
Reporting on a special meeting, I was kept from getting the report from the legal counsel via telephone as Armstrong reached in front of me and hung up the phone.
Records have been denied and kept from me over the past two years. Which again is illegal. It hasn't ended.
Click on images to open and read.
Saturday, August 8, 2009
Dear KVHD/meeting 12/5/08
Good evening, KVHD Board of Directors.
It’s a new age for the district with two dedicated professionals taking their seats on this board tonight. They chose to take on this great responsibility of keeping the district growing and afloat. It won’t be easy and I thank you both.
But before we head to the bright new future there are things that have taken us off course in the past.
We cannot hide from these things nor can we ignore them.
I’m going to say now that yes, with definite back up from the department of justice, that there has indeed been an investigation into certain hospital staff.
Once again this hospital did not notify the press or the public when questioned about the investigation.
I will say that there are rules regarding the disclosure of such an investigation and the people and circumstances surrounding it.
However, what we heard repeatedly from the current chairman, was that this is all gossip and speculation, that there was no investigation.
Mr. Jamison, “No comment,” would have been a better choice rather than evasion.
But the chairman has done this before.
Let’s go back to 2007, when a legal notice appeared in the Bakersfield Californian, that our skilled nursing facility would be closed in July of that year.
Again we heard that it was all the dream of a reporter and her search for a smoking gun.
Prior to the threatened closure, the former CEO, had many excuses for what was going on.
First we had a shortage of CNA’s; next we were told there little problems with some tags; then we were told there was a change in the laws regarding restraints; then we just didn’t have a psychiatrist on staff; it then changed to having terrible employees and finally she flew the coop.
And Jamison, Armstrong, Casas, Beedle, and board attorney, Scott Nave, let this go on.
They heard her excuses but did nothing, but lie to our community.
They also knew about the CEO’s funny resume from a diploma mill, called Kennedy/Western University.
No human resources director of any worth would have hired someone with those non-credentials.
Then as the CEO stepped down, in came a company that handles problematic Skilled Nursing Facilities.
How did they get this company?
Well, the owner read the paper and handed a business card to the board and he was in.
Was that due diligence? That was like watching the barn burn and hoping the fire department might notice.
But the money paid to this company to possibly fix the problems is spectacular.
Not only did the district incur fines and penalties for its lack of leadership and professionalism, but added with the payroll for the new SNF, staff, the figures rolled up into a big wad of bills closing in on two million dollars.
Let’s just look at what that money could have paid for.
Regarding SB1953, the seismic program, requiring hospitals to upgrade the buildings for safety, that money could have been used to retrofit the acute care wing and allow the hospital until 2030 to finish. Now we’re writing letters begging for more time.
That money could be used to begin a building project for the ER which is a flood zone during the winter.
Or that money could have been designated toward retaining employees and keeping away from the nursing registrar which is another leak in the life raft.
But apparently there is still more money to spend, because current administration salaries are seeing increases from 7 to 19%. Wow.
Flashback to 2006 and Measure M, the bond measure which was to upgrade the hospital seismically.
We all now know that the 12.5 million the community was asked to pay on their property taxes, was not enough money for this project and the project was flawed anyway.
The former CEO admitted it herself in the newspaper that even had the district gotten the bond, they would still have to go back to the community for more. And we were even told that there was a cushion added to that amount.
Also with Measure M, there was a definite conflict of interest as this district had entered into a contract with a company called Rural Health Design Network. The owner’s husband owns the architectural firm that Armstrong, Jamison and Casas voted onto the defunct building project. The Knights voted against it
The architectural plans were a joke, a bad one; there was no room for these modular buildings so they randomly drew them theoretically on top of an old septic system with leach lines. We paid for that.
Now for Brown Act Violations. The Brown act is a list of laws that boards such as this one, have to follow.
I have at least two emails I turned over to the board attorney, (point here) regarding the former, sticky three, board members and there reign of power.
They would cancel a meeting if they didn’t have the majority.
