A cry for help
Last week at the KVHD Finance Committee meeting it became clear that there problems that could no longer be handled with the smidgen of talent we currently have working towards the future of KV district.
In the process of finding out the financial situation is dire at best, even Bob Jamison, criticized the current situation.
Issue there is, Jamison was one of the founding fathers of the problems at the healthcare district.
Let's take a look at his record. He grumbled about a credit card our CFO, Chet Beedle, wanted to obtain to utilize in purchasing supplies and medications for the pharmacy.
He called it a "stopgap" measure. Well, 100K isn't going to stop our gap, which is more of a chasm now, so it was a moot point.
Jamison has been behind some of the criminal and unethical practices which has lead to the KVHD reputation becoming laughable while at the same time, people have begun to hate the hospital.
When former, elder abuse charged, CEO Pam Ott, said "jump" Jamison did his best. He voted on the board to hire Ott, he protected her in the face of truth when she was accused of allowing people to be harmed or mistreated in the nursing facility, he engaged in slanderous activities, and even took this agenda to the radio station where he works and broadcasts.
Can you imagine having this man solve any of our problems? He was one of the problems until he lost his quorum and now is nothing more than a irritable figure of a board member. Why is he still here voters?
My guess is because his ego is bigger than his character and he doesn't know when to quit. My dog died last night the most beautiful death as if he knew how to do it. He could teach us all a few things.
If he cared about this hospital and this goes to others such as the "term limit" poster boy, Brad Armstrong, who helped bring the plague which is our long term debt more than 20 years ago.
(And, yeah right, the past doesn't matter.)
If the board 20 years ago, where Brad Armstrong sat, had done the right things, like getting all construction complete; making a plan for the future; and not allowing the overages which lead to a 20 plus million dollar debt; we would be in great shape now.
And had we not been in grips of the dark and gray area of the government, Cal Mtg., an office within the office of Statewide healthcare planning and development, we still would have been a better hospital than we are now.
In 1999, had we bankrupted on Cal Mtg. and made it out the other side, we would be a top notch hospital. We would have had the money to reinvest in ourselves. (bankruptcy as it turns out, is not an option so much as it is a possible result of years of parasitic management)
Our current accounting system, run by our financial manager, Chet Beedle, is called the "rob Peter to pay Paul," system of accounting.
That's why vendors are getting money only when they finally complain or even threaten a lawsuit.
This is not going to work, and we need to keep this hospital open.
You could be generally obligated
The newest in ideas is to go back after a general obligation bond to pay off the long term debt.
(This is from last year, one year ago since they recently told us that we are getting a new ER, sorry, I mean paying the debt or whatever they want really. It becomes their money once we relinquish our property taxes in a vote this November 2, 2010)
I thought the debt was nothing; not the problem? That's what I keep being told anyway.
Now, they've realized that the only way to get money is from this community by way of your property taxes.
And who knows what else they will add onto it so that they have a little extra money to fly people up and down the West Coast and buy lunches, vote on murals not nursing raises to fix a dangerous skilled nursing center.
Give me a break!
Now, I said I agree there is not enough money in our current tax base, as some of our property taxes automatically go to the hospital. It's not much though.
I heard an idea out of one camp about simply raising these property taxes.
Nice, considering most of the top dogs at the hospital don't even own property up here.
Again, it's a question of trust. In the federal bailout, rather than allow a floundering business to die, the government and all it's wisdom, gave billions to the same people whose business practices caused the problems.
Not real bright. And that is what must be avoided here.
There must be reorganization in the administration and hospital before a bond could even be considered.
And with Mr. Jamison and Mr. Armstrong still on the board of directors, not that they do anything, but they could use this time to step down and allow people with the future in mind to come aboard and try to help.
If they do or don't, it doesn't matter anymore as those two are really irrelevant.
We need this hospital, but we need it to serve us better than it has in the past...
Currently, on the board of directors: Kay Knight Chairwoman; Victoria Alwin Secretary of the board; Dr. Robert Gross DO, first vice chair; Bob Jamison, Treasurer; and Brad Armstrong, second vice chair.
This board needs to do something now in terms of finding some real stop gap measures to utilize while a "strategic plan" is drafted and hopefully, well thought out.
(I have the strategic plan from 2006, and it's certainly full of hope, but nothing came of it. That's sad, considering there was time and expense, but it's now nothing more than a box taking up space in storage.)
Because of the whacked out spending spree which took place in the last four years, the hospital is in serious trouble, and there's no hiding from it anymore.
Nobody takes any responsibility there, and it's again a matter of not being able to plan for the future.
If you want to find out more about the potential increase in your property taxes or you need to know what is going on with Mt. Mesa Clinical Pharmacy, I suggest you attend the board meeting.
And the meeting is this Wed., Dec. 2, at 5:30 pm in the hospital cafeteria.
Remember, the board members are elected, the administrators are hired by the board, and the public has the ultimate say. So, say it already.
See you there.
Persistance and Tenacity, requires a new chapter, a new beginning....
