Danville Register and Bee
August 26, 2007
Danville Regional Medical Center remains a fully accredited hospital. After a bruising several months that seemed to validate critics of the hospital and its corporate parent, LifePoint Hospitals Inc., the hospital has emerged from the Joint Commission’s “preliminary denial of accreditation.”
Thursday’s news followed last month’s announcement from the Centers for Medicare and Medicaid Services that Danville Regional “remains in compliance” with Medicare standards.
The two announcements mean Danville Regional has proven itself to outside, independent agencies that look at thousands of health care facilities all over the country. It means that Danville Regional has fixed many, if not most, of its problems. It means the hospital deserves a second chance from its toughest critics.
That’s not a politically correct thing to say in some circles. Some people believe LifePoint is a spoiler of hospitals and that the Tennessee-based company destroyed our local hospital. But we’d like to think that the Joint Commission and the Centers for Medicare and Medicaid Services know a thing or two about how a hospital is supposed to be run.
What does the future hold? If local residents don’t now support Danville Regional Medical Center, it will be difficult, if not impossible, for the hospital to remain a viable health care facility.
Consider the case of Dr. Lee McCann, who is leaving Danville Regional - where he serves as medical director of cardiovascular surgery - to take a position in Utah.
McCann’s practice has suffered, he claims, because fewer patients want to be treated at Danville Regional. It wouldn’t be surprising to hear a lot of local doctors say the same thing.
“Things have gotten so bad at Danville Regional that when we got another offer, we had to look at it,” McCann said. “… My office is now in the red, and I can’t keep losing money. Duke has probably lost money as well, and they are getting scared.”
Getting a man like Lee McCann educated and ready to practice medicine is a long, expensive process. Doctors need to be able to have financially viable practices. If McCann couldn’t attract enough patients to make enough money because local residents didn’t want to be treated at Danville Regional, what does that mean for the community?
Over time, fewer patients using the hospital would force the hospital to offer fewer services, which would decrease the number of patients, which would lead to future service cuts.
If that cycle continues, eventually everyone would be forced to go out of town for hospital care. That would have a profound, negative effect on everything from the quality of life to economic and community development in the Dan River Region.
It would be wrong to tell people to go to Danville Regional if the hospital wasn’t making real progress. People need more motivation that just a boilerplate call to support a local business.
But with the hospital showing demonstrative, positive and verified progress, shunning Danville Regional becomes an act of community suicide.
Danville needs a good, strong hospital, and this week’s news is a good step on the hospital’s part to rebuild its relationship with the community. It’s time for the community to take the next step - while it still can.
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2007
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August
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- "Health care panel ready for the job"
- "Regional foundation begins health assessment"
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- Draw your own conclusions...
- "Medical director of Heart Center to leave for Uta...
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- Something to ponder...
- DRMC open line...part deux
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August
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Letter to Employees, February 7, 2007
Dear DRMC Associates, Physicians and Volunteers:
Thank you for all your efforts to provide healthcare to the citizens of the Dan River Region. Providing healthcare, saving lives, and improving the quality of the lives of our friends, family and neighbors is a high calling, and you are answering that call each and every day. Delivering on the high expectations of those we serve is a tremendous responsibility, shared by everyone – physicians, nurses, technical and support staff, volunteers, managers and administration.
It’s no secret that to be successful in meeting this responsibility, we must work together. We have seen in our Emergency Department the good things that can happen when staff, physicians and management work together effectively. The reduction in wait times and fewer patients leaving without treatment are ample proof. You should all be proud of this accomplishment.
It is our hope that all of us on the hospital team, and indeed the entire community, can come together around Danville Regional and make it a source of genuine pride and positive economic activity for this area. Coming together is way overdue.
When Mr. Bill Carpenter, CEO of LifePoint and three other corporate officers were in our hospital in January, they openly apologized for mistakes made at the onset of the hospital sale. Knowing what they know at this point in time, they would have definitely done things differently. LifePoint has committed the support and resources needed to make DRMC a hospital of which we all can be proud. In addition, we, as leaders in different areas of the hospital, commit our time and energy to that same goal.
The important thing to remember is that on one person or small group can make this hospital successful. It will take the support and commitment of every single one of us who are connected to DRMC in any way. We need your help to make this happen.