They did not want the two other board members, Bob and Kay Knight, to vote and possibly change what they had already decided amongst themselves.
But the harassment of the Knights by Mr. Jamison, putting up blogs on his radio website degrading them, was so far out of line its unreal.
I have many emails and audio tapes with slanderous content regarding the Knights. They were blamed for everything from the lack of morale of the employees, to actual robbery of computers at a former CEO’s house.
And it didn’t end there.
When the administration heard criticism from one of their long time employees, they actually went out of their way to undermine this person and his assistant.
One of these same employees was vilified and slandered on Mr. Jamison’s talk show a few days before the election.
It is unethical at the least for a public official to go on the air and begin a diatribe about an employee of the district he serves.
I certainly hope this employee takes some action.
The laws governing this district seem to be bent and broken wherever you look.
For instance, privacy laws, called HIPAA.
The radiologist for the hospital often times reads scans and x-rays while attending meetings. That’s illegal. Doesn’t the board or the board attorney understand this?
And a board member, last year, disclosed personal, private health information to a stranger, without batting an eye. It’s on tape.
Finally, thank god, there is a new beginning here. I’m hopeful and happy.
(Well, that was earlier this year, as I thought there might have been a change. And there was. Rick Carter left us, opening the door for a possibly effective, intelligent, leader, in the new CEO, Tim McGlew. Mr. McGlew, so far has shown himself to be concerned, busy, and administrating. What a great idea. Have the CEO actually run the hospital. Thank you, Mr. McGlew, and I hope we have many good years together. The past must be adjudicated, and the hospital will be getting more and more press as the pressure cooker heats up. But once past this, we can be assured that we all understand this will never happen here again. I don't care who you are and why you looked away, but trust me, this will never happen again.)
It’s a new age for the district with two dedicated professionals taking their seats on this board tonight. They chose to take on this great responsibility of keeping the district growing and afloat. It won’t be easy and I thank you both.
But before we head to the bright new future there are things that have taken us off course in the past.
We cannot hide from these things nor can we ignore them.
I’m going to say now that yes, with definite back up from the department of justice, that there has indeed been an investigation into certain hospital staff.
Once again this hospital did not notify the press or the public when questioned about the investigation.
I will say that there are rules regarding the disclosure of such an investigation and the people and circumstances surrounding it.
However, what we heard repeatedly from the current chairman, was that this is all gossip and speculation, that there was no investigation.
Mr. Jamison, “No comment,” would have been a better choice rather than evasion.
But the chairman has done this before.
Let’s go back to 2007, when a legal notice appeared in the Bakersfield Californian, that our skilled nursing facility would be closed in July of that year.
Again we heard that it was all the dream of a reporter and her search for a smoking gun.
Prior to the threatened closure, the former CEO, had many excuses for what was going on.
First we had a shortage of CNA’s; next we were told there little problems with some tags; then we were told there was a change in the laws regarding restraints; then we just didn’t have a psychiatrist on staff; it then changed to having terrible employees and finally she flew the coop.
And Jamison, Armstrong, Casas, Beedle, and board attorney, Scott Nave, let this go on.
They heard her excuses but did nothing, but lie to our community.
They also knew about the CEO’s funny resume from a diploma mill, called Kennedy/Western University.
No human resources director of any worth would have hired someone with those non-credentials.
Then as the CEO stepped down, in came a company that handles problematic Skilled Nursing Facilities.
How did they get this company?
Well, the owner read the paper and handed a business card to the board and he was in.
Was that due diligence? That was like watching the barn burn and hoping the fire department might notice.
But the money paid to this company to possibly fix the problems is spectacular.
Not only did the district incur fines and penalties for its lack of leadership and professionalism, but added with the payroll for the new SNF, staff, the figures rolled up into a big wad of bills closing in on two million dollars.
Let’s just look at what that money could have paid for.
Regarding SB1953, the seismic program, requiring hospitals to upgrade the buildings for safety, that money could have been used to retrofit the acute care wing and allow the hospital until 2030 to finish. Now we’re writing letters begging for more time.