Showing posts with label Chet Beedle. Show all posts
Showing posts with label Chet Beedle. Show all posts
Tuesday, August 3, 2010
Thursday, July 29, 2010
KVHD CFO Chet Beedle says Sycamore Asset Mgt. ran up costs in SNF
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…
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…
Thursday, October 1, 2009
Today at Finance Commit me: Think of yourself not as a charity case, but a "write off"
Well, as usual, I was running late, and I had no where to put my new tiny dog, Johnson. I had to feed the cat, the dogs, wake the Macaw, get the temperature right in the house, close her door, and then throw on a happy face, and skidoodle out the door.
So, Johnson, our new arrival, playmate for my Boxer, Walter, had to go to the meeting. I hid him in my coat, thinking nobody would notice and maybe attribute the movement in my jacket to a gastrointestinally troublesome bowl of chili.
But not.
That new CCO, Cynthia Burciaga, busted me with my illegal cargo.
I explained I didn't have a babysitter this morning, and it would be too dangerous to leave him understaffed, I mean, alone at home, and then Miss Burciaga cut me a break and let the little Johnson stay for the meeting.
Johnson slept through the meeting, which is usually what I want to do, but there was something about this month's meeting that was different.
We were talking about the "real" problems, such as we don't have money, staff or money to put away for our true friends at Cal Mtg.
Stopping the leaks
One of the areas of concern is the fact that the hospital treats people who have no insurance or money, which is by law what they have to do.
With so many people out of work and struggling, there is an increase in need for services without insurance.
Now, that is fine. If you are sick, don't hurt yourself by not seeking medical care and don't think of yourself as a "charity case."
One of the most damaging psychological problems is when people lose their jobs and are unable to support their families. Men tend to be more difficult to get to go be treated by a doctor anyway: and they sure don't like it if they can't pay for it.
Here's the deal, if you don't have insurance, your life has become like so many across the country, you don't have money for anything extra, but you may qualify for some of what they call the "charity programs."
I don't like the word either, and I think since the hospital is complaining, that they would euphemize the word, and call it something like, "payment protection programs."
All this says is that you are signing forms so that the hospital may bill one of the many indigent (here's another great word that should make you feel good about yourself) programs available through the state.
If you can't do sliding scale which is available, then you may be eligible for one of many programs.
When you get treatment and don't fill out this paperwork you are costing the hospital money; you're now featured in the bad debt section of the financials.
But before you come down to the hospital, grab your proof of income and residence, and fill out the forms.
This way the hospital will be paid through the state, you will get your medical treatment, and it will not be a bad debt that goes on "your credit report" too.
Running back, Quarterback, and tight end/multi-purpose team
We've been talking about the staffing issues for a loooonnnnngggg time now, and I've heard many different things from different voices at the hospital.
We spoke again about: having multi-purpose staff who are trained in several areas and work in several areas; the great CNA (nurse's aide) educational jump, as many of the nurses have decided to upgrade their education and are in LVN (the next stop on the nursing journey) school; and that the CCO has been coming in when the staffing is tentative.
Two comments here, one that we still have a problem, but the second part that our administrator is willing to come in when there is a shortage and work whatever role necessary.
Kudos to you Cynthia.
Yeah, it doesn't make me necessarily feel better that she has to do this, that a solution hasn't been pinpointed, but it does make me and all of us, should realize that somebody is going above and beyond their call of duty. And we thank her.
(I'm guessing that is why our new CEO, Tim McGlew, wasn't present at Finance. He was actually fixing the sprinklers and removing trays from the kitchen. He's strong, he can carry a lot of trays.)
Where are we going: where have we been
The community needs new services, but so does the hospital so it can make money.
Bandaids are not big money makers.
There was a whole list of services bandied about yesterday, which included orthopedic surgeons, cardiac services, wound care specialists for the nursing center, as well as a lot more dreaming, but it felt short of planning.
Yes, I would wish this for all of us, my list includes oncology and chemotherapy, and cardiac services, as well as endocrinology, Ear nose and throat (they'd make a fortune there with all the allergies we suffer up here from the lake bed blowing in the wind, and winter with all its wood burning stoves), eye/cataract, Gynecological, oh, yeah, and mammogram.
(Yes, we did have a mammogram machine, but apparently, we had no one to run it. Then we advertised it, then we sold it. We're a bunch of boobs)
There is a shortage of ortho's anyway, so that is a pipe dream. But I had an appointment with my endocrinologist yesterday, which took me off my mountain and down into the city. I spent 30 minutes, we talked, read my records, wished me good luck, and off I went.
That was not worth the trip down. We could have done it by phone. It wasn't worth the gas money, nor the chronic risk of the canyon. I like the doctor. In fact, he's spectacular when it comes to doctors, but it's the drive.
All I ever think about is retired and elderly people going down the canyon trying to get services. And certainly, with age comes more doctor visits, so how many times are these people going down the canyon to get care?
The hospital should wonder about that too.
I say use your strength's right now to make money. I'll say it first here on the blog: From everything I've heard we have a great physical therapy department. They do things that others don't.
If you need physical therapy and you don't have insurance, don't forget there is a sliding scale program.
My impression of all of this talking, was there is no plan in effect, we are just dealing with issues randomly without an outline of the reasonableness of the solutions, with no fixed goals figured.
But that has been a problem for a long time, don't let me tell you it just came up yesterday.
I have all the paperwork from the strategy meeting from 2006. There were tremendous goals back then and each KVHD board member had a task to do to accomplish these things. Great!
Never happened. Not one of those things. I looked through it. In fact we've come way backward.
