From an article in the June 30, 2006 Nashville Business Journal entitled "New CEO will shift focus of LifePoint"
"The change in management is more about style than strategy as LifePoint tries to work with physicians and employees and be a good citizen in its individual communities. As the new CEO, Carpenter plans to visit the individual hospitals in the coming months.
"'I want to go out in the hospitals and sit down with the leadership teams... and the employees, and I want to sit and listen to them and learn 'what do we need to do and what can I do?"'Carpenter says. "
http://nashville.bizjournals.com/nashville/stories/2006/07/03/story2.html
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16 comments:
Maybe someone forgot, this is the same man who said "nothing will change standing next to Dr Ashby" His boss said 85 mh'patient day. The board fired him a few months later. Now no one will own up to manhours or nurse staffing numbers. It is a simple statement; Mr Art should post the budget and Mr Judy should tell the truth when asked. Why the dance? Our newspaper and their newspaper do not ask these questions--why?
What you can do Mr Bill Carpenter is give the permission to staff our hospital. Your board should fire you if you keep pretending the lack of nurses is a hiring problem. Everyone knows your strategy is to make money not take care of patients. Betty you should be ashamed!!
It amazes me how the foundation is spending the money from the sale of the hospital. Take for example 9.7 million dollars going to DCC for a health science center, sounds good. However,Richard Barkhouser (former board member and on the foundations board) is vice chairman at Danville Community College. Smells a bit fishy to me. We should all boycot and not buy from Barkhouser. The same should be for American National bank, keep your money elsewhere.
I dont believe it. Mr Art D does live in Phoenix so says his website. Does LPNT know he lives in Phoenix? Does Ashyby know? How bout Betty? Who really cares; who would be silly enought to move to Danville now?
Here's the full story on Doloresco's activities in Florida 10 years ago. he hasn't changed much:
Hospital board `hoodwinked'?
Orlando Business Journal - October 17, 1997
by Susan Lundine
An unexpected deal transferring management of financially troubled Princeton Hospital has purged the nonprofit's governing board, left physicians bewildered and paved the way for salary cuts and layoffs.
NewCare Hospital Corp., a subsidiary of Atlanta-based NewCare Health Corp., has inked an agreement to manage financially strapped Princeton Hospital for five years.
The contract, which includes an option to buy the 150-bed hospital for an undisclosed price, tosses out an earlier pledge by the hospital's current owner, Resource Housing of America, to turn the hospital over to its seven-member board this year.
Instead, the board, which had been running Princeton for the past year, has been reduced to an advisory position.
"A new board of directors came out of nowhere," says Joe Trotta, a Princeton board of governors member and a owner of a large Orlando financial planning and investment business. "We were hoodwinked. There was gross misrepresentation. Nobody knows what the game is now. The doctors are not happy, and the employees are looking over their shoulders."
In fact, many hospital doctors were unaware of the deal. "I am not aware of any of the details of that," says Dr. Alfred Bookhardt, one of several doctors contacted who said they knew nothing about the contract. "I don't know of any other staff members who are aware of it."
Ivan Lefkowitz, a local attorney and a member of Princeton's governing board, adds, "It's very sad that a community hospital no longer will be run by community members who were independent, had no ax to grind, no financial interest. We don't get paid or get benefits," he says. "We were just there because it was the right thing to do. Now the hospital is being managed by a bunch of strangers who are not from the community."
The sale caps two straight years of financial struggle. Four times over the past 24 months, the independent hospital has been forced to dip into financial reserves to meet interest payments on $46 million in 1991 junk bonds issued to finance the sale of Princeton to Resource Housing of America Inc. Dan Carter, Princeton's majority bondholder, defends the sale as the best chance at saving the ailing facility.
NewCare has pledged to extend a line of credit to help the hospital with cash flow and to guarantee bond payments for an unknown length of time.
Art Doloresco, president of NewCare Hospital Corp., says he understands why the local board is hurt and reacting with anger, and he doesn't blame them. "But the harsh reality is that they didn't get what they wanted," he says. "They're just going to have to get over it."
Doloresco says NewCare plans to review Princeton's expenses "from A to Z," and then try to create a level of distinction at the hospital that will allow it to compete with the other hospitals in Orlando. One strategy will be to try to affiliate with another local hospital, he says.