That money could be used to begin a building project for the ER which is a flood zone during the winter.
Or that money could have been designated toward retaining employees and keeping away from the nursing registrar which is another leak in the life raft.
But apparently there is still more money to spend, because current administration salaries are seeing increases from 7 to 19%. Wow.
Flashback to 2006 and Measure M, the bond measure which was to upgrade the hospital seismically.
We all now know that the 12.5 million the community was asked to pay on their property taxes, was not enough money for this project and the project was flawed anyway.
The former CEO admitted it herself in the newspaper that even had the district gotten the bond, they would still have to go back to the community for more. And we were even told that there was a cushion added to that amount.
Also with Measure M, there was a definite conflict of interest as this district had entered into a contract with a company called Rural Health Design Network. The owner’s husband owns the architectural firm that Armstrong, Jamison and Casas voted onto the defunct building project. The Knights voted against it
The architectural plans were a joke, a bad one; there was no room for these modular buildings so they randomly drew them theoretically on top of an old septic system with leach lines. We paid for that.
Now for Brown Act Violations. The Brown act is a list of laws that boards such as this one, have to follow.
I have at least two emails I turned over to the board attorney, (point here) regarding the former, sticky three, board members and there reign of power.
They would cancel a meeting if they didn’t have the majority.
They did not want the two other board members, Bob and Kay Knight, to vote and possibly change what they had already decided amongst themselves.
But the harassment of the Knights by Mr. Jamison, putting up blogs on his radio website degrading them, was so far out of line its unreal.
I have many emails and audio tapes with slanderous content regarding the Knights. They were blamed for everything from the lack of morale of the employees, to actual robbery of computers at a former CEO’s house.
And it didn’t end there.
When the administration heard criticism from one of their long time employees, they actually went out of their way to undermine this person and his assistant.
One of these same employees was vilified and slandered on Mr. Jamison’s talk show a few days before the election.
It is unethical at the least for a public official to go on the air and begin a diatribe about an employee of the district he serves.
I certainly hope this employee takes some action.
The laws governing this district seem to be bent and broken wherever you look.
For instance, privacy laws, called HIPAA.
The radiologist for the hospital often times reads scans and x-rays while attending meetings. That’s illegal. Doesn’t the board or the board attorney understand this?
And a board member, last year, disclosed personal, private health information to a stranger, without batting an eye. It’s on tape.
Finally, thank god, there is a new beginning here. I’m hopeful and happy.
(Well, that was earlier this year, as I thought there might have been a change. And there was. Rick Carter left us, opening the door for a possibly effective, intelligent, leader, in the new CEO, Tim McGlew. Mr. McGlew, so far has shown himself to be concerned, busy, and administrating. What a great idea. Have the CEO actually run the hospital. Thank you, Mr. McGlew, and I hope we have many good years together. The past must be adjudicated, and the hospital will be getting more and more press as the pressure cooker heats up. But once past this, we can be assured that we all understand this will never happen here again. I don't care who you are and why you looked away, but trust me, this will never happen again.)
Tuesday, June 30, 2009
Kern Valley Healthcare District board of directors meeting: they have a few things to tell you...
Tomorrow night, the Kern Valley Healthcare District board of directors will be putting on the monthly meeting.
Why did I use the term, "putting on" when describing the meeting?
Because these meetings are a show. Not show and tell. But more like show and "not tell."
I have attended thirty plus meetings and have never felt satisfied that the board and administration have ever cared for one minute about being a "public" healthcare district.
This is their district and I'm just an invader.
They took over the public's part many years ago when they sold revenue bonds to the tune of 22 million to build the skilled nursing facility, the OR, cafeteria.
No credit? How can you get that money without credit and collateral?
Well, if you're need of money, have some sort of expansion, reparation, project, you go to the state of California, Office of Statewide Health Planning and Development, with the project, and if they think its a good idea they will approve it.
Then, the service doesn't just end there. Now, you've got your project approved thru OSHPD, now you need credit for the monies, you go to the office inside this group, called Cal Mtg.