We need planning and development with input from the community. The hospital should spend a few bucks, throw an open house and let the community know what there is to offer. (They could call it, "a penny for your thoughts.")
Again, we have "great" physical therapists.
Which side of the lake you live on
As we were discussing the pharmacy issue, which they want to tell you about. I'm glad, I don't want to tell you about it. So you might want to show up for the October regular board meeting, Wed. Oct. 7, at 5:30 pm in the Cafeteria.
(You've been alerted, there's a board meeting. If you don't attend, whatever happens, you cannot complain about. My new rule.)
Anyway, in this conversation something was said that has bothered me all night.
And that is that the "reality" of our positions of life and stature in this valley depend on which side of the lake we live on.
As if I were going to agree, it was said that "we all know" (common knowledge) that the money and power structure is greater on the Kernville side of town.
Oh gag.
Not that it isn't true to some degree. Yes, they do have money over there, the housing is quite nice, the shade trees, high speed internet, the business center, why it's a veritable Camelot.
Now here on the South Lake side, we don't have high speed internet, our phone service is a joke, we have a grocery store we're proud of, but we are the local lesser people I guess according to the common knowledge.
The context of this conversation came when we were discussing the pharmacy in Kernville, "The Drug store."
It makes money, but this poor side of the lake, can't do it.
Our low real estate values and apparently low human values, make this side of the lake less appealing to business and those providing services.
I'm actually glad to hear this out in the open so I can respond properly.
Listen, the whole valley is what has been called, "the ugly stepsister" of the county. One suburb of Orange County could buy this whole place, fishing permits and all.
But that is where I find the problems in that there are those who came to this valley in hopes of being that big fish in this little pond.
Next up: Scared and impaired
More on this soon, gotta go...
So, Johnson, our new arrival, playmate for my Boxer, Walter, had to go to the meeting. I hid him in my coat, thinking nobody would notice and maybe attribute the movement in my jacket to a gastrointestinally troublesome bowl of chili.
But not.
That new CCO, Cynthia Burciaga, busted me with my illegal cargo.
I explained I didn't have a babysitter this morning, and it would be too dangerous to leave him understaffed, I mean, alone at home, and then Miss Burciaga cut me a break and let the little Johnson stay for the meeting.
Johnson slept through the meeting, which is usually what I want to do, but there was something about this month's meeting that was different.
We were talking about the "real" problems, such as we don't have money, staff or money to put away for our true friends at Cal Mtg.
Stopping the leaks
One of the areas of concern is the fact that the hospital treats people who have no insurance or money, which is by law what they have to do.
With so many people out of work and struggling, there is an increase in need for services without insurance.
Now, that is fine. If you are sick, don't hurt yourself by not seeking medical care and don't think of yourself as a "charity case."
One of the most damaging psychological problems is when people lose their jobs and are unable to support their families. Men tend to be more difficult to get to go be treated by a doctor anyway: and they sure don't like it if they can't pay for it.
Here's the deal, if you don't have insurance, your life has become like so many across the country, you don't have money for anything extra, but you may qualify for some of what they call the "charity programs."
I don't like the word either, and I think since the hospital is complaining, that they would euphemize the word, and call it something like, "payment protection programs."
All this says is that you are signing forms so that the hospital may bill one of the many indigent (here's another great word that should make you feel good about yourself) programs available through the state.
If you can't do sliding scale which is available, then you may be eligible for one of many programs.
When you get treatment and don't fill out this paperwork you are costing the hospital money; you're now featured in the bad debt section of the financials.
But before you come down to the hospital, grab your proof of income and residence, and fill out the forms.
This way the hospital will be paid through the state, you will get your medical treatment, and it will not be a bad debt that goes on "your credit report" too.
Running back, Quarterback, and tight end/multi-purpose team
We've been talking about the staffing issues for a loooonnnnngggg time now, and I've heard many different things from different voices at the hospital.
We spoke again about: having multi-purpose staff who are trained in several areas and work in several areas; the great CNA (nurse's aide) educational jump, as many of the nurses have decided to upgrade their education and are in LVN (the next stop on the nursing journey) school; and that the CCO has been coming in when the staffing is tentative.
Two comments here, one that we still have a problem, but the second part that our administrator is willing to come in when there is a shortage and work whatever role necessary.
Kudos to you Cynthia.
Yeah, it doesn't make me necessarily feel better that she has to do this, that a solution hasn't been pinpointed, but it does make me and all of us, should realize that somebody is going above and beyond their call of duty. And we thank her.
(I'm guessing that is why our new CEO, Tim McGlew, wasn't present at Finance. He was actually fixing the sprinklers and removing trays from the kitchen. He's strong, he can carry a lot of trays.)
Where are we going: where have we been
The community needs new services, but so does the hospital so it can make money.
Bandaids are not big money makers.
There was a whole list of services bandied about yesterday, which included orthopedic surgeons, cardiac services, wound care specialists for the nursing center, as well as a lot more dreaming, but it felt short of planning.
Yes, I would wish this for all of us, my list includes oncology and chemotherapy, and cardiac services, as well as endocrinology, Ear nose and throat (they'd make a fortune there with all the allergies we suffer up here from the lake bed blowing in the wind, and winter with all its wood burning stoves), eye/cataract, Gynecological, oh, yeah, and mammogram.
