Ran across this interesting read....it has nothing to do with Lifepoint or The Deal.
...or, then again, does it?
http://www.execupundit.com/2007/02/note-from-boss-to-employees-what-some.html
Thursday, March 1, 2007
Monday, February 26, 2007
Letter to the editor...."Let's Do It Danville!"
To the editor:
Much has been said and written regarding our local hospital having been sold to LifePoint Hospitals Inc. without any citizen input. The hospital has been a good institution, with the exception of some cases.
For example, every hospital emergency department in America has a problem with large numbers of people using it instead of seeing their physicians during the day.
Many doctors will not see patients who have no insurance or are on Medicaid - or they are just not accepting any new patients. This greatly expands the number of local citizens who must utilize the emergency department for children with snotty noses, colds and other non-emergency problems.
Obviously, this makes for a long wait for all.
Patients with apparent heart attacks, accident victims and other true emergencies must obviously be seen prior to families with children who have colds and have brought a van load of family members to take up huge amounts of space in the waiting room. Routinely, they seem to be the most vocal citizens making complaints because they had to wait so long - and they don’t care about the actual emergency victims.
I became extremely dizzy at work at Moses Cones Hospital two years ago and ended up in the emergency room there for 12 hours.
I waited in the emergency room from 9 a.m. until 9 p.m. as assessments, X-rays, lab tests, etc. were completed, read by the emergency room physicians, consulting doctors were called in, more assessments were done, more lab tests done, CT scans were done, read and reported back to consulting doctors, etc. in a seemingly endless series of doctor visits while waiting on a hard gurney.
At 9 p.m., a bed was finally open to accommodate my admission. So, long emergency room waits are not limited to Danville Regional, as many people seem to think.
Every hospital emergency room in America has long waits, perhaps rude nursing and doctor staffs (because they are overworked) and perhaps the patient must be transferred to another hospital for more sophisticated treatment.
I have noticed many local citizens complain about everything in Danville by saying “Danville isn’t this or that,” “Danville doesn’t have this or that compared to Greensboro, N.C. or Roanoke,” or “This little town has too much traffic.” The traffic would greatly increase if Danville had all “this or that” which they complain about to this newspaper.
I have spent time as an inpatient in the local hospital and would recommend Danville Regional Medical Center to anyone who has a medical condition that can be treated at this level. This hospital is not Duke University Medical Center, Baptist Medical Center, or UVA Medical Center. It is not designed to be such. It is a local hospital which does a great job, as a whole, with patients it is designed to treat.
Since LifePoint has bought out Danville Regional, we have experienced many complications in the community, with complaints regarding cutbacks in nursing staff due to LifePoint cutting expenses, in addition to administrations which weren’t listening to those complaints or had their hands tied by corporate decisions made in another state. We have had three or four administrators (I’ve lost count), all of whom have said there is light at the end of the tunnel.
During the recently televised meeting with Danville City Council, the current administrator would not answer the question about the ratio of nursing staff to patients. Some of the medical staff quickly wrote letters to this newspaper in regards to the nurse-patient ratio, which was a very simple question. This type of bull dust stance by the chief officer of Danville Regional simply makes matters worse in the community.
I agree with Coy Harville, we can literally take the damn hospital back from LifePoint and tell the local bank executives, etc., who made the decision to sell out the local community to drop dead and can be kicked out of decision-making positions.
In my opinion, our local hospital can be returned to its former self with enough citizens simply making the decision to do so. So, let’s quit whining and actually do something!
DAVID
-Danville
Much has been said and written regarding our local hospital having been sold to LifePoint Hospitals Inc. without any citizen input. The hospital has been a good institution, with the exception of some cases.
For example, every hospital emergency department in America has a problem with large numbers of people using it instead of seeing their physicians during the day.
Many doctors will not see patients who have no insurance or are on Medicaid - or they are just not accepting any new patients. This greatly expands the number of local citizens who must utilize the emergency department for children with snotty noses, colds and other non-emergency problems.
Obviously, this makes for a long wait for all.
Patients with apparent heart attacks, accident victims and other true emergencies must obviously be seen prior to families with children who have colds and have brought a van load of family members to take up huge amounts of space in the waiting room. Routinely, they seem to be the most vocal citizens making complaints because they had to wait so long - and they don’t care about the actual emergency victims.
I became extremely dizzy at work at Moses Cones Hospital two years ago and ended up in the emergency room there for 12 hours.
I waited in the emergency room from 9 a.m. until 9 p.m. as assessments, X-rays, lab tests, etc. were completed, read by the emergency room physicians, consulting doctors were called in, more assessments were done, more lab tests done, CT scans were done, read and reported back to consulting doctors, etc. in a seemingly endless series of doctor visits while waiting on a hard gurney.
At 9 p.m., a bed was finally open to accommodate my admission. So, long emergency room waits are not limited to Danville Regional, as many people seem to think.
Every hospital emergency room in America has long waits, perhaps rude nursing and doctor staffs (because they are overworked) and perhaps the patient must be transferred to another hospital for more sophisticated treatment.
I have noticed many local citizens complain about everything in Danville by saying “Danville isn’t this or that,” “Danville doesn’t have this or that compared to Greensboro, N.C. or Roanoke,” or “This little town has too much traffic.” The traffic would greatly increase if Danville had all “this or that” which they complain about to this newspaper.
I have spent time as an inpatient in the local hospital and would recommend Danville Regional Medical Center to anyone who has a medical condition that can be treated at this level. This hospital is not Duke University Medical Center, Baptist Medical Center, or UVA Medical Center. It is not designed to be such. It is a local hospital which does a great job, as a whole, with patients it is designed to treat.
Since LifePoint has bought out Danville Regional, we have experienced many complications in the community, with complaints regarding cutbacks in nursing staff due to LifePoint cutting expenses, in addition to administrations which weren’t listening to those complaints or had their hands tied by corporate decisions made in another state. We have had three or four administrators (I’ve lost count), all of whom have said there is light at the end of the tunnel.
During the recently televised meeting with Danville City Council, the current administrator would not answer the question about the ratio of nursing staff to patients. Some of the medical staff quickly wrote letters to this newspaper in regards to the nurse-patient ratio, which was a very simple question. This type of bull dust stance by the chief officer of Danville Regional simply makes matters worse in the community.
I agree with Coy Harville, we can literally take the damn hospital back from LifePoint and tell the local bank executives, etc., who made the decision to sell out the local community to drop dead and can be kicked out of decision-making positions.
In my opinion, our local hospital can be returned to its former self with enough citizens simply making the decision to do so. So, let’s quit whining and actually do something!
DAVID
-Danville
Saturday, February 24, 2007
"We can take it back"
Feb 25, 2007 - Danville Register & Bee
To the editor:
You are selling this community short when you editorialize that sooner or later we will have to make peace with LifePoint Hospitals Inc. (“A big job,” Feb. 18, page B8). Though it should perhaps be a goal, we do not necessarily have to make peace with LifePoint. Your newspaper, as well as Mayor Wayne Williams’ new commission, will make a serious error if other possibilities are removed from the table.
Several things can happen. LifePoint can sell Danville Regional Medical Center to another hospital chain and leave town on its own. Or the LifePoint chain can be acquired by another hospital chain, and that’s the end of LifePoint in Danville. Either scenario leaves us in the grip of a new group of outsiders who care first about profits for shareholders and second about good services for our community.
We could well be worse off than we are now.
On the other hand, strong and creative community leadership should examine the possibility of making happen what should have happened back when Danville Regional was sold to LifePoint without any input from the community. Such leadership should examine the possibility of forging a union of Danville Regional with one of the superior not-profit community hospital groups on our doorstep that are starting to attract our high-paying customers. Moses-Cone and Centra come to mind as promising possibilities.
Forging such an alliance with a compatible community hospital - in effect retrieving Danville Regional from LifePoint - would take a huge amount of money. But we have our mysterious new $200 million Danville Regional Foundation that supposedly is dedicated to the health and welfare of this area. The civic-minded folks who control it should jump for a chance to sit at the table to discuss this.
The foundation has hired North Carolina consultants to figure out how to spend the $200 million. It has hired a North Carolina headhunter to find a CEO to run the foundation. One would assume that the people in charge of the money do not have any hard and fast ideas about what to do with it.
Now is the time for a vigorous, creative examination of all possibilities, including this one. Nothing should be counted out.
The figures you cite in your editorial concerning the deterioration of staffing at Danville Regional leaves out one extremely important set of numbers. LifePoint’s rampant slashing of people also has taken a significant toll on the critically important role part-time employees have traditionally played in providing good services. Leaving them out of the calculations risks painting a brighter picture than is deserved.
One other point, from The Wall Street Journal earlier this month in a report about the purchase by private investors of the Triad Hospital chain in Texas. The Journal writer reported how very few small hospital chains were left in the United States that might be picked up by private investors (“Hospitals Look Healthy - for Now,” Feb. 6, page C3). Only two such hospital groups were cited, and one of them was - you guessed it - LifePoint Hospitals Inc., of Brentwood, Tenn.