Cal Mtg. insures your loan or bonds, using the credit standing of the state.
Well, those plans here at KVHD were to build a bigger skilled nursing center, not 70 but 150.
Imagine now, that OSHPD and the KVHD board, could not produce what was originally planned. In fact it started at 13 million, then when KVHD couldn't actually finish the project for reasons just as clear as murky water.
Then came another 9 million down the channels so the KVHD could possibly finish its project.
Well, it was nine more million, but don't forget as all this money changes hands, somebody is taking their share. So, after all the charges, KVHD had another 6 million to spend.
We could ask Mr. Brad Armstrong, current second vice chair for the board, and a member for 22 years which makes him one of the originals who could not actually oversee plans and carry them out properly, why he thinks after the original fiasco, he feels compelled to continue as a board member?
Now, the plans didn't work, but we still owe all the money, and it has to be paid or the state office, Cal Mtg., will pay off the revenue debts, then take over this hospital. Sell it, which is funny, (go ahead), or take everything worth more than a dime, and have a great big garage sale.
With only half the rooms for the nursing center, means only half the revenue. But the bond money is the same. We still have to pay out of the SNF revenues for the bond.
Even those with no math skills could tell you that you are going to be in financial trouble trying to pay off a loan/bond debt with only half the expected revenue.
And we are in financial trouble. This month we could not put any money away for our February payment to Cal Mtg. on the bonds.
Then there's the strange situation with the pharmacy.
But the construction, the revenue bonds, have brought this hospital to a place that 20 years ago when OSHPD allowed this project to go astray, that it short staffed its own nursing center to keep costs down so we could make sure and pay our friends from the state.
And in 1999, when the state office, Cal Mtg. heard that KVHD might be in financial trouble, but more so that they were considering bankruptcy, brought in a management company who gathered up all the loose money to put in their pockets, fired the CEO (only to bring in a more nefarious group), and charged a lot of pesos to stay on as the district wasn't paying its debt.
Yes, in those years after Cal Mtg. let BRIM management come in we saw the likes of current Chief Financial Officer, Chet Beedle, and CEO/CNO/administrator, Pamela Ott come on to lead the "team."
"Team Cal Mtg." was and is here to protect the interests of the state.
I say, kick out all BRIM types, the whole financial department, Bob Jamison and Brad Armstrong, then get the best attorney possible and bankrupt this ship.
Start over, that's the only way.
Are the employees complaining...again?
I heard at "Finance Commit Me" that the employees were complaining, which is what employees do.
(I guess these administrators didn't realize when they took the jobs at the district, that they actually work for us, us the public. Are you complaining our employees?)
My comment was that yes, employees always complain, in fact I've heard a lot of complaining about how paychecks are not stretching far enough to pay for gas and milk, food for families, oil for the car, and the general things we work for.
I'll give you my best guess here, but I bet the employees are complaining about the short staffing, the hours, the lack of ability of the hospital to use the strengths of the employees, and putting people in jobs they don't do.
Knock, knock, can I work here?
Oh, the human resources department, which we will look at closely here, and find out what has gone wrong.
But before we go there, I want to mention, one mistake I believe that the hospital is making.
Based on the false impression, that if you throw out those who have complained, been up the chain of command, and worked at the district a long time, and those who have made complaints, got caught in the horror that was the previous administrators, you will be able to pretend that the past didn't exist.
Wrong! You are throwing away those who tried to help build this hospital, the workers, the drones, or whatever way the hospital thinks of its employees.
One woman and her mother painted the Cafeteria with help from her husband. All paint and labor was donated.
That's called pulling together. (Forget that now, you guys, send them a bill, and charge labor prices that make Sycamore management look like spendthrifts)
The employee is fired. She wanted her job back, but the new administrators have decided, it appears, not to bring back employees who were caught up in the earlier days of elder abuse, malfeasance, back stabbing, they so want to distance themselves from.