(Yes, we did have a mammogram machine, but apparently, we had no one to run it. Then we advertised it, then we sold it. We're a bunch of boobs)
There is a shortage of ortho's anyway, so that is a pipe dream. But I had an appointment with my endocrinologist yesterday, which took me off my mountain and down into the city. I spent 30 minutes, we talked, read my records, wished me good luck, and off I went.
That was not worth the trip down. We could have done it by phone. It wasn't worth the gas money, nor the chronic risk of the canyon. I like the doctor. In fact, he's spectacular when it comes to doctors, but it's the drive.
All I ever think about is retired and elderly people going down the canyon trying to get services. And certainly, with age comes more doctor visits, so how many times are these people going down the canyon to get care?
The hospital should wonder about that too.
I say use your strength's right now to make money. I'll say it first here on the blog: From everything I've heard we have a great physical therapy department. They do things that others don't.
If you need physical therapy and you don't have insurance, don't forget there is a sliding scale program.
My impression of all of this talking, was there is no plan in effect, we are just dealing with issues randomly without an outline of the reasonableness of the solutions, with no fixed goals figured.
But that has been a problem for a long time, don't let me tell you it just came up yesterday.
I have all the paperwork from the strategy meeting from 2006. There were tremendous goals back then and each KVHD board member had a task to do to accomplish these things. Great!
Never happened. Not one of those things. I looked through it. In fact we've come way backward.
We need planning and development with input from the community. The hospital should spend a few bucks, throw an open house and let the community know what there is to offer. (They could call it, "a penny for your thoughts.")
Again, we have "great" physical therapists.
Which side of the lake you live on
As we were discussing the pharmacy issue, which they want to tell you about. I'm glad, I don't want to tell you about it. So you might want to show up for the October regular board meeting, Wed. Oct. 7, at 5:30 pm in the Cafeteria.
(You've been alerted, there's a board meeting. If you don't attend, whatever happens, you cannot complain about. My new rule.)
Anyway, in this conversation something was said that has bothered me all night.
And that is that the "reality" of our positions of life and stature in this valley depend on which side of the lake we live on.
As if I were going to agree, it was said that "we all know" (common knowledge) that the money and power structure is greater on the Kernville side of town.
Oh gag.
Not that it isn't true to some degree. Yes, they do have money over there, the housing is quite nice, the shade trees, high speed internet, the business center, why it's a veritable Camelot.
Now here on the South Lake side, we don't have high speed internet, our phone service is a joke, we have a grocery store we're proud of, but we are the local lesser people I guess according to the common knowledge.
The context of this conversation came when we were discussing the pharmacy in Kernville, "The Drug store."
It makes money, but this poor side of the lake, can't do it.
Our low real estate values and apparently low human values, make this side of the lake less appealing to business and those providing services.
I'm actually glad to hear this out in the open so I can respond properly.
Listen, the whole valley is what has been called, "the ugly stepsister" of the county. One suburb of Orange County could buy this whole place, fishing permits and all.
But that is where I find the problems in that there are those who came to this valley in hopes of being that big fish in this little pond.
Next up: Scared and impaired
More on this soon, gotta go...
Sunday, September 27, 2009
On the next episode of KVHD under Fire! We're off to see the wizard of numbers, it's the September Finance "commit me" meeting
In this month's episode of the saga, "where did the money go," and "Honey, did you shrink the staff, again?" Chet Beedle, Chief Financial officer, tells the small group who shows up for these meetings, he paid for his own lunch this week.
After much applause, the group gets down to business, the reading of the financial documents prepared for the entertainment of insiders and the irritation of the outsiders.
It's read fast and furious as any lingering or hesitation could cause something terrible to happen: questions.
Treasurer, Bob Jamison, who rarely speaks, as he has slipped into the role of character actor and not "star," will give his usual line: "I already read it."
But our gadfly, who makes many guest appearances on the show, has a lot of questions this week as new information has surfaced.
The suspense comes when we find out if these questions will ever be answered. And those answers, will they ever make sense?
Tune in on Wed. at 9 am for the Kern Valley Healthcare District Finance Committee meeting where healthcare services, lives, and careers are always at stake...
After much applause, the group gets down to business, the reading of the financial documents prepared for the entertainment of insiders and the irritation of the outsiders.
It's read fast and furious as any lingering or hesitation could cause something terrible to happen: questions.
Treasurer, Bob Jamison, who rarely speaks, as he has slipped into the role of character actor and not "star," will give his usual line: "I already read it."
But our gadfly, who makes many guest appearances on the show, has a lot of questions this week as new information has surfaced.
The suspense comes when we find out if these questions will ever be answered. And those answers, will they ever make sense?
Tune in on Wed. at 9 am for the Kern Valley Healthcare District Finance Committee meeting where healthcare services, lives, and careers are always at stake...
Thursday, September 3, 2009
Finance commit me meeting, Aug., without KVHD CFO/pharmacy/staffing/cutting/
I’m beginning to get a complex here, everywhere I seem to go people stop showing up who were expected to show up. I was so looking forward to chatting, with Chet Beedle, our Chief Financial Officer, at the kern valley healthcare district today at the monthly “finance commit me meeting,” but he wasn’t there. I even brought my cameraman for the occasion.