COY HARVILLE
chairman
Pittsylvania County Board of Supervisors
http://www.registerbee.com/servlet/Satellite?pagename=DRB%2FMGArticle%2FDRB_BasicArticle&c=MGArticle&cid=1149193367485&path=%21news%21editor
To the editor:
You are selling this community short when you editorialize that sooner or later we will have to make peace with LifePoint Hospitals Inc. (“A big job,” Feb. 18, page B8). Though it should perhaps be a goal, we do not necessarily have to make peace with LifePoint. Your newspaper, as well as Mayor Wayne Williams’ new commission, will make a serious error if other possibilities are removed from the table.
Several things can happen. LifePoint can sell Danville Regional Medical Center to another hospital chain and leave town on its own. Or the LifePoint chain can be acquired by another hospital chain, and that’s the end of LifePoint in Danville. Either scenario leaves us in the grip of a new group of outsiders who care first about profits for shareholders and second about good services for our community.
We could well be worse off than we are now.
On the other hand, strong and creative community leadership should examine the possibility of making happen what should have happened back when Danville Regional was sold to LifePoint without any input from the community. Such leadership should examine the possibility of forging a union of Danville Regional with one of the superior not-profit community hospital groups on our doorstep that are starting to attract our high-paying customers. Moses-Cone and Centra come to mind as promising possibilities.
Forging such an alliance with a compatible community hospital - in effect retrieving Danville Regional from LifePoint - would take a huge amount of money. But we have our mysterious new $200 million Danville Regional Foundation that supposedly is dedicated to the health and welfare of this area. The civic-minded folks who control it should jump for a chance to sit at the table to discuss this.
The foundation has hired North Carolina consultants to figure out how to spend the $200 million. It has hired a North Carolina headhunter to find a CEO to run the foundation. One would assume that the people in charge of the money do not have any hard and fast ideas about what to do with it.
Now is the time for a vigorous, creative examination of all possibilities, including this one. Nothing should be counted out.
The figures you cite in your editorial concerning the deterioration of staffing at Danville Regional leaves out one extremely important set of numbers. LifePoint’s rampant slashing of people also has taken a significant toll on the critically important role part-time employees have traditionally played in providing good services. Leaving them out of the calculations risks painting a brighter picture than is deserved.
One other point, from The Wall Street Journal earlier this month in a report about the purchase by private investors of the Triad Hospital chain in Texas. The Journal writer reported how very few small hospital chains were left in the United States that might be picked up by private investors (“Hospitals Look Healthy - for Now,” Feb. 6, page C3). Only two such hospital groups were cited, and one of them was - you guessed it - LifePoint Hospitals Inc., of Brentwood, Tenn.
COY HARVILLE
chairman
Pittsylvania County Board of Supervisors
http://www.registerbee.com/servlet/Satellite?pagename=DRB%2FMGArticle%2FDRB_BasicArticle&c=MGArticle&cid=1149193367485&path=%21news%21editor
A few words from "behind the curtain"...
Okay...there is lots of speculation in the comments that this blog is a part of LPNT's PR machine.
I'm not quite certain how you can read the posts and come to that conclusion...seems to me that, if I were a PR flack living in TN, it would be my job to blow sunshine and rainbows about LPNT up your...I mean....your way.
I am a longtime employee of DRMC who merely created this blog to create a forum for discussion about a topic where none exists. If you need to, send me a trivia question about hospital history...I can tell you about Hunter, Larry, the big stethoscope, Paxton Hall, etc, etc, etc.
As far as me being too computer savvy to be an "average citizen"....well, my stupid sitemeter is no longer available and I can't figure out how to get it back. If any of you Info Systems types know of a better (and free) sitemeter, let me know.
I'm not beholden to anybody....I just want to make sure I can keep getting a biweekly paycheck from DRMC.
Okay, enough from me....carry on...
I'm not quite certain how you can read the posts and come to that conclusion...seems to me that, if I were a PR flack living in TN, it would be my job to blow sunshine and rainbows about LPNT up your...I mean....your way.
I am a longtime employee of DRMC who merely created this blog to create a forum for discussion about a topic where none exists. If you need to, send me a trivia question about hospital history...I can tell you about Hunter, Larry, the big stethoscope, Paxton Hall, etc, etc, etc.
As far as me being too computer savvy to be an "average citizen"....well, my stupid sitemeter is no longer available and I can't figure out how to get it back. If any of you Info Systems types know of a better (and free) sitemeter, let me know.
I'm not beholden to anybody....I just want to make sure I can keep getting a biweekly paycheck from DRMC.
Okay, enough from me....carry on...
Friday, February 23, 2007
Very well put...this deserves to be on the front page!
"While the statements in Mr. Doloresco's letter are presumably accurate, and would be what any CEO of good conscience would say, Failure to pass JCAHO accreditation would indeed hurt Lifepoint. DRMC is the largest Lifepoint facility and Lifepoint is an investor owned company.Insurance companies will not pay for services rendered at a facility which does not carry JCAHO accreditation. This would be a huge financial kick in the teeth for DRMC and Lifepoint from financial and quality of care standpoints. If your goal is to hurt Lifepoint, that would certainly garner attention.However, realize this is a double-edged sword with a giant ripple effect on the community. Think about this in the event of a JCAHO survey failure:
1. Your insurance would be no good at the facility. You and everyone you know who needed to go to the hospital would have to pay the whole bill (no managed care discount) because insurance companies would refuse to authorize treatment at a non-accredited facility.
2. Since your insurance will no longer pay for services, you and yours would have to seek hospital services elsewhere. Martinsville, South Boston, or North Carolina. Right now, you have a choice of not using DRMC. If they fail the JCAHO survey, the choice is gone. By the way, Lifepoint also owns the Martinsville hospital.
3. The survey is a reflection of the quality, monitoring, and management of care and their outcomes. Failing the survey would hurt the hospital, but it would be a direct reflection of how the people who live in Danville and work at DRMC take care of their neighbors. The social stigma of being affiliated with that would be awful.
4. If the hospital fails, and money is cut off, services and employees would go and go quickly. Can Danville handle a significant layoff of what is now the city's second largest employer?
I am sure there are other considerations, but these are just a few that come to mind. While I doubt Mr. Doloresco's personal commitment to the community and DRMC (he is new to the town), his words are true. This being said, I would make a couple of observations and address Mr. Doloresco in this blog.It is interesting that DRMC has appeared to have a revolving door in the CEO position, and that Lifepoint execs have made more than one trip to Danville to apologize for things they should have done differently. Good heads have rolled at their expense and they should be aware that in a town such as Danville, any loss of employment stirs feelings of anger and resentment within the community. There are intelligent people in Lifepoint. I beilieve a cause-and-effect and cost/benefit ananlysis would be in order before corporate and hospital administrative mouths utter future promises.Many in the community love and trust DRMC with their lives. Those you do not need worry about Mr. Doloresco. Obviously, however, there is still plenty of unrest in the community regarding our hospital. Elbow grease, not flowery, Art-ful, rah-rah speeches, is what you need to commit. Push a mop, register a patient, drive the shuttle bus. It is what you do....and continue to do, that will make the change. Your words are nice, but your actions have said so much more, and many believe the two contradict each other. True, you are the CEO and have primary responsibilities. Unfortunately, those around you fail to see you handling those well either. If they did, would you have been called before the city council the same way as one of your predecessors?
The definition of insanity is doing the same thing and expecting different results. What are you and Lifepoint doing different?
The ball is in your court. "
EDIT: Didn't mean this should be put on the front page of the newspaper....just on the front page of the blog. There are too many good points made in this to be buried on a back comment page.
1. Your insurance would be no good at the facility. You and everyone you know who needed to go to the hospital would have to pay the whole bill (no managed care discount) because insurance companies would refuse to authorize treatment at a non-accredited facility.
2. Since your insurance will no longer pay for services, you and yours would have to seek hospital services elsewhere. Martinsville, South Boston, or North Carolina. Right now, you have a choice of not using DRMC. If they fail the JCAHO survey, the choice is gone. By the way, Lifepoint also owns the Martinsville hospital.
3. The survey is a reflection of the quality, monitoring, and management of care and their outcomes. Failing the survey would hurt the hospital, but it would be a direct reflection of how the people who live in Danville and work at DRMC take care of their neighbors. The social stigma of being affiliated with that would be awful.
4. If the hospital fails, and money is cut off, services and employees would go and go quickly. Can Danville handle a significant layoff of what is now the city's second largest employer?