Going forward won’t be easy. Any organization of this size and complexity has issues.
But it is time to move on, and move ahead. Constructive suggestions are always OK, and in fact welcomed, because there is almost always more than one “right way” to accomplish goals. Bitter, destructive criticism isn’t OK. There’s a reason they call it “holding grudges,” because the only person who feels bad is the one holding them. It’s time for us to let these go.
Good things can happen if we channel our energies on positive activities. Never has this been more important than now.
During 2006 and 2007 $26 million is being invested to create some good things – the build out of the 5th and 6th floors, the new radiation/oncology equipment, addition of PACS and a new state of the art CT machine. These improvements, coupled with your caring approach, will provide better, more complete care for our patients, close to home.
Recent patient satisfaction scores have improved, and will continue to improve as long as we focus our efforts on providing the best care for our patients and support for each other. We also fully recognize the importance of improving staff and physician satisfaction, and the positive impact this will have on the patients we serve.
We also have a big challenge that will require everyone’s best – our Joint Commission accreditation review, which will occur sometime in the next couple of months. When you think about it, it is not a stretch to say that the lifeblood of this community is dependent upon Danville Regional maintaining Joint Commission accreditation.
Joint Commission accreditation is a key to the continued success of one of the largest employers in the region, and the place where the majority of our citizens come to receive healthcare. An accredited hospital makes the community more attractive for residents who already are here, and also for those people and their employers who are looking for a good place to live, work, play and invest. It also directly impacts the livelihood of all associates and physicians.
We need to place a tremendous amount of importance and urgency around preparing for Joint Commission, because accreditation is vital to all of us. While some might think loss of accreditation hurts LifePoint, the real losers are those of us who live and work in this community. We must join together to protect one of our most valuable community assets. Our region’s economic recovery depends on it.
So we go back to our original points: we are fortunate to be in a position to serve others, which is a tremendous responsibility we accept every day. All of us want to make this a better place to work, and a better place for our neighbors to receive treatment. We are committed to supporting you and know that together we will make DRMC the very best it can be. We appreciate each of you.
Sincerely,
Dr. Betty Jo Foster
Chairman, DRMC Advisory Board
Arthur M. Doloresco
President/ CEO
Richard A. Smith, M.D.
Chief of Staff
62 comments:
Editorial writer has the same tone as "support your local merchants." Sorry, this isn't hardware, housewares, and ready-to-wears. It's life and death, and even a "small" mistake can escalate to fatal. I've seen it happen. DRMC will not be my facility of choice for a long time, period.
Those mistakes can happen and happen other places too. Whatever editoirial blog said is true and community would be responsible for departure of talented physicians and staff, and,it would be very difficult to hire or attract new people to Danville. If that's the way all want it, so be it!
Get ready for diminishing medical support and travel farther even you have a life threatening situation. Nobody to blame then including local facility , except us!!
lIFEPOINT started this mess and the MD's and RN's have gone specifically for that reason and NO other.The community can't be responsible for something they didn't start.
I like the comment that pointed out that accreditation is nothing but a basic inspection sticker on your car--having nothing to do with the quality of the care, etc.
LifePoint has turned the place into a dump. "Support Your Local Merchants!" That message is so stupid I have no words for it.
Too good not to be repeated:
First, good job to my fellow employees for passing Joint Commission. A poster wrote that JHACO is all about paperwork. You are right. Staff have been quizzed to death on what to say to joint commission to the point we feel threatened by our managers if we get a question wrong. Sadly, Joint Commission only looks at the processess in place. They do not care about nurse-patient ratios (which are still poor).
Secondly, in regards to the letter that another poster put onto the blog. Who are these people? "The doctor and his staff went into the fastest mode anyone could possibly move to help him. A nurse took the orders and moved with extreme speed. Another hero doctor came in, checked him and sent him to the ICU, where he was watched closely by some more of our wonderful nurses.