And in order to make Princeton attractive to one of its local competitors for an affiliation, Princeton "must have no waste, be cost-effective and have high-quality services" -- a trimming down that could include both salary cuts and staff layoffs, he says.
Princeton's salaries, wages and benefits are at 70 percent of the hospital's net revenue, but NewCare would like to see that percentage more in the 35 percent to 50 percent range, Doloresco says.
"I would like to see us be able to afford the care we're providing," he says. "Maybe we need less people or more people, or maybe some people are getting paid too much. We will do a complete review of all of that. But this is not a slash-and-burn mentality."
Adds Doloresco, "My job is to take a hospital that is missing the beat in every cylinder and get it back into shape for the community, so the employees don't have to worry that their next paycheck may bounce," he says. "My objective is clear -- to simply save as many employees as possible and let the doctors know we have a positive cash flow and can get the equipment they need."
Princeton CEO Randy Phillips says he was not involved in the negotiations with NewCare and could not provide any details. However, he has been asked to remain at the helm of the hospital, he says.
NewCare Hospital Corp., founded earlier this year, currently operates three hospitals -- Princeton, Tri-City Hospital in Texas and Meadowbrook Hospital in Kansas.
Its parent company, NewCare Health, also provides senior residential care services including long-term care, assisted living and independent living centers and rehabilitation facilities. NewCare Health operates 15 facilities in Florida, Georgia, Texas and Kansas.
This is were all of Lifepoint's money goes. Not into the hospitals, but into the pockets of CEO's and shareholders. They certainly do not use it to employ more nurses. Found this at the executive paywatch website.
PayWatch Fact Sheet
Kenneth C. Donahey
Chief Executive Officer
LifePoint Hospitals Inc.
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2005 Compensation
Salary $755,769
Bonus $984,625
Long-Term Incentive Payoffs $0
Restricted Stock Awards $5,112,000
Other Compensation $13,948
Value of Stock Option Grants* $1,476,665
Total 2005 Compensation Plus Stock Option Grants
$8,343,007
Compensation from Prior Stock Option Grants**
Value of Options Exercised in 2005 $0
Value of Exercisable Options $8,601,388
Value of Unexercisable Options $0
* Black Scholes present value model as estimated by The Corporate Library.
** Not counted in 2005 compensation totals.
Source: The Corporate Library
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CEO-to-Worker Comparisons
Annual Weekly Daily Hourly Per Minute
Kenneth C. Donahey $8,343,007 $160,442 $32,088 $4,011 $66
Minimum-Wage Worker $10,712 $206 $41 $5.15 $0.09
Average Worker $25,501 $490 $98 $12.26 $0.20
President of the U.S.A. $400,000 $7,692 $1,538 $192 $3.21
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How Many Years to Equal Kenneth C. Donahey's 2005 Compensation?
Minimum-Wage Worker 778 years Completion Date 2784 A.D.
Average Worker 327 years Completion Date 2333 A.D.
President of the U.S.A. 41 years Completion Date 2047 A.D.
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How Many Workers Equal Kenneth C. Donahey's Compensation?
Minimum-Wage Worker 778 workers
Average Worker 327 workers
President of the U.S.A. 41 presidents
Well, if I did my figurin' right (and being a nurse here in Dumbville I had to use my fingers and toes, just like they taught me in figurin' class at skool . . . ) Donahey's salary equaled that of me and 184 of my closest nursing friends. And they said that the company was loosing money!!! I wonder why? And remember, that was 2005 the same year they bought DRMC for $230,000,000.00 and he still made more than I could if I stayed at the same salary for the next 185 years. That means I won't be able to retire until 2191. I hope they fix things soon. I’m going to need some state of the art care if I am to make it another 200 years.
I would start a posting with this topic but don't know how. The Subject: Letter to DRMC Associates received recently. Oh, yes. A 2-page letter from Art D., Betty-Jo Foster and Richard Smith, MD. It goes on ad nauseum about:
..."It's no secret that to be successful in meeting this responsibility [providing healthcare..saving lives..improving quality of lives..high calling..answering that call..delivering on the expectations of those we serve is a tremendous responsibility]we must work together."
"Coming together is way overdue."
"The important thing to remember is that no one person or small group can make this hospital successful."
"Going forward won't be easy...But it is time to move on, and move ahead...It's time for us to let these [grudges] go."
The $26 million investment "coupled with your [associates'] caring approach" will provide care for our patients.