I am sure there are other considerations, but these are just a few that come to mind. While I doubt Mr. Doloresco's personal commitment to the community and DRMC (he is new to the town), his words are true. This being said, I would make a couple of observations and address Mr. Doloresco in this blog.It is interesting that DRMC has appeared to have a revolving door in the CEO position, and that Lifepoint execs have made more than one trip to Danville to apologize for things they should have done differently. Good heads have rolled at their expense and they should be aware that in a town such as Danville, any loss of employment stirs feelings of anger and resentment within the community. There are intelligent people in Lifepoint. I beilieve a cause-and-effect and cost/benefit ananlysis would be in order before corporate and hospital administrative mouths utter future promises.Many in the community love and trust DRMC with their lives. Those you do not need worry about Mr. Doloresco. Obviously, however, there is still plenty of unrest in the community regarding our hospital. Elbow grease, not flowery, Art-ful, rah-rah speeches, is what you need to commit. Push a mop, register a patient, drive the shuttle bus. It is what you do....and continue to do, that will make the change. Your words are nice, but your actions have said so much more, and many believe the two contradict each other. True, you are the CEO and have primary responsibilities. Unfortunately, those around you fail to see you handling those well either. If they did, would you have been called before the city council the same way as one of your predecessors?
The definition of insanity is doing the same thing and expecting different results. What are you and Lifepoint doing different?
The ball is in your court. "
EDIT: Didn't mean this should be put on the front page of the newspaper....just on the front page of the blog. There are too many good points made in this to be buried on a back comment page.
Well...? Part Deux
Okay, since my earlier post where I asked if anyone knew how we did related to Joint Commission, we all got a letter from Mr. D about the survey.
Basically, this is what it says...
We completed our triennial survey...the representatives were complimentary of our staff and physicians...etc, etc.
Then, the second paragraph says "We will continue in partnership with the Joint Commission to uphold the high standards for safe, quality patient care. We have opportunities for improvement and we will present a plan for improvement to the Joint Commission."
The letter closes with compliments for the way we "pulled together to respond to the unannounced survey."
There aren't too many lines to read between in the three-paragraph letter...but what it DOESN'T say is whether we were accredited, accredited with provisions for improvement, or not accredited pending our completion of certain major action items?
I feel like we are in limbo here....does anyone know the answer?
Basically, this is what it says...
We completed our triennial survey...the representatives were complimentary of our staff and physicians...etc, etc.
Then, the second paragraph says "We will continue in partnership with the Joint Commission to uphold the high standards for safe, quality patient care. We have opportunities for improvement and we will present a plan for improvement to the Joint Commission."
The letter closes with compliments for the way we "pulled together to respond to the unannounced survey."
There aren't too many lines to read between in the three-paragraph letter...but what it DOESN'T say is whether we were accredited, accredited with provisions for improvement, or not accredited pending our completion of certain major action items?
I feel like we are in limbo here....does anyone know the answer?
Tuesday, February 20, 2007
February's City Council meeting...update
Just came across this on the Register & Bee's website...it's a transcript of the City Council session back in February. For some reason, it only covers about half the session with DRMC, but it gives you a pretty good read on the evening. (Apparently, they don't take minutes in these work sessions...can only find the minutes of the actual City Council meeting on the city's website).
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193129568&path=
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193129568&path=
Monday, February 19, 2007
Well...?
So, are we accredited or aren’t we?
Can’t tell from the letter I got from Mr. D.
Was anybody in on the closed summary meetings who knows for sure?
Can’t tell from the letter I got from Mr. D.
Was anybody in on the closed summary meetings who knows for sure?
Sunday, February 18, 2007
Notes from all over
Came across a few websites that you might be interested in...
http://www.topix.net/com/lpnt
http://www.topix.net/forum/com/lpnt
http://www.martinsvillemedia.com/forum/showthread.php?t=10482
http://allnurses.com/forums/search.php?searchid=2851614
http://www.gatewayva.com/biz/virginiabusiness/magazine/yr2005/nov05/health.shtml
http://www.gatewayva.com/biz/virginiabusiness/magazine/yr2005/nov05/health2.shtml
http://www.topix.net/com/lpnt
http://www.topix.net/forum/com/lpnt
http://www.martinsvillemedia.com/forum/showthread.php?t=10482
http://allnurses.com/forums/search.php?searchid=2851614
http://www.gatewayva.com/biz/virginiabusiness/magazine/yr2005/nov05/health.shtml
http://www.gatewayva.com/biz/virginiabusiness/magazine/yr2005/nov05/health2.shtml
Any volunteers...?
A big job
Danville Register and Bee
Sunday, February 18, 2007
Mayor Wayne Williams’ solution to the problems - and allegations of problems - at Danville Regional Medical Center is to form a seven-member committee called the Citizens Commission.
Committees get a bad rap because they are often seen as an attempt to turn down the heat without shedding any light on a controversial topic. But the Citizens Commission won’t have that luxury because too many people have too many questions about Danville Regional.
If the commission is going to get anything done, it needs the full backing of Williams and the rest of City Council. A good way to ensure that happens - and to keep the pressure on Danville Regional - would be to appoint council members Pete Castiglione and Sherman Saunders.
Castiglione and Saunders asked the toughest questions of hospital officials during a recent meeting with the entire City Council. It would be hard to imagine the commission moving forward without those two pushing it along. Castiglione and Saunders would give the Citizens Commission instant credibility.
Williams envisions the group meeting “until the job’s done,” but that could mean a lot of things. Just understanding where Danville Regional Medical Center is today would be a good place to start:
-- When LifePoint Hospitals Inc. bought Danville Regional Medical Center in July 2005, the hospital had the equivalent of 1,357 full-time employees. As of last month, that figure had dropped to 1,132 - a 16.6 percent drop;
-- The loss of registered nurses mirrors that trend - from the equivalent of nearly 300 RNs in July 2005 to about 242 last month. That’s a decrease of 19.5 percent; and
-- Hospital admissions in August 2005 numbered 1,003, but had dropped to 820 a year later. In January of this year, admissions were 952, compared with 945 a year earlier in January 2006.
LifePoint officials insist they have no corporate formula that they’re trying to shoehorn Danville Regional into. To the credit of the current CEO, Art Doloresco, the hospital has shown improvement in the Emergency Department. More people are using it, yet wait times and the percentage of people leaving without care is down.
If that’s an indication of how Doloresco and LifePoint plan to solve other problems and complaints, the work of the Citizens Commission could be easier.
Eventually, our community is going to have to make its peace with LifePoint Hospitals Inc., one way or another. Given the turmoil that has marked the company’s first 19 months here, it’s clear that peace hasn’t been reached.
Fewer admissions, fewer employees and fewer registered nurses - the mayor’s proposed Citizens Commission will have its hands full looking into what’s happening at Danville Regional Medical Center.
Danville Register and Bee
Sunday, February 18, 2007
Mayor Wayne Williams’ solution to the problems - and allegations of problems - at Danville Regional Medical Center is to form a seven-member committee called the Citizens Commission.
Committees get a bad rap because they are often seen as an attempt to turn down the heat without shedding any light on a controversial topic. But the Citizens Commission won’t have that luxury because too many people have too many questions about Danville Regional.
If the commission is going to get anything done, it needs the full backing of Williams and the rest of City Council. A good way to ensure that happens - and to keep the pressure on Danville Regional - would be to appoint council members Pete Castiglione and Sherman Saunders.
Castiglione and Saunders asked the toughest questions of hospital officials during a recent meeting with the entire City Council. It would be hard to imagine the commission moving forward without those two pushing it along. Castiglione and Saunders would give the Citizens Commission instant credibility.
Williams envisions the group meeting “until the job’s done,” but that could mean a lot of things. Just understanding where Danville Regional Medical Center is today would be a good place to start:
-- When LifePoint Hospitals Inc. bought Danville Regional Medical Center in July 2005, the hospital had the equivalent of 1,357 full-time employees. As of last month, that figure had dropped to 1,132 - a 16.6 percent drop;
-- The loss of registered nurses mirrors that trend - from the equivalent of nearly 300 RNs in July 2005 to about 242 last month. That’s a decrease of 19.5 percent; and
-- Hospital admissions in August 2005 numbered 1,003, but had dropped to 820 a year later. In January of this year, admissions were 952, compared with 945 a year earlier in January 2006.
LifePoint officials insist they have no corporate formula that they’re trying to shoehorn Danville Regional into. To the credit of the current CEO, Art Doloresco, the hospital has shown improvement in the Emergency Department. More people are using it, yet wait times and the percentage of people leaving without care is down.
If that’s an indication of how Doloresco and LifePoint plan to solve other problems and complaints, the work of the Citizens Commission could be easier.
Eventually, our community is going to have to make its peace with LifePoint Hospitals Inc., one way or another. Given the turmoil that has marked the company’s first 19 months here, it’s clear that peace hasn’t been reached.
Fewer admissions, fewer employees and fewer registered nurses - the mayor’s proposed Citizens Commission will have its hands full looking into what’s happening at Danville Regional Medical Center.
Friday, February 16, 2007
It's been a crazy week...
Sorry about the lack of posts….too much going on this week with Joint Commission.
So, how are things in your area? If Joint Commission came through your department, how did it go?
Wonder when we will get to hear the results….the word is that the summary will be given in a closed session. That’s too bad.
So, how are things in your area? If Joint Commission came through your department, how did it go?
Wonder when we will get to hear the results….the word is that the summary will be given in a closed session. That’s too bad.
Wednesday, February 14, 2007
How about a little good news?