Bob Jamison was at finance commit me today, but he wasn’t at the “town hall, debate, confusion as to the title,” healthcare reform meeting this past Monday. There was some sort of debate between Jamison and Dr. Gross, DO, which a lot of people thought would take place.
I asked him why he didn’t show up.
For the first time in years, an utterance was heard out of Jamison directed at me, which didn’t include kicking my skinny ass.
He said he didn’t even know about it. He even asked, “What meeting are you talking about?”
I told him, his radio brethren, “smooth news” told me that Jamison said he wasn’t invited.
Jamison, looked perplexed. Then he said, I don’t know where he got that from.
I said, he said, you, said it. Then I let him off the hook as he began telling me he had heard about a “flyer” or something, but didn’t know, blah blah, it was beginning to sound way too much like the skilled nursing facility and staffing from 2007. (I wonder what he would be like under oath in court?)
But, then our new CEO, Tim McGlew arrived, eyeing my cameraman and I like we might be “up to something.” (Not us.)
I wanted to get on film the actual nature of these financial meetings to show the public. As I previously described, the meetings usually consisted of the “Fed Ex” description of the finances by, Chet Beedle, whose explanations have always been on the rather skimpy side as well as getting the feeling we are playing the shell game: which one is it under.
Since, Beedle, wasn’t there I didn’t ask my glowing red ember question, “is it the policy of the hospital to take the $200 burial fee from the people who have passed on in the skilled nursing facility, rather than giving it to the families for it’s intended purpose?” I guess that will have to wait.
Controller, Barbara Figeuroa, was at the helm today, to guide us through the monthly numbers game. I'm hoping to win at KVHD Bingo someday.
I found her to be much more interesting and forthcoming than Mr. Beedle, and I could actually understand her even when there was a little mumbling.
QUESTION NUMBER ONE:
Why can’t our pharmacy make money?
Tim McGlew began to tell us what we already knew, that the pharmacy is on COD, (cash first, product second), because we didn’t want to pay certain bills for a while, our wholesaler, is a pain, and we have no credit.
Then, however, Mr. McGlew showed that when he is asked directly he will offer more of an explanation.
I said, Rite Aid and The Drug Store are making money, why can’t we? McGlew caught the first ball in his mitt immediately. Yes, Rite Aid is a big corporation who gets the big breaks on prices. (I imagine they also pay the wholesaler on time too).
He said they have not given up on the situation and are working with the wholesaler as we speak to reduce prices and also look at other options. He said there are only three wholesalers, which makes things a bit difficult.
More to come on that story…as prescriptions filled at Mt. Mesa Clinical Pharmacy fell sharply this last month.
I stopped by on my way out of the hospital meeting to ask the pharmacy if by some miracle, they had my rare these days, thyroid medication. You’re right, it was stupid, and they didn’t have it, and even told me again it’s not being manufactured anymore.
I don’t know who’s right or wrong there, as I contacted the manufacturer who has a recording explaining they are behind on the production of the drug, but should be caught up by the end of August.
To be fair, Rite aid and the Drug Store in Kernville, both do not have the drug in the dosage I need. And Walgreens, a great big chain, found only 30 to give to me.
One last thing on that subject, when prescribing medicine which is required daily, and not a week or two later when the pharmacy is stocked up again, or the doctor is back from vacation, is a serious responsibility. I continue to stress trying to get my three medications which need to be filled on time or I could seizure, die or go insane. (I mean, more insane) So, doctors, pharmacists and hospitals, realize we are not angry customers, we’re scared…okay?
I wonder if other rural hospitals are having a tough time with their pharmacies. If so, could we not initiate some sort of coalition with other hospitals and get our pharmaceuticals together, like chain drug stores do?
Would you like a little off the top?
Questions came and went about how the hospital plans on cutting back and then on making money. It seemed only I, and committee chairwoman, Mrs. Kathryn Knight asked questions though and that is my point about bringing on an audit committee as an adjunct to this mystery financial theatre.
I put it straightforward, as usual, are you cutting from the top or the bottom? I explained that I meant there were more cost savings from the top layer than there is with the lesser paid.
It was announced with a soothing tone, that registry and traveling nursing costs are now at the lowest in years, but the hospital has been hiring which drove up the costs of actual employees. (We’re all good with adequate staffing and not from overpriced temp agencies)
There is not a shortage of good people, you just have to attract good people, by having, good and fair hiring and firing practices. As well as being good and fair in general. Human resources, the title speaks for itself. But problems have been there at KVHD for a long time, and the baton (some have been hit with) may have been passed along in 2007.
A Psychiatrist in the house: Is that for me?
But then I was told about the new psychiatrist, who is being utilized in the skilled nursing facility to provide consultation about psychotropic drugs, which we all have learned are part of the arsenal of pharmaceuticals used for geriatric problems.
Unfortunately, this contract came way too late to avoid the indictments from the office of Medical Fraud and Elder abuse, under the auspices of the Department of Justice.
Former, CEO, Pam Ott, said she had a few psychiatrists consult in 2007, when the state was breathing down her neck. She even said these psychiatrists agreed with the treatment and medications residents of the skilled nursing facility received in the "dark years." Her doctors said the residents needed even more of the medications in some cases.
But we must be at least somewhat relieved that the district is now taking this quite seriously and consulting with another shrink on a contract basis.