My personal position would be to heal the hospital rather than try to escape a reputation. It's sad that healing is a foreign idea at a healthcare district.
Now I heard about the "nursing shortage" but it is a shortage at KVHD. Teachers, other hospitals, other employees, don't want to work at our hospital. They don't like the way the nurses and staff are treated there or what they get paid compared to the heavy duty, administrative costs.
Nurses are a plenty in Bakersfield. So, when we speak of this shortage, remember its peculiar to KVHD.
Now that leads to Human Resources, the people who hire, fire, recruit, and generally give a certain "feel" to a company.
Sad, but true, after our former HR manager left in a hurry, (I don't know why, I just told her, "YOU'RE NEXT," must have had something to hide) we still have problems.
If I went to this hospital for a job, the first person I would see would be the HR manager.
My first impression of how hard I'm going to work, how many hours I'll take, whether I come in to help on my day's off, will depend on how I "feel" about my new company.
If say, the HR manager, was sarcastic with me, unhelpful, and kind of mean, I would probably start my job with a bad impression. Oh yeah, I'd take the job, but I wouldn't forget how I was treated in HR. It would color the rest of my stay at the hospital.
Where are they going? But, more so, where are they coming from?
Employees come and go which costs a lot of money to bring them in and out, train, get all the paperwork, research their background (that's cheap), the hours spent imparting the KVHD way of life, and then to just have them leave and then bad mouth you to other employees and employers.
I don't know what is going on here, but I see that there is no direction at the hospital, and I'm wondering why.
So, come on down for the show, tomorrow, Wed. Oct. 7, at 5:30 pm in the Cafeteria (painted by fired employees, because we didn't have the money.)
There's going to be a change here soon, and this community is going to be on its own with this hospital. Start by going to the meeting and learn. History of the issues are important as you can see clearly what actions lead to this downfall.
Why did I use the term, "putting on" when describing the meeting?
Because these meetings are a show. Not show and tell. But more like show and "not tell."
I have attended thirty plus meetings and have never felt satisfied that the board and administration have ever cared for one minute about being a "public" healthcare district.
This is their district and I'm just an invader.
They took over the public's part many years ago when they sold revenue bonds to the tune of 22 million to build the skilled nursing facility, the OR, cafeteria.
No credit? How can you get that money without credit and collateral?
Well, if you're need of money, have some sort of expansion, reparation, project, you go to the state of California, Office of Statewide Health Planning and Development, with the project, and if they think its a good idea they will approve it.
Then, the service doesn't just end there. Now, you've got your project approved thru OSHPD, now you need credit for the monies, you go to the office inside this group, called Cal Mtg.
Cal Mtg. insures your loan or bonds, using the credit standing of the state.
Well, those plans here at KVHD were to build a bigger skilled nursing center, not 70 but 150.
Imagine now, that OSHPD and the KVHD board, could not produce what was originally planned. In fact it started at 13 million, then when KVHD couldn't actually finish the project for reasons just as clear as murky water.
Then came another 9 million down the channels so the KVHD could possibly finish its project.
Well, it was nine more million, but don't forget as all this money changes hands, somebody is taking their share. So, after all the charges, KVHD had another 6 million to spend.
We could ask Mr. Brad Armstrong, current second vice chair for the board, and a member for 22 years which makes him one of the originals who could not actually oversee plans and carry them out properly, why he thinks after the original fiasco, he feels compelled to continue as a board member?
Now, the plans didn't work, but we still owe all the money, and it has to be paid or the state office, Cal Mtg., will pay off the revenue debts, then take over this hospital. Sell it, which is funny, (go ahead), or take everything worth more than a dime, and have a great big garage sale.
With only half the rooms for the nursing center, means only half the revenue. But the bond money is the same. We still have to pay out of the SNF revenues for the bond.
Even those with no math skills could tell you that you are going to be in financial trouble trying to pay off a loan/bond debt with only half the expected revenue.
And we are in financial trouble. This month we could not put any money away for our February payment to Cal Mtg. on the bonds.
Then there's the strange situation with the pharmacy.