Regardless of how you feel about LifePoint, The Deal, or any of the other issues discussed on this blog, there is a good opportunity to visit the hospital and show your support for the employees there. Drop by later this week for the open house of the new fifth floor in the “A” building. This is a landmark occasion as yet another unit can be moved out of an older building. Plus, a lot of employees have been working extra hard to make the open house possible.
Times are 5 – 7 pm Friday, 9am – 12 noon on Saturday, and 12 noon – 3pm on Sunday.
The R&B did an article about the unit and the open house:
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193192006&path=
It’s been quite a few years since we celebrated the grand opening of the A building and the new front entrance, so stop in and see what’s new.
Times are 5 – 7 pm Friday, 9am – 12 noon on Saturday, and 12 noon – 3pm on Sunday.
The R&B did an article about the unit and the open house:
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193192006&path=
It’s been quite a few years since we celebrated the grand opening of the A building and the new front entrance, so stop in and see what’s new.
Citizens Commission...
If you haven't seen this morning's paper, check out the headline on the front page:
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193191815
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193191815
Tuesday, February 13, 2007
Monday, February 12, 2007
Talking amongst ourselves is great....
....but where are we going to go from here?
Let's talk solutions.
Let's talk solutions.
Sunday, February 11, 2007
So....What's your take?
I can't quite decide how to feel about the letter that we all received. Should I be encouraged that they're communicating with us? Is it just PR fluff? Or....well....is it just me or does it seem like something is being pinned on us?
If you don't have your copy handy....read the copy I posted in the right column. -->
Ya know....for the trouble it took to write the letter and mail it to all of us, they could've just had a face-to-face with us. Just a thought......
If you don't have your copy handy....read the copy I posted in the right column. -->
Ya know....for the trouble it took to write the letter and mail it to all of us, they could've just had a face-to-face with us. Just a thought......
Saturday, February 10, 2007
We couldn't agree with you more, Bill.
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
"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
"We get letters..." Lotsa letters in Sunday's R&B
Lots of letters to the editor in tomorrow’s R&B….below are just a few notable quotes.
I encourage you to visit the R&B site to read them in their entirety:
http://www.registerbee.com/servlet/Satellite?pagename=DRB%2FMGArticle%2FDRB_BasicArticle&c=MGArticle&cid=1149193130523&path=%21news%21editor
Problems today, but hope for future improvement
“I would also like to clear up a misconception regarding doctors sending patients out of our community to seek health care elsewhere. It is often stated the doctors are sending patients out of town to other hospitals. In reality, this is happening in a minority of cases. Patients are going elsewhere, but not because the doctors are sending them. We are only following the wishes of our patients and their families. We respect our patients, and if they feel the hospital is unsafe, we must do as requested and send them elsewhere.”
“Councilman Pete Castiglione hit the nail on the head when he stated it is not equipment or new buildings that make a world-class hospital, it is retaining and training excellent nurses who are there 24 hours a day when patients need them. Fortunately, LifePoint executives, including Jess Judy, are beginning to see this and have taken a positive step by bringing in an interim chief nursing officer to fill a gapping void in our Nursing Department.”
Council needed to step in
“I am very happy that Danville City Council has decided to investigate the mess, which we are now burdened. Maybe it can get LifePoint to do a better job - or agree to sell our facility back to us so that a way can be determined to bring better hospital care to our region. I wonder! But let them try. We should all be ready to assist any endeavor to improve the existing situation.”
Losing good doctors
“For whatever reason, the board of the prior Danville Regional Medical Center chose to sell the hospital to a for-profit organization, LifePoint Hospitals Inc. I realize profit is the keystone for any successful business, whether it is formed as nonprofit or for-profit organization. In the case of LifePoint and Danville Regional, let us hope that management has not allowed the profit motive to blind them to their mission of effective health care for our citizens.”
So long, ‘Sundance Kid’
“While we are all dismayed by the deplorable condition of our hospital facilities, sold out, apparently, for business reasons rather than for the good of the people it serves, most local physicians are not abandoning their patients. Rather, they are remaining to give their best care as they struggle to improve hospital conditions. They are professionals and generous human beings who put their patients’ care first. Drs. Caldwell and Brotherton are leaders in this regard.”
What is ‘world class’?
“I understand that the City Council plans to call for another meeting very soon - again addressing hospital problems - and I hope it will be held in a large enough room to accommodate not only the hospital CEO and associates, but also some doctors, nurses, past patients and all city and county residents who are really interested in exceptional health care from a truly “world class organization.”
I encourage you to visit the R&B site to read them in their entirety:
http://www.registerbee.com/servlet/Satellite?pagename=DRB%2FMGArticle%2FDRB_BasicArticle&c=MGArticle&cid=1149193130523&path=%21news%21editor
Problems today, but hope for future improvement
“I would also like to clear up a misconception regarding doctors sending patients out of our community to seek health care elsewhere. It is often stated the doctors are sending patients out of town to other hospitals. In reality, this is happening in a minority of cases. Patients are going elsewhere, but not because the doctors are sending them. We are only following the wishes of our patients and their families. We respect our patients, and if they feel the hospital is unsafe, we must do as requested and send them elsewhere.”
“Councilman Pete Castiglione hit the nail on the head when he stated it is not equipment or new buildings that make a world-class hospital, it is retaining and training excellent nurses who are there 24 hours a day when patients need them. Fortunately, LifePoint executives, including Jess Judy, are beginning to see this and have taken a positive step by bringing in an interim chief nursing officer to fill a gapping void in our Nursing Department.”
Council needed to step in
“I am very happy that Danville City Council has decided to investigate the mess, which we are now burdened. Maybe it can get LifePoint to do a better job - or agree to sell our facility back to us so that a way can be determined to bring better hospital care to our region. I wonder! But let them try. We should all be ready to assist any endeavor to improve the existing situation.”
Losing good doctors
“For whatever reason, the board of the prior Danville Regional Medical Center chose to sell the hospital to a for-profit organization, LifePoint Hospitals Inc. I realize profit is the keystone for any successful business, whether it is formed as nonprofit or for-profit organization. In the case of LifePoint and Danville Regional, let us hope that management has not allowed the profit motive to blind them to their mission of effective health care for our citizens.”
So long, ‘Sundance Kid’
“While we are all dismayed by the deplorable condition of our hospital facilities, sold out, apparently, for business reasons rather than for the good of the people it serves, most local physicians are not abandoning their patients. Rather, they are remaining to give their best care as they struggle to improve hospital conditions. They are professionals and generous human beings who put their patients’ care first. Drs. Caldwell and Brotherton are leaders in this regard.”
What is ‘world class’?
“I understand that the City Council plans to call for another meeting very soon - again addressing hospital problems - and I hope it will be held in a large enough room to accommodate not only the hospital CEO and associates, but also some doctors, nurses, past patients and all city and county residents who are really interested in exceptional health care from a truly “world class organization.”
"A time for answers"
Editorial - Danville Register & Bee - Feb 11, 2007
Art Doloresco and the other LifePoint Hospitals Inc. officials at Tuesday’s special session of Danville City Council could have had a much tougher visit to the Municipal Building.
The time was limited and the crowd was muted by Mayor Wayne Williams - spectators in the packed council chambers weren’t allowed to ask questions or react to what was said.
It wasn’t the first time Danville City Council met with the chief executive officer of Danville Regional Medical Center, and given the passions and anger surrounding the issues, it probably won’t be the last. City Council, which had no opinion on the sale of Danville Regional when it was pending in 2005, has been pushed to do something by the public it serves.
To its credit, City Council has a unique opportunity to use its position to create a forum for community concerns. To the credit of Doloresco and LifePoint, they appear willing to address those concerns.
The bottom line is quality health care - and LifePoint’s management of the hospital since the deal was finalized on July 1, 2005.
LifePoint doesn’t appear to be going anywhere. At Tuesday’s meeting, it was revealed the company spent $26 million on the local hospital to complete the terms of the original sale - the purchase of new equipment and the construction of two floors in the Wyatt tower. Given that kind of investment, it’s not likely LifePoint would turn around and sell the hospital.
At the same time, the community’s frustration with this company’s management doesn’t appear to be going anywhere either.
The toughest questions asked Tuesday came from council members Sherman Saunders and Pete Castiglione, primarily about the number of nurses who work at the hospital and the ratio of nurses to patients. The questions echoed letters to this newspaper about the hospital being short-staffed.
If Tuesday’s meeting with LifePoint officials was meant to answer all the questions and resolve all the issues, it failed miserably. If it was, as Williams said, a way to “start the process of finding solutions,” then it was worth the time and effort.
Doloresco admitted that the transition to LifePoint’s management of Danville Regional “has been difficult.” But LifePoint has owned Danville Regional for one and a half years.
Danville needs a hospital its citizens can be confident in and LifePoint Hospitals Inc. needs the support of the community it now serves.
Art Doloresco and the other LifePoint Hospitals Inc. officials at Tuesday’s special session of Danville City Council could have had a much tougher visit to the Municipal Building.