Two days later, the second doctor and his skillful hands and his wonderful staff did a catherization and inserted two stents to open an artery that was almost blocked." No one in this area talks or writes like this. Another PR letter. And speaking of PR who is John Van Mol? Yet, another person brought in by Lifepoint to fill a position that was never advertised locally or within the hospital. Thats a big problem with Lifepoint, rarely promoting from within. If you argue that their is no one qualified from within to move up into these positions, then that is poor management. Because, one of the main functions of a good manager is to develop his/her employees to take over and advance within a company.
Lastly, to the poster who asked why are people still quitting, that's easy, they are quitting to take jobs at other facilities that offer better pay, better benefits, a feeling of being wanted, and don't put profits before patient care.
Get serious. How can anyone care what the paid-off suck-up Danville paper has to say about anything?
"And speaking of PR who is John Van Mol? "
I don't think Mr. Van Mol works for LPNT...looks like an agency in Nashville.
http://www.dvl.com/culture/senior.htm
Not even letting the local office handle PR...nice.
In a paradox of diffuculties like this, lpnt should learn to "put their money where the mouths are" to be able to provide quality health care. If middle and upper management will not meet and assist the people trying to keep the hospital afloat, they are not worth listening to.
Dr. McCann has clearer vision for the future.
Lifepoint (and all other facilities) pay to get a JT Comm. Survey. Did you really think that they wouldn't end up getting approved? Jt. Comm. told them what to fix, they submitted a plan to fix it and so it goes........
Starting to see Joint comm as a for hire PR group, sort of like paying for your diploma since the review is,as we now know, of no real substance(ie.ratios and total staff on hand etc.)
john van mol is head of nashville pr agency specializing in crisis mgmt too late for that !!
what...we paid JC off. No we did not. We worked hard to right some wrongs and improve and will continue to improve. I think this town wants to see this hospital fail. for the life of me i don not understand why.
It's not complicated why we hate LifePoint. We want it to fail in the same manner that we all want unscrupulous, lying, evil, money-grubbing leeches to get out of our neighborhood and go suck the lifeblood out of someone other than us. Clear?
Clear! That would be just great, but then we are left with a hospital that is such a dump that no one will buy it.
As for us, we've found Moses Cone and it's great. But we could have to use the ER tonight. I wish they would fix the ER and forget about the rest of it.
You people kill me. A couple months ago when the preliminary denial of accreditation was announced, you all held that up as "proof" (many used that exact word) of the lack of care. Now that the accreditation is restored, it's "paid off", "just paperwork", "PR for hire."
Sheesh...I thought there were actually a couple of folks posting here that had half a brain.
We do have a whole brain.
And after seeing the reasons we failed and the fixes for it it is nothing but paperwork, and employees whose jobs were to TAKE CARE OF PATIENTS LIVES were now made to do reams of useless paperwork.Plain and simple.
The fact that lifepoint should know how to run a facility and clearly does not , they only care about the money, speaks volumes about the greed of CORPORATE america.
And it WAS pretty good proof that the place is a dump. It was outrageous, incredible, unbelievable that Danville Regional could be destroyed in so short a time and cast down among the worst hospitals in the US.
Like the other commenter said, the place was such a wreck that it could not even get an inspection sticker. Now it's got an inspection sticker. That's good. Now let's get to work on all the terrible things wrong.
This is no time for being smug.
Where's the new CEO?
It's not complicated. We will never again have a great hospital, so let's all agree on that. The best we can hope for is a smaller place that takes care of us until we can get to one of the good places nearby.
So, to use the inspection sticker analogy, let's work to fix up this clunker so that it is reliable for short trips around town.
Despite LifePoint's denial, reports are all over the industry that they are going to reduce the bed-count at Danville Regional, blame it on lack of community support, and try to give us a nice little car to drive around town.
Given all the horror we have been through, this could be the best thing to have happen.
--DRY FORK
Interviews for the new ceo are continuing, with a new candidate making the round this week.
Smug is not the word I would use for the previous comment. The point is that you people cannot be pleased. You were probably the same people that have never really liked the hospital to begin with but now have an excuse to really run it in the ground. This town has never appreciated this hospital and will never. So no matter what is said or done, you guys will still act like children pouting.
I for one have worked at this facility in excess of 10 years and have seen many changes in it. I am still an employee because I feel loyalty to DRMC and I feel that things will get better even with new owners. Everyday I go to work, I take pride in my job as a nurse and will continue to do so until the day I die or retire.