McGlew reported that the new psychiatrist will also be consulting with the emergency room, as the ER director, was said to have an interest in utilizing the specialist as well.
As I have previously mentioned, I am bi-polar, along with the whole of my family along with many friends, and it is a concern to me how people with this disorder and other mental health challenges are treated at the hospital and within the district.
The history regarding these issues is rather “crazy” really, and I will begin to advocate for those like me, or those who don’t like me, or whatever, us different folks. People all across America are eating up anti-depressants, as the economy and social change, have people worried and “bummed out.”
I am not making fun of depression as it kills people every day. Bi-polars head the list of those offing themselves regularly, and not just this hospital, but every hospital and medical provider needs to understand this unpleasant reality. (In fact, my brother was let go from the KVHD ER twice while he was suicidal, cut to the bone, leaving a bloody hopeless trail and nobody from mental health ever showed up.)
Since we have little in the way of treatments for depression, the pharmaceutical companies and Budweiser head the list of antidotes people choose most often, I would like to see a more natural approach, one of understanding and compassion.
Hugs not drugs KVHD. Also staff, not half, too. Nurses kept too busy cannot tend to the little things that make life livable, like a letter from a friend, a neck rub, reading a book aloud, a good conversation, a funny movie. (if these were your last years, months, days, what would you want for you or your family?)
The psychiatrist will not provide those things, but the often brow beaten and overlooked nurses, can: Most especially the underpaid CNA’s.
Bravo, a psychiatrist, I hope we utilize him well and learn, especially for those in the skilled nursing facility.
McGlew also reported that the state has frozen the expected 3% increase in payments to the skilled nursing center and will have an impact.
Just what we need less money for our SNF. Well, not less, but the same as last year, so it could be worse.
But it shows again, the lack of concern for the elderly and disabled by the state government. Stop it up there in Sacramento. This is sounding a lot the point of a certain woman at the town hall meeting about euthanasia.
In Conclusion, there is still a hospital that needs the public’s attention, but we seem to have obtained a dedicated, CEO in Mr. McGlew, and an equally attentive new Chairwoman of the board of directors in Mrs. Knight.
They are the “portrait of dedication,” or something syrupy like that. (Oh, I’m starting to use platitudes; I must stop reading the local newspaper. Aren’t newspapers written at a fifth grade level? Or is that blogs?)
I still have so many questions, like the bond payment, the pharmacy Medicare Part D issue, and that audit committee stuck in my mind. Of course, I still want to speak to Chet Beedle. All in good time…
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.
Monday, June 22, 2009
June KVHD board meeting: new CEO
I'm just getting a chance to watch the video from the last board meeting and it's really interesting. Here have some popcorn.
The chairwoman, Kay Knight, introduced our new CEO, Tim Mcglew, (sorry if the name is most likely misspelled. I haven't seen the spelling.) who gave a short introduction telling the community he wants to meet us and hear from us.
The new CEO, who has background in nursing facilities and large hospitals, was most impressive I thought that night.
During a period of questioning about a somewhat "superfluos" subject brought up by bored member, Huevos Maximos, (Jamison call himself: see the Scandalous Bob Jamison), the board was wrangling with the insipid but annoying radio star, and the CEO actually got up and clarified the issue.
I rewound the video several times to see such a sight as someone brave enough to take on the issues and actually provide a solution (even prior to his start date).
I felt this little feeling of hope after I heard him speak with knowledge and articulation.
But that soon dissipated as the "Should run a taco stand instead" CFO, Chet Beedle, began his run around the real issues with so many questions not asked of him. The board members have let this man run this hospital into the ground with hardly a word to him.
A few chuckles from friends, Jamison and Armstrong, lunchmates, and buddies, were all that was heard.
It seems the board has allowed Beedle's crimes and budget cuts to go without contention. No questions about the reports which include no breakdown or detail to actually understand.
We have overdue bills and outstanding balances, and a credit rating to match.
I've heard for four years now about the hospital financial problems caused by Robert Knight in 1999. Well, Beedle said we are going to be revisiting this scenario. But he gave himself a break, pointing out how that hasn't happened in ten years. OOOh. He even looked for confirmation from friend, Brad Armstrong.
Cal Mtg. is on it's way this August folks and Beedle, who calls himself a friend of the Mtg., has danced around this subject for six months. Will we have a hospital come September: if so, who will be running it?
Beedle said he wanted to retire here, but he makes little advance in any progress for the hospital to make money, and especially enough to satisfy the insatiable Cal Mtg.
Maybe he doesn't want to be known as a failure in finance and in employee retention and patient happiness; but you are Mr. Beedle.
Not only that you are a criminal who has been allowed to rough up anyone you like (see Beedle blogs). That power was given by the old board who sat and watched the SNF (skilled nursing facility) burn to the ground.
Yes, Mr. Armstrong and Mr. Jamison, you are still here and are seen at the hospital regularly meeting with the Beedle.
Remember all that you two board buddies said for years about micromanaging? Sleight of hand; it's been you two plus a few more we know about.
And tell me about the by-laws Huevos? I have a copy of the former by-laws which seem to be missing something, hmm, what is it? Maybe I'll ask you at the financial meeting this month.
But personally, maybe the community is frightened to come forward and ask the tough questions; but I'm not.
Oh, yes, Mr. Beedle, we can spend money any way you like if no one knows what you're doing. That is going to change.