The time was limited and the crowd was muted by Mayor Wayne Williams - spectators in the packed council chambers weren’t allowed to ask questions or react to what was said.
It wasn’t the first time Danville City Council met with the chief executive officer of Danville Regional Medical Center, and given the passions and anger surrounding the issues, it probably won’t be the last. City Council, which had no opinion on the sale of Danville Regional when it was pending in 2005, has been pushed to do something by the public it serves.
To its credit, City Council has a unique opportunity to use its position to create a forum for community concerns. To the credit of Doloresco and LifePoint, they appear willing to address those concerns.
The bottom line is quality health care - and LifePoint’s management of the hospital since the deal was finalized on July 1, 2005.
LifePoint doesn’t appear to be going anywhere. At Tuesday’s meeting, it was revealed the company spent $26 million on the local hospital to complete the terms of the original sale - the purchase of new equipment and the construction of two floors in the Wyatt tower. Given that kind of investment, it’s not likely LifePoint would turn around and sell the hospital.
At the same time, the community’s frustration with this company’s management doesn’t appear to be going anywhere either.
The toughest questions asked Tuesday came from council members Sherman Saunders and Pete Castiglione, primarily about the number of nurses who work at the hospital and the ratio of nurses to patients. The questions echoed letters to this newspaper about the hospital being short-staffed.
If Tuesday’s meeting with LifePoint officials was meant to answer all the questions and resolve all the issues, it failed miserably. If it was, as Williams said, a way to “start the process of finding solutions,” then it was worth the time and effort.
Doloresco admitted that the transition to LifePoint’s management of Danville Regional “has been difficult.” But LifePoint has owned Danville Regional for one and a half years.
Danville needs a hospital its citizens can be confident in and LifePoint Hospitals Inc. needs the support of the community it now serves.
Thursday, February 8, 2007
Deja vu....all over again
Yes, I know I have posted this article recently....but after reading the media coverage of the City Council meeting this week, the sense of deja vu is overwhelming.
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1137833952500&path
Read it again...then read the recent coverage....
Why aren't we further along than we are?
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1137833952500&path
Read it again...then read the recent coverage....
Why aren't we further along than we are?
"We have other choices"
(Feb 8)
To the editor:
Well, well, it sounds like someone got fed up and tattled on the local health care mess. Now it will be interesting to see the mice scamper to protect the situation.
I see Danville City Council is already in defensive mode - what was that city tax figure, $1 million? That figure probably does not look so large to the mayor now if his patients refuse to accept health care at the local hospital, which is what a recent article seemed to be implying.
So now we get the local CEO for LifePoint putting on a “dog and pony show,” aided and abetted by Danville City Council. At least the community should get a few chuckles from this because I would bet the picture of LifePoint painted for public consumption will not much match the reality of usage.
Cutting the ratio of staff to inpatients seems to be a standard technique utilized when a for-profit company takes over a nonprofit hospital, based on a research paper I have read. So I totally believe the statements about this made by Dr. Stewart Sharp. Besides, I suspect there are few people in this area that do not know someone employed at the hospital, thus getting an accurate report on what is actually happening there. Anyone above the level of kindergarten knows what happens to inpatient care as a result.
Sooner or later, LifePoint’s executives will come to realize this area has the choice of a number of excellent hospitals and local patients are not going to be forced into an institution they do not wish to enter for health care. This situation may be unique among the properties owned by LifePoint. What will LifePoint do when that fact is finally absorbed, because my impression is that LifePoint is accustomed to its patient base at a hospital being captive, in the sense that no other competitive facility is in the area?
HILDRED
Danville
To the editor:
Well, well, it sounds like someone got fed up and tattled on the local health care mess. Now it will be interesting to see the mice scamper to protect the situation.
I see Danville City Council is already in defensive mode - what was that city tax figure, $1 million? That figure probably does not look so large to the mayor now if his patients refuse to accept health care at the local hospital, which is what a recent article seemed to be implying.
So now we get the local CEO for LifePoint putting on a “dog and pony show,” aided and abetted by Danville City Council. At least the community should get a few chuckles from this because I would bet the picture of LifePoint painted for public consumption will not much match the reality of usage.
Cutting the ratio of staff to inpatients seems to be a standard technique utilized when a for-profit company takes over a nonprofit hospital, based on a research paper I have read. So I totally believe the statements about this made by Dr. Stewart Sharp. Besides, I suspect there are few people in this area that do not know someone employed at the hospital, thus getting an accurate report on what is actually happening there. Anyone above the level of kindergarten knows what happens to inpatient care as a result.
Sooner or later, LifePoint’s executives will come to realize this area has the choice of a number of excellent hospitals and local patients are not going to be forced into an institution they do not wish to enter for health care. This situation may be unique among the properties owned by LifePoint. What will LifePoint do when that fact is finally absorbed, because my impression is that LifePoint is accustomed to its patient base at a hospital being captive, in the sense that no other competitive facility is in the area?
HILDRED
Danville
Followup article in the R&B today
Critical concerns
"Poll shows an increase in overall quality at Danville Regional, but that does little to change criticism from council members"
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193091576
"Poll shows an increase in overall quality at Danville Regional, but that does little to change criticism from council members"
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193091576
Wednesday, February 7, 2007
Local media coverage of Feb 6 Council meeting
Register & Bee
"Council Grills Hospital CEO"
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193067659
WAKG
"A year-and-a-half after Danville Regional Medical Center was purchased by Lifepoint, there have been four permanent and interim CEO’S at the hospital. That was one of the issues pointed out last night as City Council held an hour-long Q-AND-A with current hospital CEO Art Doloresco. He focused on positive recent changes at the hospital…most notably, their six-month emphasis on the Emergency Room. Doloresco says they’ve cut the average ER wait time in half. He says DRMC also scored well in a recent patient satisfaction survey, and have committed more than 26 million dollars to capital improvements at the hospital. But Councilman Pete Castiglione says the problems run deeper than that. He claims a previous CEO lied to city leaders, and suggested it would take some time to rebuild trust. Others were concerned that the hospital’s staff, particularly the nurses, were overworked. And they worried that the public has lost confidence in the hospital."
"Council Grills Hospital CEO"
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193067659
WAKG
"A year-and-a-half after Danville Regional Medical Center was purchased by Lifepoint, there have been four permanent and interim CEO’S at the hospital. That was one of the issues pointed out last night as City Council held an hour-long Q-AND-A with current hospital CEO Art Doloresco. He focused on positive recent changes at the hospital…most notably, their six-month emphasis on the Emergency Room. Doloresco says they’ve cut the average ER wait time in half. He says DRMC also scored well in a recent patient satisfaction survey, and have committed more than 26 million dollars to capital improvements at the hospital. But Councilman Pete Castiglione says the problems run deeper than that. He claims a previous CEO lied to city leaders, and suggested it would take some time to rebuild trust. Others were concerned that the hospital’s staff, particularly the nurses, were overworked. And they worried that the public has lost confidence in the hospital."
WTF?
Uh.... trying to figure this one out. Got this announcement about a new staff member today...the e-mail came from the C-level... and I quote...
"Danny comes to us with over 25 years of experience in [name of department], and will an integral part of our continues commitment to our mission of Proving Healthcare Excellence Close to Home."
WTF? Are they writing these things using Mad Libs?
"Danny comes to us with over 25 years of experience in [name of department], and will an integral part of our continues commitment to our mission of Proving Healthcare Excellence Close to Home."
WTF? Are they writing these things using Mad Libs?
Tuesday, February 6, 2007
High fives all around....there's good news after all!
So, Mr. Doloresco stated that there were departments in the hospital with high morale. So, let's hear from you. How are things in your world?
Stay tuned....
Well, this should be an interesting evening....just got a message from a co-worker who went to the session that City Council is having with Art....seems the conference room is full of DRMC employees.
Stay tuned for an update as the evening progresses....
UPDATE
The R&B site has video of the presentation to Council
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193062673
Also, WSET 13 was there...coverage on their site at the link below.
http://new.wset.com/news/stories/0207/395058.html
Stay tuned for an update as the evening progresses....
UPDATE
The R&B site has video of the presentation to Council
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193062673
Also, WSET 13 was there...coverage on their site at the link below.
http://new.wset.com/news/stories/0207/395058.html
Monday, February 5, 2007
Lifepoint/DRMC coverage in Martinsville today….
One thing I am trying to figure out….did the folks in Martinsville go through a painful transition when they were bought by Lifepoint? If not, was it because that hospital was closer in size and scale to Lifepoint’s typical hospital? Or, did they go through a transition when bought by Province, the owner before Lifepoint? If any of you are familiar with the deal there, please post a comment.
LifePoint under Fire in Danville
The Danville Register is reporting that Dr. Stewart Sharp, a Danville oncologist, is closing his practice and moving to Texas because he is concerned about LifePoint’s commitment to patient care. Sharp claims the number of patients at the Danville Hospital is decreasing because of deteriorating health care and the nurse-to-patient ratio has risen from 1 to 5 to as high as 1 to 8.