But the construction, the revenue bonds, have brought this hospital to a place that 20 years ago when OSHPD allowed this project to go astray, that it short staffed its own nursing center to keep costs down so we could make sure and pay our friends from the state.
And in 1999, when the state office, Cal Mtg. heard that KVHD might be in financial trouble, but more so that they were considering bankruptcy, brought in a management company who gathered up all the loose money to put in their pockets, fired the CEO (only to bring in a more nefarious group), and charged a lot of pesos to stay on as the district wasn't paying its debt.
Yes, in those years after Cal Mtg. let BRIM management come in we saw the likes of current Chief Financial Officer, Chet Beedle, and CEO/CNO/administrator, Pamela Ott come on to lead the "team."
"Team Cal Mtg." was and is here to protect the interests of the state.
I say, kick out all BRIM types, the whole financial department, Bob Jamison and Brad Armstrong, then get the best attorney possible and bankrupt this ship.
Start over, that's the only way.
Are the employees complaining...again?
I heard at "Finance Commit Me" that the employees were complaining, which is what employees do.
(I guess these administrators didn't realize when they took the jobs at the district, that they actually work for us, us the public. Are you complaining our employees?)
My comment was that yes, employees always complain, in fact I've heard a lot of complaining about how paychecks are not stretching far enough to pay for gas and milk, food for families, oil for the car, and the general things we work for.
I'll give you my best guess here, but I bet the employees are complaining about the short staffing, the hours, the lack of ability of the hospital to use the strengths of the employees, and putting people in jobs they don't do.
Knock, knock, can I work here?
Oh, the human resources department, which we will look at closely here, and find out what has gone wrong.
But before we go there, I want to mention, one mistake I believe that the hospital is making.
Based on the false impression, that if you throw out those who have complained, been up the chain of command, and worked at the district a long time, and those who have made complaints, got caught in the horror that was the previous administrators, you will be able to pretend that the past didn't exist.
Wrong! You are throwing away those who tried to help build this hospital, the workers, the drones, or whatever way the hospital thinks of its employees.
One woman and her mother painted the Cafeteria with help from her husband. All paint and labor was donated.
That's called pulling together. (Forget that now, you guys, send them a bill, and charge labor prices that make Sycamore management look like spendthrifts)
The employee is fired. She wanted her job back, but the new administrators have decided, it appears, not to bring back employees who were caught up in the earlier days of elder abuse, malfeasance, back stabbing, they so want to distance themselves from.
My personal position would be to heal the hospital rather than try to escape a reputation. It's sad that healing is a foreign idea at a healthcare district.
Now I heard about the "nursing shortage" but it is a shortage at KVHD. Teachers, other hospitals, other employees, don't want to work at our hospital. They don't like the way the nurses and staff are treated there or what they get paid compared to the heavy duty, administrative costs.
Nurses are a plenty in Bakersfield. So, when we speak of this shortage, remember its peculiar to KVHD.
Now that leads to Human Resources, the people who hire, fire, recruit, and generally give a certain "feel" to a company.
Sad, but true, after our former HR manager left in a hurry, (I don't know why, I just told her, "YOU'RE NEXT," must have had something to hide) we still have problems.
If I went to this hospital for a job, the first person I would see would be the HR manager.
My first impression of how hard I'm going to work, how many hours I'll take, whether I come in to help on my day's off, will depend on how I "feel" about my new company.
If say, the HR manager, was sarcastic with me, unhelpful, and kind of mean, I would probably start my job with a bad impression. Oh yeah, I'd take the job, but I wouldn't forget how I was treated in HR. It would color the rest of my stay at the hospital.
Where are they going? But, more so, where are they coming from?
Employees come and go which costs a lot of money to bring them in and out, train, get all the paperwork, research their background (that's cheap), the hours spent imparting the KVHD way of life, and then to just have them leave and then bad mouth you to other employees and employers.
I don't know what is going on here, but I see that there is no direction at the hospital, and I'm wondering why.