Is it coinicidence that we have just enough money to pay our bond debt payment of 1.1 milion, added to the bond reserve we are not supposed to use?
The meeting also included a resignation by Tracy Brown whose company has been overseeing the SNF for more than a year.
Brown said: "I want to take the opportunity from everyone in the KRV for all your support on the skilled nursing unit on and during the survey process, and from my first day at the facility.
I regret to inform you that I had to submit my 90 day notice to terminate services as your on site administrator, but I do want you to know if I could ever be of assistance, either myself or of the organization I represent will always be available to you. You need only call and we'll be here at a moment's notice. Again, thank you."
This resignation came on the heels of the CFO announcement that they would have to cut cost in half in the SNF.
Beedle, who illegally hired both management companies, Sycamore and then Tracy Brown. The board in 2007, used the emergency clause in the district laws, to hire Sycamore without having to look at other management companies or options. We all know Sycamore made a bundle off this community and hospital.
Now Tracy Brown came in and it seems though she was paid quite a bit, she is not a favorite of Beedle, Armstrong, and Jamison. Well, they illegally brought her in without looking at other companies. (we will address this for sure)
So, why would they have a problem with her? Money. Are they resentful that she makes money they voted to pay her? (I mean Chet and our old friend Rick Carter and HR superstar, Debra Hoffman, all recieved nice raises ranging from 7 to 19%)
Beedle seems to think so. But he's made these fabulous decisions and continues to maintain a position at a failing facility.
Fire at will! All employees can be fired. Will our new CEO have the "huevos" to push out Beedle and bring in new financial oversight?
And will the board be willing to investigate the three amigos along with the practices in Human Resources?
I've asked for an investigation and I expect to get it.
Questions which should have been asked at the meeting
Beedle: Will three weeks be enough time to get more than $600,000 to pay the holders of the districts really "secure" bonds?
Why did the board and yourself give out big raises when your financials cite an unstable economy?
Did you know that government workers will be taking off the first Mondays and last Fridays to save money? And other government types are taking pay cuts and even giving money back. Why did this hospital throw money around like it was being printed in the back?
Armstrong: Why is it you never pulled an issue off of the "consent" agenda. These are not all "non" controversial items, in fact, there are many contracts that were not good choices.
Mr. Armstrong, did you try to fight to get Dr. Pormir and Debbie Hayes covered by the insurance company so they had a chance in court? And do you feel at all guilty about knowing that there were problems but doing nothing?
Mr. Jamison: Why are you even still here? Do you believe in if you can dish it out you better be able to take it? Are you still in touch with friend, Pam Ott?
Rest of the board: Why are you allowing known criminals to remain in the hospital?
The chairwoman, Kay Knight, introduced our new CEO, Tim Mcglew, (sorry if the name is most likely misspelled. I haven't seen the spelling.) who gave a short introduction telling the community he wants to meet us and hear from us.
The new CEO, who has background in nursing facilities and large hospitals, was most impressive I thought that night.
During a period of questioning about a somewhat "superfluos" subject brought up by bored member, Huevos Maximos, (Jamison call himself: see the Scandalous Bob Jamison), the board was wrangling with the insipid but annoying radio star, and the CEO actually got up and clarified the issue.
I rewound the video several times to see such a sight as someone brave enough to take on the issues and actually provide a solution (even prior to his start date).
I felt this little feeling of hope after I heard him speak with knowledge and articulation.
But that soon dissipated as the "Should run a taco stand instead" CFO, Chet Beedle, began his run around the real issues with so many questions not asked of him. The board members have let this man run this hospital into the ground with hardly a word to him.
A few chuckles from friends, Jamison and Armstrong, lunchmates, and buddies, were all that was heard.
It seems the board has allowed Beedle's crimes and budget cuts to go without contention. No questions about the reports which include no breakdown or detail to actually understand.
We have overdue bills and outstanding balances, and a credit rating to match.
I've heard for four years now about the hospital financial problems caused by Robert Knight in 1999. Well, Beedle said we are going to be revisiting this scenario. But he gave himself a break, pointing out how that hasn't happened in ten years. OOOh. He even looked for confirmation from friend, Brad Armstrong.
Cal Mtg. is on it's way this August folks and Beedle, who calls himself a friend of the Mtg., has danced around this subject for six months. Will we have a hospital come September: if so, who will be running it?
Beedle said he wanted to retire here, but he makes little advance in any progress for the hospital to make money, and especially enough to satisfy the insatiable Cal Mtg.
Maybe he doesn't want to be known as a failure in finance and in employee retention and patient happiness; but you are Mr. Beedle.
Not only that you are a criminal who has been allowed to rough up anyone you like (see Beedle blogs). That power was given by the old board who sat and watched the SNF (skilled nursing facility) burn to the ground.
Yes, Mr. Armstrong and Mr. Jamison, you are still here and are seen at the hospital regularly meeting with the Beedle.
Remember all that you two board buddies said for years about micromanaging? Sleight of hand; it's been you two plus a few more we know about.
And tell me about the by-laws Huevos? I have a copy of the former by-laws which seem to be missing something, hmm, what is it? Maybe I'll ask you at the financial meeting this month.
But personally, maybe the community is frightened to come forward and ask the tough questions; but I'm not.