Hospital officials responded to Sharp’s remarks by saying they were committed to providing excellent care, but didn’t dispute his accusations.
The situation has gotten so bad that the Danville City Council has requested a meeting Tuesday night with the Hospital’s CEO. The Danville Mayor, who is also a physician, said “It is time City Council take action on behalf of our citizens, first to determine the facts, then to offer solutions.
LifePoint also owns the Martinsville Hospital.
http://martinsvilledaily.com/2007/02/04/lifepoint-under-fire-in-danville/
LifePoint under Fire in Danville
The Danville Register is reporting that Dr. Stewart Sharp, a Danville oncologist, is closing his practice and moving to Texas because he is concerned about LifePoint’s commitment to patient care. Sharp claims the number of patients at the Danville Hospital is decreasing because of deteriorating health care and the nurse-to-patient ratio has risen from 1 to 5 to as high as 1 to 8.
Hospital officials responded to Sharp’s remarks by saying they were committed to providing excellent care, but didn’t dispute his accusations.
The situation has gotten so bad that the Danville City Council has requested a meeting Tuesday night with the Hospital’s CEO. The Danville Mayor, who is also a physician, said “It is time City Council take action on behalf of our citizens, first to determine the facts, then to offer solutions.
LifePoint also owns the Martinsville Hospital.
http://martinsvilledaily.com/2007/02/04/lifepoint-under-fire-in-danville/
Sunday, February 4, 2007
The R&B....and contact your City Council
Good coverage in the Register & Bee today...a few notable quotes...
Questioning care, doctor makes exit
"In the meantime, Sharp said, he spoke with hospital CEO Art Doloresco and asked him when things would change. 'My impression from talking with the CEO was that people here needed to accept the standards of practice that the business plan demanded,' Sharp said. 'Nurses had to learn to do more with less, ancillary staffing would be cut accordingly and many services (would be) provided by contract services from non-employed vendors. It did not seem to me that we would be able to address the problems such as less frequent direct patient contact with nurses that cause many of our competitors to be more desirable to patients.' "
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193014495
Council to meet with hospital CEO
" 'Rumors intermixed with facts are concerning our citizens and affecting their health care decisions,' said Williams, an ear, nose and throat specialist, in the letter. “It is time City Council take action on behalf of our citizens, first to determine the facts, then to offer solutions.”
During a phone interview Friday, the mayor said he is hearing concerns from both citizens and healthcare professionals, ranging from people questioning the quality of care at Danville Regional to staffing issues."
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193014544
Now, it's your turn...
So...maybe this is a good time to give Mayor Williams and the other members of Council a call or an email and share your point of view. Here is the link to the City Council website. Scroll down to the bottom third of the page for an email address for each member.
http://www.danville-va.gov/officials.asp?menuid=2816&sub1menuid=2841
Also, be sure to visit the articles on the R&B's website and post your opinion of the story.
Questioning care, doctor makes exit
"In the meantime, Sharp said, he spoke with hospital CEO Art Doloresco and asked him when things would change. 'My impression from talking with the CEO was that people here needed to accept the standards of practice that the business plan demanded,' Sharp said. 'Nurses had to learn to do more with less, ancillary staffing would be cut accordingly and many services (would be) provided by contract services from non-employed vendors. It did not seem to me that we would be able to address the problems such as less frequent direct patient contact with nurses that cause many of our competitors to be more desirable to patients.' "
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193014495
Council to meet with hospital CEO
" 'Rumors intermixed with facts are concerning our citizens and affecting their health care decisions,' said Williams, an ear, nose and throat specialist, in the letter. “It is time City Council take action on behalf of our citizens, first to determine the facts, then to offer solutions.”
During a phone interview Friday, the mayor said he is hearing concerns from both citizens and healthcare professionals, ranging from people questioning the quality of care at Danville Regional to staffing issues."
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1149193014544
Now, it's your turn...
So...maybe this is a good time to give Mayor Williams and the other members of Council a call or an email and share your point of view. Here is the link to the City Council website. Scroll down to the bottom third of the page for an email address for each member.
http://www.danville-va.gov/officials.asp?menuid=2816&sub1menuid=2841
Also, be sure to visit the articles on the R&B's website and post your opinion of the story.
Friday, February 2, 2007
Okay gang...let's show a little class
Being able to post anonymously is a great thing...it enables employees of a company to express opinions or facts about their employer without fearing retribution. Unfortunately, it also enables folks to take potshots at others (be they public figures or fellow commenters) with little regard. Now that some of the comments on this blog are starting to border on sophomoric, I guess it's time to talk about what's cool and what's not.
Frank, honest opinion about what's going on at DRMC? -- Cool
Questioning a rumor that is floating around the halls or around town? -- Cool
Presenting a public appeal for the powers-that-be to help out? -- Cool
Flaming another commenter because you don't agree? -- NOT cool
Resorting to slander or "name-calling"? -- NOT cool.
I'd really hate to start deleting comments or having to click "pass" or "fail" for each one, but...it's my sandbox. If you don't care for that, sandboxes are free on www.blogger.com.
To end on a happy note....as Frank and Ed used to say, "...thank you for your support".
Edit: Re: your comment Scalpel...I completely agree, passion is a good thing. It's just like I tell my kids, one can respectfully disagree, but be respectful.
Frank, honest opinion about what's going on at DRMC? -- Cool
Questioning a rumor that is floating around the halls or around town? -- Cool
Presenting a public appeal for the powers-that-be to help out? -- Cool
Flaming another commenter because you don't agree? -- NOT cool
Resorting to slander or "name-calling"? -- NOT cool.
I'd really hate to start deleting comments or having to click "pass" or "fail" for each one, but...it's my sandbox. If you don't care for that, sandboxes are free on www.blogger.com.
To end on a happy note....as Frank and Ed used to say, "...thank you for your support".
Edit: Re: your comment Scalpel...I completely agree, passion is a good thing. It's just like I tell my kids, one can respectfully disagree, but be respectful.
Thursday, February 1, 2007
From the outside looking in...
Now that politicos such as Coy Harville have started expressing concerns about healthcare issues in the area, it's interesting to look back at some of the dialogue between Lifepoint and Danville City Council (especially considering that Dr. Wayne Williams has a foot in both worlds as a physician and as mayor). So, on this (almost) anniversary of then-CEO Tod Lambert's appearance before City Council, I thought it would be interesting to revisit the dialogue between Lifepoint leadership and Council.
From the Feb 7, 2006 minutes of City Council:
"Dr. Williams recalled that several months ago, LifePoint, Inc. purchased Danville Regional Medical Center. After the purchase some changes were made and many of those changes led to significant concerns among hospital staff, physicians, and the community. Dr. Williams advised that two and one-half weeks ago, a meeting between physicians and hospital administration led to very open and honest discussions that ended on a positive note. Dr. Williams felt the community needed to hear from LifePoint and he introduced Tod Lambert, CEO, Danville Regional Medical Center. "
Lambert went on to tell Council "that good patient care was still available at the hospital and LifePoint was in the process of rectifying a number of things that were done too quickly and without adequate communication. He stated if anything was carried away from the meeting tonight, let it be that the hospital administration knows mistakes were made in the plan for the hospital’s operation and employee treatment. Mr. Lambert said one of the high fives the hospital was so proud of for dealing with its patients, staff and community got ahead of the other four. Fiscal responsibility, which is the last of the high fives, became the first in the way the transition was approached. "
So, flash forward seven months...from the September 5, 2006 City Council minutes...
"Mayor Williams stated many problems had not yet been addressed and had reached a critical point. Dr. Williams said changes needed to be made and soon...[a]t the request of Vice-Mayor Saunders, Mr. Doloresco stated he would keep Council updated on these and other issues involving DRMC."
Seems to me, it's about time for an update. Let's keep tuned in to City Council meeting agendas...perhaps it would be good for some employees (and maybe recent patients) to be in the gallery when Lifepoint meets with our city leaders.
If you'd like to read the full text of the City Council minutes, they can be found here:
Feb 7, 2006
http://www.danville-va.gov/l_City_CM.asp?menuid=2816&sub1menuid=2841&sub2menuid=2907&cid=5082
Sept 5, 2006
http://www.danville-va.gov/l_City_CM.asp?menuid=2816&sub1menuid=2841&sub2menuid=2907&cid=9699
Also, in an article in the Register & Bee the next day:
"But Councilman Phillip Smith said he thought LifePoint should have known what it was getting into when it bought Danville Regional. He said that the company had a chance to see the size and clinical sophistication at the hospital when scouting the facility prior to purchasing it.
“I feel that a lot of the damage has been done,” he said. “I hope you all can put the pieces back together.”"