Or are fired?
This post from an older string deserves to be right here in the debate over Lifepoint's general reputation:
Let's take a look at a hospital in Ennis,Texas. This hospital was on the edge of bankruptcy and employees wondered if their paychecks would cash on Fridays. Lifepoint was a godsend to the employees that are left. How do I know this, my uncle is a cfo of a company in Texas, and when Lifepoint bought out DRMC I asked him to do a little fact-finding for me. The new Texas hospital was in such bad shape that lifepoint had to build another hospital in order to pass inspection. Unfortunately, they built a smaller-bed hospital than was there originally, thus, employees were fired due to not needing them. Computer systems that were brought in and modernized the hospital, but caused even more people to lose their jobs. So in the end the hospital is a modern hospital with all the bells and whistles, but has about half of the employees they once had. So who benefitted, those that got to stay or those that were let go?
Let me cite a few hospitals that Lifepoint has done questionable things with:
1) Central Carolina Medical Center in Hardeeville, SC. Lifepoint bought this profitable hospital from Province Healthcare. In one year, since Lifepoint took over, it has lost over $7 million dollars and Lifepoint gave up on it and sold it to Tenet Healthcare (which by the way, has a worse reputation of fraudulant practices than Lifepoint or HCA).
2) Palo Verde Hospital in California. Lifepoint was leasing this hospital from the county. When it was a county ran hospital it was profitable. In the 2 years that Lifepoint managed it lost money and had to take bankruptcy. Lifepoint paid the county $3 million to get out of its lease and left the county scrounging to find the funds to run the hospital. So, as you can see, the great Lifepoint left this county scrambling for funds to restart the hospital.
3)Valley View Medical Center in Arizona was built by Lifepoint in 2005 and was scheduled to open in December of 2005. It did not open unitl Summer of 2006 because it could not pass JCAHO and medicare and medicaid inspections.
4)Colorado River Medical Center in Needles California. Lifepoint was leasing this hospital from the county. In 2006 Lifepoint built a hospital 15 miles down the road in Nevada. It seems that Lifepoint was willing to allow this community be without a hospital because it did not want to deal with California's mandatory nurse-patient ratios. Amazingly, when the county took over the hospital an independent audit showed where Lifepoint had stolen equipment and supplies from Colorado River. The courts made them give back the stolen equipment back and pay a small fine for taking the equipment.
Finally, Lifepoint and HCA have been fined millions upon millions of dollars for fraudalent billing practices and has several class action lawsuits pending in federal courts due to low staffing issues.
So, before you jump on the Lifepoint bandwagon, I suggest you do your homework. Just in case you are wondering, all you have to do is Google these hospitals and their communities and you can read the plight of these hoapitals and many others on their local newspaper's websites.
I hope you realize that this list just scratched the surface. Anyone know anything about the book that's being written about Lifepoint? Does it include what they have done to Danville?
I am in no way a Lifepoint supporter; what I am is a DRMC supporter. I am saying that you guys would be no happier if Roanoke, Moses cone, or Duke had taken over because the control was out of the hands of the city of Danville.
I am also saying that this is the same group of individuals that opposed the revolving door when it was placed during the remodeling of the hospital. Or opposed the old snack shop from looking like a diner from the 50's to its modern day ammenities. I am saying that the city of Danville is never happy with anything period.
I can't say that I will never be fired, but I can say that have been loyal to this hospital wholeheartedly throughout it's reign good, bad, and ugly. Can you?
Additionally, you live in this community and are accountable for it's livelyhood. Therefore, if you don't contribute, then you are responsible for it's demise. I have been Danville my entire life and I don't want to see it be a ghost town.
Name one thing that the city of Danville hasn't opposed?
"Name one thing the City of Danville has not opposed."
A few of so many:
1) Danville has never opposed incentive grants for low-wage companies like Wal-Mart and Target, etc. Instead, it thrives on them to expand the tax base on the backs of all of us.
2) Danville has never opposed industries like Yorktowne that promise $12-$15 jobs and pay under $10.
3) Danville has never opposed the destruction of its distinguished history.
4) Most of all, Danville never opposed the sale of its community hospital by the Bank Boys to Lifepoint.