Oh, yes, Mr. Beedle, we can spend money any way you like if no one knows what you're doing. That is going to change.
Is it coinicidence that we have just enough money to pay our bond debt payment of 1.1 milion, added to the bond reserve we are not supposed to use?
The meeting also included a resignation by Tracy Brown whose company has been overseeing the SNF for more than a year.
Brown said: "I want to take the opportunity from everyone in the KRV for all your support on the skilled nursing unit on and during the survey process, and from my first day at the facility.
I regret to inform you that I had to submit my 90 day notice to terminate services as your on site administrator, but I do want you to know if I could ever be of assistance, either myself or of the organization I represent will always be available to you. You need only call and we'll be here at a moment's notice. Again, thank you."
This resignation came on the heels of the CFO announcement that they would have to cut cost in half in the SNF.
Beedle, who illegally hired both management companies, Sycamore and then Tracy Brown. The board in 2007, used the emergency clause in the district laws, to hire Sycamore without having to look at other management companies or options. We all know Sycamore made a bundle off this community and hospital.
Now Tracy Brown came in and it seems though she was paid quite a bit, she is not a favorite of Beedle, Armstrong, and Jamison. Well, they illegally brought her in without looking at other companies. (we will address this for sure)
So, why would they have a problem with her? Money. Are they resentful that she makes money they voted to pay her? (I mean Chet and our old friend Rick Carter and HR superstar, Debra Hoffman, all recieved nice raises ranging from 7 to 19%)
Beedle seems to think so. But he's made these fabulous decisions and continues to maintain a position at a failing facility.
Fire at will! All employees can be fired. Will our new CEO have the "huevos" to push out Beedle and bring in new financial oversight?
And will the board be willing to investigate the three amigos along with the practices in Human Resources?
I've asked for an investigation and I expect to get it.
Questions which should have been asked at the meeting
Beedle: Will three weeks be enough time to get more than $600,000 to pay the holders of the districts really "secure" bonds?
Why did the board and yourself give out big raises when your financials cite an unstable economy?
Did you know that government workers will be taking off the first Mondays and last Fridays to save money? And other government types are taking pay cuts and even giving money back. Why did this hospital throw money around like it was being printed in the back?
Armstrong: Why is it you never pulled an issue off of the "consent" agenda. These are not all "non" controversial items, in fact, there are many contracts that were not good choices.
Mr. Armstrong, did you try to fight to get Dr. Pormir and Debbie Hayes covered by the insurance company so they had a chance in court? And do you feel at all guilty about knowing that there were problems but doing nothing?
Mr. Jamison: Why are you even still here? Do you believe in if you can dish it out you better be able to take it? Are you still in touch with friend, Pam Ott?
Rest of the board: Why are you allowing known criminals to remain in the hospital?
Tuesday, April 14, 2009
KVHD Special Meeting: a new CEO
A special board meeting has been called for Wed., April 15, 2009, 1:30 pm. The agenda states that the meeting is regarding personnel, in particular a new CEO.
Former CEO Rick Carter, resigned last week and apparently there is a replacement waiting in the wings.
Hmm.
With a partially new board of directors, we now have the chance to see what these members have to bring to the table in regards to their ability to hire rightly qualified and credentialed personnel.
Who did they select as the new CEO? And out of how many?
Will this new CEO come in at entry level salary like the traveling nurses converted from roustabouts to KVHD employees of the skilled nursing facility?
And a better question, how did they find and qualify this new CEO?
Is this board a brighter board than a year ago?
Will they or did they practice due diligence this time around and ask questions; make phone calls; see if this person will fit in with the current state of the hospital; ask themselves if this is the best person for the job?
Did they know what kind of person they were looking for, what personality, qualifications?
Or were they just thankful that somebody would take the job and opened the door?
We will find out tomorrow at the end of the special board meeting who and what the board did to select this individual. We will know if the new board is any better than the previous corrupt board.
The CEO is the crux of the organization as this person holds responsibility for patients, the public, the board,the law, the integrity of the hospital, and I would think that it should be a very difficult decision to make.
We have seen in the past that a CEO can either break or make a healthcare district.
And with a broken healthcare district we move on to another CEO.
Former CEO Rick Carter, resigned last week and apparently there is a replacement waiting in the wings.
Hmm.
With a partially new board of directors, we now have the chance to see what these members have to bring to the table in regards to their ability to hire rightly qualified and credentialed personnel.
Who did they select as the new CEO? And out of how many?
Will this new CEO come in at entry level salary like the traveling nurses converted from roustabouts to KVHD employees of the skilled nursing facility?
And a better question, how did they find and qualify this new CEO?
Is this board a brighter board than a year ago?
Will they or did they practice due diligence this time around and ask questions; make phone calls; see if this person will fit in with the current state of the hospital; ask themselves if this is the best person for the job?
Did they know what kind of person they were looking for, what personality, qualifications?
Or were they just thankful that somebody would take the job and opened the door?
We will find out tomorrow at the end of the special board meeting who and what the board did to select this individual. We will know if the new board is any better than the previous corrupt board.
The CEO is the crux of the organization as this person holds responsibility for patients, the public, the board,the law, the integrity of the hospital, and I would think that it should be a very difficult decision to make.
We have seen in the past that a CEO can either break or make a healthcare district.
And with a broken healthcare district we move on to another CEO.
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