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1137833952500&path
From the Feb 7, 2006 minutes of City Council:
"Dr. Williams recalled that several months ago, LifePoint, Inc. purchased Danville Regional Medical Center. After the purchase some changes were made and many of those changes led to significant concerns among hospital staff, physicians, and the community. Dr. Williams advised that two and one-half weeks ago, a meeting between physicians and hospital administration led to very open and honest discussions that ended on a positive note. Dr. Williams felt the community needed to hear from LifePoint and he introduced Tod Lambert, CEO, Danville Regional Medical Center. "
Lambert went on to tell Council "that good patient care was still available at the hospital and LifePoint was in the process of rectifying a number of things that were done too quickly and without adequate communication. He stated if anything was carried away from the meeting tonight, let it be that the hospital administration knows mistakes were made in the plan for the hospital’s operation and employee treatment. Mr. Lambert said one of the high fives the hospital was so proud of for dealing with its patients, staff and community got ahead of the other four. Fiscal responsibility, which is the last of the high fives, became the first in the way the transition was approached. "
So, flash forward seven months...from the September 5, 2006 City Council minutes...
"Mayor Williams stated many problems had not yet been addressed and had reached a critical point. Dr. Williams said changes needed to be made and soon...[a]t the request of Vice-Mayor Saunders, Mr. Doloresco stated he would keep Council updated on these and other issues involving DRMC."
Seems to me, it's about time for an update. Let's keep tuned in to City Council meeting agendas...perhaps it would be good for some employees (and maybe recent patients) to be in the gallery when Lifepoint meets with our city leaders.
If you'd like to read the full text of the City Council minutes, they can be found here:
Feb 7, 2006
http://www.danville-va.gov/l_City_CM.asp?menuid=2816&sub1menuid=2841&sub2menuid=2907&cid=5082
Sept 5, 2006
http://www.danville-va.gov/l_City_CM.asp?menuid=2816&sub1menuid=2841&sub2menuid=2907&cid=9699
Also, in an article in the Register & Bee the next day:
"But Councilman Phillip Smith said he thought LifePoint should have known what it was getting into when it bought Danville Regional. He said that the company had a chance to see the size and clinical sophistication at the hospital when scouting the facility prior to purchasing it.
“I feel that a lot of the damage has been done,” he said. “I hope you all can put the pieces back together.”"
http://www.registerbee.com/servlet/Satellite?pagename=DRB/MGArticle/DRB_BasicArticle&c=MGArticle&cid=1137833952500&path
Saturday, January 27, 2007
Pay No Attention to the Man Behind the Curtain...
The name of the game is DECEPTION..... Here's a short list of comments heard while corporate officers visited last week:
"DRMC is still 'your' hospital. We don't make local decisions at the corporate level"
"Corporate has never tried to force DRMC into a LifePoint model"
"DRMC has been recognized for its individuality"
"DRMC must reconnect with the community"
I don't know about the rest of you but I refuse to have the wool pulled over my eyes any longer. I can no longer stand by as LifePoint points the finger at DRMC associates for undermining corporate's intentions. It is not DRMC that needs to "reconnect" with the community.
"DRMC is still 'your' hospital. We don't make local decisions at the corporate level"
"Corporate has never tried to force DRMC into a LifePoint model"
"DRMC has been recognized for its individuality"
"DRMC must reconnect with the community"
I don't know about the rest of you but I refuse to have the wool pulled over my eyes any longer. I can no longer stand by as LifePoint points the finger at DRMC associates for undermining corporate's intentions. It is not DRMC that needs to "reconnect" with the community.
Wednesday, January 24, 2007
Name that movie....
Okay....lots going on....have heard lots of buzz, so now I'm just filtering through it, separating fact from fiction.
In the meantime, I've got a contest for you....see if you can name that movie.
" 'They don't have a choice! ___ ____'s the only one doing the talking. People want leadership. And in the absence of genuine leadership, they will listen to anyone who steps up to the microphone. They want leadership...They're so thirsty for it, they'll crawl through the desert toward a mirage, and when they discover there's no water, they'll drink the sand.'
'People don't drink the sand, 'cause they're thirsty...They drink it 'cause they don't know the difference.'"
In the meantime, I've got a contest for you....see if you can name that movie.
" 'They don't have a choice! ___ ____'s the only one doing the talking. People want leadership. And in the absence of genuine leadership, they will listen to anyone who steps up to the microphone. They want leadership...They're so thirsty for it, they'll crawl through the desert toward a mirage, and when they discover there's no water, they'll drink the sand.'
'People don't drink the sand, 'cause they're thirsty...They drink it 'cause they don't know the difference.'"
Slow news days?
Well, not really....just been laying low so far this week. There's been enough stuff going on, so I'm just waiting to see how it plays out.
Senior management was in for a visit....had some meetings with middle managers....also rumor has it that the senior managers had a conversation with Coy Harville.
If anybody wants to share some news or just your opinion, just leave a comment.
(and don't forget that you can choose 'anonymous' as your ID)
Senior management was in for a visit....had some meetings with middle managers....also rumor has it that the senior managers had a conversation with Coy Harville.
If anybody wants to share some news or just your opinion, just leave a comment.
(and don't forget that you can choose 'anonymous' as your ID)
Sunday, January 21, 2007
Agent Mulder was right....'trust no one'
If you haven't gotten a chance to read it yet, be sure you check out Kinney Rorrer's opinion article in today's Register & Bee. As if the title "We must all watch them" isn't enough to grab your attention, how about this.....
"Considering their bleak track record, the members of the Danville Regional Foundation should be watched and challenged at every step by our elected officials, the news media and, of course, the public."
or this...
"The Danville Regional Foundation....is dead wrong in dismissing the ongoing controversy at the hospital by stating...that the 'manner in which (the hospital) is being operated....is in the past.' This may be true, for the extremely wealthy, but for the thousands of us who must rely upon the hospital, the manner of its operation is very much in the here and now -- and is of life-and-death importance to each of us."
Lifepoint unknowingly bought itself a tar baby.
(For those of you not up on your Uncle Remus, click here: http://en.wikipedia.org/wiki/Tar_baby )
Update...here is a link to the opinion article by Mr. Rorrer:
http://www.registerbee.com/servlet/Satellite?pagename=DRB%2FMGArticle%2FDRB_BasicArticle&c=MGArticle&cid=1149192757238&path=!news!communityvoice
"Considering their bleak track record, the members of the Danville Regional Foundation should be watched and challenged at every step by our elected officials, the news media and, of course, the public."
or this...
"The Danville Regional Foundation....is dead wrong in dismissing the ongoing controversy at the hospital by stating...that the 'manner in which (the hospital) is being operated....is in the past.' This may be true, for the extremely wealthy, but for the thousands of us who must rely upon the hospital, the manner of its operation is very much in the here and now -- and is of life-and-death importance to each of us."
Lifepoint unknowingly bought itself a tar baby.
(For those of you not up on your Uncle Remus, click here: http://en.wikipedia.org/wiki/Tar_baby )
Update...here is a link to the opinion article by Mr. Rorrer:
http://www.registerbee.com/servlet/Satellite?pagename=DRB%2FMGArticle%2FDRB_BasicArticle&c=MGArticle&cid=1149192757238&path=!news!communityvoice
Saturday, January 20, 2007
A vist from corporate...
I hear that senior managers from corporate are going to be visiting our fair city on Monday....I hope they take the time to talk to employees and read the letters to the editor while they are here. It should make for an interesting visit.
Wow...
I’m glad I don’t work there
To the editor:
It is interesting to me that the five men who were behind the sale of Danville Regional Medical Center want us to put the bad service from LifePoint Hospitals Inc. behind us and move on.These are the same people that can afford to seek medical treatment anywhere. They also are supposed to be savvy businessmen, so remember this when you patronize (or not) their businesses.
As a matter of fact, they thought they knew so much more than the citizens of this area, they kept the entire deal to sell the hospital a secret for as long as they could. I also wonder how they actually portrayed us to LifePoint. Did they realize that many of the best doctors actually came to Danville Regional because it was a not-for-profit hospital?
Coy Harville was correct in pointing out the things he did in his letter, “Why do they need help?” (Jan. 4, page A4).
As a former long-time employee of Danville Regional, I can also point some things out. For example, before I went to work for a community non-profit hospital 45 miles away, I tried to understand what LifePoint was about. The local physicians and medical personnel tried to work with LifePoint and were repeatedly ignored or placated. LifePoint officials said all the right things about patient care, but continued to implement their own policies, even when Danville Regional people pointed out that it would be detrimental to the medical care we were used to providing. It was hard to start lowering our standards to theirs.
I got mad and when one of their consultants said, “The nurses here are way overpaid for their abilities.” I drew a line in the sand!I did not become a nurse to pad the pockets of CEOs, CFOs and board members. There have been more than $10 million in bonuses paid to the LifePoint executives and board members over the past two years.
I became a nurse to help people recover from illness and to have better lives. I believe LifePoint preys on the medical staffs sense of duty and love of patients to provide the best of care under the worst of conditions. Short staffing, few supplies and old, outdated systems are not in the best interest of the patients - only the stockholders.I have been gone a year and I still get calls every week from someone who had a bad experience at the hospital or from Danville Regional employees who want a job somewhere else. A large number of excellent employees have resigned from Danville Regional, while others were simply terminated.