These are the sorts of things Danville has NOT oppposed, and that has led to our sad situation.
I know about the book. Henry Hurt in Chatham is writing it, but I've never heard that it's about the hospital alone. I think it's about all the mess going on. But he's a big buddy with Ben Davenport, so it will be another white-wash.
HENRY HURT A BIG BUDDY OF BEN DAVENPORT????????
Who do you think exposed the whole Boys at the Bank scandal? One of those two guys is an honest broker, and it ain't Davenport.
As I recall, Danville did oppose the new Walmart and I am sure the new Target that is being built.
Perhaps not opposed to Yorktowne, just to get jobs in the area to increase employment.
Have you not seen the groups formed to oppose the destruction of downtown or the Dan River sign? That looks like opposition to me.
Furthermore, Danville did oppose the sale of the hospital which is why everyone scrutinizes everything that happens at DRMC.
The only demise seen is the self destruction of the people of the city of Danville.
As a newcomer to Danville (been here 10 years) I have found the citizens so caught up in their history and how unique and special they are that they are unaccepting of outsiders. New people coming to this area all remark that friendliness is not always present. When outside views or processes are introduced the natives almost always reject because it just won't work in Danville because we are special or unique or different etc. The message sent to outsiders is that they are doing just fine and no changes are welcome. Well examine the state of this community..we might do well by learning form the experience of others versus continually running new people, new businesses, new thinking out of town.
lifepoint is not new thinking it's take from the poor give to the rich just like the low wage jobs of Dan River Inc that mostly built it.And as for the "Danville opposed the sale" ,not until they found out about (after it was too late) and discovered how wretched a corp lifepoint is.
And last but not least "I am saying that you guys would be no happier if Roanoke, Moses cone, or Duke had taken over because the control was out of the hands of the city of Danville."
Again someone who knows nothing of what they say If this were true so many nurses wouldn't have left , be leaving for , and working at all of the above.
Well this blog has proved it. Most of the people, at least the ones that write this blog are LOW HANGING FRUIT.
All I see is bitching about DRMC and Lifepoint but not one suggestion on how to make things better.
So if DRMC fails, so goes Danville. think about it. Most of us still at the hospital can go anywhere and get jobs. And just where are you LOW HANGING FRUIT going to make your living. Maybe you could just go on welfare and live off others. ( oh you already do that).
Be careful of what you wish for cause it could come true.
I think the problem is that no-one wants to give in to the "bully" and let them "win". To come out in support of Lifepoint is against what most were told all of their life..."If someone is picking on you, you eventually have to stand up to them. Otherwise you will spend your whole life being intimidated and slink around trying to not be noticed."
Lifepoint is viewed as a bully and any success is viewed as "they beat us down and now they've won.
I don't think anyone is anxiuos to see DRMC fail, just eager to see the bully run out of town.
That poster who recalls that the city of Danville OPPOSED the hospital sale is from another planet. He also notes that Danville opposed the target store.
Where'd you get your ether?
Anyone know any details about the book Henry Hurt is writing? He's a top investigative reporter and might come up with some stuff.
I seem to recall that the City of Danville gave Target something like $8 million to come here? Doesn't sound like they opposed them to me.
On Hurt's book, you should call him and ask him. He's very open about it, and I know people he has interviewed.
I wish someone would write about this place. All they care about is PR, and that's why they brought in this guy from Tennessee to try to gloss over Lifepoint's horrible managing practices.
Since so many people have wisely taken their business elsewhere, I worry that the ones coming through here now will not raise the sort of hell that's needed.
Maybe that's what Lifepoint wants.
When will they start downsizing DRMC? I reralize that many premier services have been cut, but at what point will they start closing floors? That's when they will really start the lay-offs.
Boy oh boy...this week's selection of posts sure sounds like a lot of casting the first stone by those without sin. No one ever responded to the post up a piece naming hospitals that ain't so bad. Only stone throwing with bits and pieces.
What in the world are you talking about?
I'm saying that there ain't a hospital anywhere that you people would like.
I do agree with that statement. These fine citizens of Danville have nothing more to do than walk around opposing something.