And then 3 jolting paragraphs about the upcoming JCAHO visit and accreditation. If this isn't scare tactics, I don't know what is: "While some might think loss of accreditation hurts Lifepoint, THE REAL LOSERS ARE THOSE OF US WHO LIVE AND WORK IN THIS COMMUNITY." (caps mine)
This entire 2 pages talks solely about the employee and his/her responsibility toward the organization. There is virtually NOTHING except a line about money and equipment that the organization will throw in. GOOD GRIEF! The EMPLOYEES literally should be CONSIDERED to be the PATIENTS now, and the HOSPITAL IS NOT TAKING CARE OF THEM AT ALL.
Nurses leave and their managers say nothing and do not even TRY to keep them. Critical Care is so short staffed that nurses from Martinsville are being brought in at double pay.
Have you heard the one about the new Purchasing Director who came walking in on a Monday morning looking for his office? None of the other workers in that department knew anything about him. They asked if they could help and he said that he was "'looking for his office. He was the new director.'" Typical.
BTW, I tip my hat to Sentinel Event. Wonderful name selection.
If I recall correctly, Ken Donahey was fired by lifepoint shortly after assuring the physicians (led by Dr. Miller at that time)that lifepoint's management style would not interfer with the care DRMC gave to their patients. He was given a $3.9 Mil bonus to leave that was to be paid after June 2007, if he honored his confidenitality clause. That is when I found another job. I knew then that we were indeed headed for assembley line medicine with nothing standing in the way of PROFIT.
Look at all the out of towners lifepoint is bringing in for key positions, Ohio for Admissions director, Nevada for Human Resource director, Tennessee for CNO, Arizona for CEO and consultants. This tells me that they underestimated the spunk, determination and intelligence of Southside Virginians. lifepoint fears us, we do not take their directions well (with a few exceptions of mgrs. that had to stay). Evidently, the filthy five convinced them that we could be led easily to the sacrificial altar. As far as the letter from Al Newman to the editor today...don't second guess the board's decision to sell to lifepoint...it was money all the way, if not they would have considered MCHS, a community based not for profit health care system.
As far as this letter sent out to employees goes, it is a reminder of what can happen, it is putting the blame on you for failure before it happens and it is a veiled attempt to extort loyality from you. I would love to still be there and be interviewed by JACHO...........biker.
About the new Purchasing Director, the department had known for 2 weeks or more when his start was. They had been talking about it and what changes he would make.Whoever did not know must have been out or not listening. Shame,though, he did not know where his office was. His boss should have been there to meet him on his first day, reintroduce him to the staff and show him around. But, hey, what do I know about courtesy, manners and etiquette?? I am just one of those redneck hillbillies from Dumbville.
Can you believe that they wasted paper and postage on that letter? What are they thinking? This JCAHO inspection is not our first. Yes, there are issues to be addressed and improvements to be made. There always are. Each inspection is to make us learn and grow and improve how we take care of our patients. Yes, there are several employees who do as little as they can get by with (just like everywhere else). But, please...give me a break..., the whole tone of this letter was too patronizing. I know what my job responsibilities are. I know what the JCAHO standards are (it's on the internet if you care to sort through to find it). But don't treat me like a wayward child.
Sorry to all who cannot leave.., so refreshing out here!!
Betty Foster works for Dr Bob ; sold because they could not run it any longer. "inmates are running the asylum" that's what dr bob, betty, and banker majors tell everyone laughing at what fools they made of lpnt. Joke is on you Bob and Betty; you live here and get to enjoy it everyday
What has Betty Foster got to do with it? I thought she taught at DCC. --An Innocent Patient.
Betty Jo Foster was on the Board that sold the hospital, she is on the Danville Regional Foundation Board (that controls the money), the Board at DCC (who got a huge chunk of the money from the Foundation . . . hmmmm), and is now the Chairman of the DRMC Advisory Board.
I guess since the attorney general won't help the people out, we need to be voting with our own dollars. I've already switched my bank and I don't buy my propane in Chatham. A shame we can't support our own local people. At what point will someone start looking into conflict of interest with the foundation and who makes money off of the grants awarded?
Small correction. Betty Jo was NOT on the five-man team who sold the hospital. She was on one of the look-good boards set up to make the place look more inclusive. Give Betty Jo credit for dancing to every tune to advance herself, but she was not one of the five who sold us out.
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