So, come on down for the show, tomorrow, Wed. Oct. 7, at 5:30 pm in the Cafeteria (painted by fired employees, because we didn't have the money.)
There's going to be a change here soon, and this community is going to be on its own with this hospital. Start by going to the meeting and learn. History of the issues are important as you can see clearly what actions lead to this downfall.
Sunday, June 21, 2009
Brad Armstrong: Report card
To: The parents or guardians, or voters of Bradley Armstrong
Re: Report card, the grades are out
From: The School of Life
( Pictured Brad Armstrong playing Tetris at board meeting while smelling his finger)Bradley Armstrong: KVHD board member since the "hey let's build a Skilled nursing facility" era 20 years ago.
(He's been held back, and as we know that doesn't mean he's not any smarter than friends, Bobby "Jaws" Jamison, and Chet, "chit chat", Beedle)
From the teacher: We have had some behavior problems with Bradley as he continually attacks other students and blames them for his problems. When confronted with his misdeeds, Bradley, will either pretend he doesn't hear you or simply ignores the situation. I would crack a ruler across his knuckles, but he carries a gun.
Behavior: D
Knowing the rules of the playground: Bradley continues to forget to sign the rules sheet or follow the rules and when told what the rules are, he gets very angry. Rules: F-
Missing School: In April 2007, Bradley gave several stories as to why he couldn't attend the school meeting. He was very creative with his stories, he was out of town, the road was closed, someone was sick out of town, there were sheep in the road and he couldn't make it there. So, we cancelled the meeting even though there were enough board members to continue forward. The next day Bradley suddenly appeared and was rude to the teacher when she caught him in his lies. He had help shutting down that meeting. Friends, Bobby, Chet, and his mother, the redhead (can't think of her name) gave different stories to cover for the lad. Brad's excuse was nothing more than there were issues he didn't want to deal with at the meeting. So, we rescheduled that month.
Attendance: F
History: Brad continues to change the history books and appears to not understand the link between past and the present. Brad solemnly admitted there were mistakes in the past, but doesn't take responsibility for any of it. And the recent past hasn't been much better as Bradley got caught up in a gang. His friends who use only abbreviations, RHDN and ASAI, pushed Brad to get in on the playground, and not knowing any better apparently, he let them in. We know they took his lunch money and stole from the school, but Brad doesn't seem to think there was anything wrong with that.
History: F
Math: Brad has been copying the papers of friend, Chet Beedle, and doesn't understand the problems. He doesn't understand questions like, if you cut the number of people caring for other people, that you will have a disaster. He also let's Chet do all the talking and figuring for him, without a question out of his mouth. At least if your going to copy someone's paper, let it be someone who knows math. It's easy to see that the same numbers come from both students.
Math: F
Group Participation: We were worried for a while when Brad had his mother at school with him for four years, as we wanted him to learn to be independent. At one point his mother was so pushy that she wanted Brad to stay on the school board so she could continue to hang out at school. She threatened other students who were running for the board, calling them names, and making them look bad. Brad, didn't really want to run for the board again, but his mother insisted. Brad won another seat just before major problems took place. Finally, we were able to run off his mother, but Brad's attitude didn't change.
Group Participation: D (for damage)
Personality: Brad has been known to say or blurt untruths recently as he doesn't like the new students making any decisions. He's very private, not shy, but does not want people to know what he's doing. Recently he showed some bullying, but he was berating and taunting a girl at her workplace. His personality is autocratic since he has been at the school far too long. We had a problem with him cutting off phone calls containing important information. We see a need for counseling and recommend he doesn't use his old counselor, Scott Nave.
Personality: Problematic
Serious problems: Not only has Brad become a bully, but since his friend in the Principal's office left, (the one who would let him get away with making decisions outside the scope of his board seat) Brad has been trying to make trouble for the school. We now have a new principal, and we don't know how Brad is going to react. We've alerted the new Prinicipal about Brad's lying problem, but he must also watch out for tacks on his chair.
In conclusion, Brad has been bad. F
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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