Lose your father in this "fine hospital" and see how it makes you feel! Then maybe you would understand some of the complaints! Obviously those supportive of LifePoint have not suffered the nightmare my family suffered.
Lifepoint's staffing is like playing baseball without an infield, or football without a line. You might make some good plays and scores, but you're gonna get overrun. Little things are always gonna be escalating into disasters.
Bad things happen at other hospitals we're going to, yes. But those other hospitals aren't wide open to bad things happening. Lifepoint plays their game that way.
People die everyday; its a fact of life.
Yes they do but lifepoint staffs and sets up the floors so that things will naturally occur more frequently,
when you have no backup and no plan for overrun and illnesses of staff you end up doing harm , lifepoints practices are NEGLIGENT.
They have such a managing strategy that sets up the pt. care staff for massive lawsuits and negligence suits.The families just don't know about them.
"But those other hospitals aren't wide open to bad things happening. Lifepoint plays their game that way. "
Exactly
It's kind of like a new NFL team owner fires most of his starting lineup and cuts the salary of the rest. He hires old friends to be the new coaches. He fires the trainers. He blames the inexperienced players for the teams downward spiral. He raises ticket prices and then blames the community for the lack of support.
Must we be expected to follow blindly?
I WILL NOT FOLLOW BLINDLY ,
I went to college to be able to make my own, better decisions and lifepoint/HCA is in none of my future plans.
maybe it is not the numbers of staff but how they use the staff. The staffing numbers are not that much different nationwide but different roles are used in their most effective functions. managers MANAGE the staff not staff MANAGING the managers.
If you consider chronic understaffing to the point of medical mistakes efficient , yeah all is well.
You also must remember , no single area is "the rest of the nation"
RN's as "licensed" employees are responsible to the state and the patient not a manager.We work with them , not for them.
Also managers that have no formal training and NO input as to the effective use and proper numbers for SAFE staffing, are useless.
The majority of managers in DRMC are nothing but figureheads and scapegoats .
Has anyone who frequents this blog ever stopped to imagine that some of the finest hospitals in America run on some of the thinnest staffing margins? They are proof positive that it's not about more people on the payroll...just better people.
Impossible, business 101. many hands make light work and better morale which reflects to the customer.Better service and better speed.Of course you have to have modern equipment and not the archaic crap lifepoint has brought us that's one of the main problems.
Look...lets admit that Lifepoint bought an archaic piece of crap when they bought DRMC. What the heck have they brought in that was older than what already existed? The only thing more archaic than the equipment is the mindset of the 3/4 of the posters here.
How about a computer system that runs on MS-DOS?
DRMC prior to Lifepoint was recognized nationally for it's technology. Now we have Meditech, the exact opposite of what technological advances represent.
"Has anyone who frequents this blog ever stopped to imagine that some of the finest hospitals in America run on some of the thinnest staffing margins? They are proof positive that it's not about more people on the payroll...just better people."
So what you are saying is that, DRMC does not have quality people working for it? Sort of the like the caliber of the person who has the audacity to write such comments in a blog that is typically frequented by DRMC employees. That doesn't sound like a quality person to me.
to "If you consider chronic understaffing to the point of medical mistakes efficient , yeah all is well.
You also must remember , no single area is "the rest of the nation"
RN's as "licensed" employees are responsible to the state and the patient not a manager.We work with them , not for them.
Also managers that have no formal training and NO input as to the effective use and proper numbers for SAFE staffing, are useless.
The majority of managers in DRMC are nothing but figureheads and scapegoats."
Registered nurses are responsible to practice according to the standards set in their state nurse practice act. They are responsible to advocate, assess, plan and implement patient need. they DO work for their managers and the company. The company is responsible to provide the resources, tools needed to perform this obligation and responsibilty. The MANAGERS are responsible to communicate to the company what is needed.What is wrong with this picture? You are right managers do not know what to ask for. They are afraid to ask for what they know they need and administration thinks they are all idiots and won't listen when they finally get their gumption to ask.
Agreed accept we work for the community and the patient NOT the managers, they should be working for the patients also.
Additionally, if a nurse goes against her superior it is insubordination and that's grounds for dismissal.
They would have to give an order and they don't the Charge RN's do .
And they usually don't because they shouldn't have to , we have policies.
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