Working for LifePoint seems no different than working at Dan River Inc. - making a profit for the company man - only LifePoint hasn’t closed yet.
DIXIE , R.N.
Danville
To the editor:
It is interesting to me that the five men who were behind the sale of Danville Regional Medical Center want us to put the bad service from LifePoint Hospitals Inc. behind us and move on.These are the same people that can afford to seek medical treatment anywhere. They also are supposed to be savvy businessmen, so remember this when you patronize (or not) their businesses.
As a matter of fact, they thought they knew so much more than the citizens of this area, they kept the entire deal to sell the hospital a secret for as long as they could. I also wonder how they actually portrayed us to LifePoint. Did they realize that many of the best doctors actually came to Danville Regional because it was a not-for-profit hospital?
Coy Harville was correct in pointing out the things he did in his letter, “Why do they need help?” (Jan. 4, page A4).
As a former long-time employee of Danville Regional, I can also point some things out. For example, before I went to work for a community non-profit hospital 45 miles away, I tried to understand what LifePoint was about. The local physicians and medical personnel tried to work with LifePoint and were repeatedly ignored or placated. LifePoint officials said all the right things about patient care, but continued to implement their own policies, even when Danville Regional people pointed out that it would be detrimental to the medical care we were used to providing. It was hard to start lowering our standards to theirs.
I got mad and when one of their consultants said, “The nurses here are way overpaid for their abilities.” I drew a line in the sand!I did not become a nurse to pad the pockets of CEOs, CFOs and board members. There have been more than $10 million in bonuses paid to the LifePoint executives and board members over the past two years.
I became a nurse to help people recover from illness and to have better lives. I believe LifePoint preys on the medical staffs sense of duty and love of patients to provide the best of care under the worst of conditions. Short staffing, few supplies and old, outdated systems are not in the best interest of the patients - only the stockholders.I have been gone a year and I still get calls every week from someone who had a bad experience at the hospital or from Danville Regional employees who want a job somewhere else. A large number of excellent employees have resigned from Danville Regional, while others were simply terminated.
Working for LifePoint seems no different than working at Dan River Inc. - making a profit for the company man - only LifePoint hasn’t closed yet.
DIXIE , R.N.
Danville
"Cloud of controversy..."
Kudos to Coy Harville for "re-igniting" the controversy...along with all those concerned citizens and physicians who have written letters to the editor...I think we will start hearing more from the "employees" (remember, not associates any more) who work inside the walls of DRMC and really see what is going on with the current state of the hospital. We'll take a bright beam of light on this situation any way we can get it.
One tough job
Danville Register and Bee [editorial]
January 21, 2007
Credit Coy Harville with re-igniting one of the most bitter controversies in the Dan River Region - the sale of Danville Regional Medical Center and the formation of Danville Regional Foundation.
Harville isn’t the only local resident angry about the issue - or more correctly, issues - but he is the most prominent critic to speak publicly on the matter. Harville is a member of the Pittsylvania County Board of Supervisors and was recently voted the board’s chairman.
In a letter to the editor published Jan. 4, Harville wrote about Danville Regional Foundation’s plan to hire a consultant to help determine the projects the foundation should support.
“Among other things, this clearly shows that these people had no idea of what to do with the $200 million when they decided to sell our hospital without a word of community input,” Harville wrote. “They just wanted the money - and put that ahead of us having a good hospital.”
Since that time, others have written letters to this newspaper complaining about the sale of Danville Regional to LifePoint Hospitals Inc. and the establishment of Danville Regional Foundation. It’s a good bet those letters reflect the community’s true sentiment - and ongoing frustration.
Since Harville’s letter was published, the foundation also has announced the search for a new chief executive officer - a move sure to create even more consternation among those in the community angered by the sale of the hospital, LifePoint’s management of Danville Regional Medical Center since the sale and the fact that the same men who made the decision to sell the hospital are now members of Danville Regional Foundation.
The foundation responded to Harville - but just barely - in a Jan. 7 column by Chairman Dr. B.R. Ashby: “We can debate forever the merits of selling the hospital and the manner in which it is being operated, but that is in the past. We are focused on the future.”
That line won’t satisfy the people angered by the events of the past few years, and for good reason. The merits of selling the hospital were never publicly debated. The hospital sale was presented as both a necessity - and a done deal. The public was never sold on the original problem, which was the hospital’s long-term financial viability in the changing world of health care.
At the same time, the first round of Danville Regional Foundation grants has shown the group’s work has the potential to transform this community for the better. Having $200 million to advance the health, education and well-being of this community and its residents is a tremendous asset. Over time, the Danville Regional Foundation’s grants will make a big difference.
It’s unfortunate the members of Danville Regional Foundation have never adequately addressed the controversy that surrounds their actions, both past and present, and tried to win the hearts and minds of the people they claim to serve. The Danville Regional Foundation’s first CEO will take the reins of a group that will make this community better - but will do so under a continuing and well-deserved cloud of controversy. That’s a shame.
One tough job
Danville Register and Bee [editorial]
January 21, 2007
Credit Coy Harville with re-igniting one of the most bitter controversies in the Dan River Region - the sale of Danville Regional Medical Center and the formation of Danville Regional Foundation.
Harville isn’t the only local resident angry about the issue - or more correctly, issues - but he is the most prominent critic to speak publicly on the matter. Harville is a member of the Pittsylvania County Board of Supervisors and was recently voted the board’s chairman.
In a letter to the editor published Jan. 4, Harville wrote about Danville Regional Foundation’s plan to hire a consultant to help determine the projects the foundation should support.
“Among other things, this clearly shows that these people had no idea of what to do with the $200 million when they decided to sell our hospital without a word of community input,” Harville wrote. “They just wanted the money - and put that ahead of us having a good hospital.”
Since that time, others have written letters to this newspaper complaining about the sale of Danville Regional to LifePoint Hospitals Inc. and the establishment of Danville Regional Foundation. It’s a good bet those letters reflect the community’s true sentiment - and ongoing frustration.
Since Harville’s letter was published, the foundation also has announced the search for a new chief executive officer - a move sure to create even more consternation among those in the community angered by the sale of the hospital, LifePoint’s management of Danville Regional Medical Center since the sale and the fact that the same men who made the decision to sell the hospital are now members of Danville Regional Foundation.
The foundation responded to Harville - but just barely - in a Jan. 7 column by Chairman Dr. B.R. Ashby: “We can debate forever the merits of selling the hospital and the manner in which it is being operated, but that is in the past. We are focused on the future.”
That line won’t satisfy the people angered by the events of the past few years, and for good reason. The merits of selling the hospital were never publicly debated. The hospital sale was presented as both a necessity - and a done deal. The public was never sold on the original problem, which was the hospital’s long-term financial viability in the changing world of health care.
At the same time, the first round of Danville Regional Foundation grants has shown the group’s work has the potential to transform this community for the better. Having $200 million to advance the health, education and well-being of this community and its residents is a tremendous asset. Over time, the Danville Regional Foundation’s grants will make a big difference.
It’s unfortunate the members of Danville Regional Foundation have never adequately addressed the controversy that surrounds their actions, both past and present, and tried to win the hearts and minds of the people they claim to serve. The Danville Regional Foundation’s first CEO will take the reins of a group that will make this community better - but will do so under a continuing and well-deserved cloud of controversy. That’s a shame.
Friday, January 19, 2007
CPR?
Experienced nurses have left Danville Regional
To the editor:
In the beginning, I deferred to the “experts” and thought the sale of Danville Regional Medical was a good move. We were told that within five years, we would have to sell the hospital, and by then, it would be nearly worthless (financially). Why not sell it now, so we can at least return the money to the community?
Well, as I now sit by and watch nurse after nurse (who have dedicated their careers to this hospital and community) move to other communities, I have to wonder - would we have been better off if we had waited five years and then donated the hospital to an organization such as Duke Medical?
Of course, that is ludicrous, but at least the community would have maintained quality health care. As the Danville Regional Foundation disburses the $200 million from the sale of the hospital, I hope its members realize the real disbursement is the health care professionals from our hospital. The true benefactors of the sale of our hospital appear to be the many health care facilities throughout Virginia, North Carolina and South Carolina that are hiring the staff from Danville Regional (it seems health care professionals with 20-plus years of experience are a true asset to some hospitals).
Remember, as the staff from the hospital moves, they take with them spouses and families. As professionals leave Danville and our hospital’s image continues to suffer, how much harder will it be to attract new businesses and industries? The $200 million the foundation has will be a drop in the bucket compared to the loss of a few new industries.
I have to think that the recipients of this money will look back in a few years and wish they could give the money back if it would gain them quality health care and a vibrant community.
All health care providers are taught the ABC’s of life support (airway, breathing, circulation). Our hospital is still breathing, but it’s “bleeding” professional staff at an alarming rate. I like the idea of using the $200 million to buy back our hospital, but it’s high time someone stepped up and stops the bleeding before we have to start CPR.
STEVE
Ringgold
To the editor:
In the beginning, I deferred to the “experts” and thought the sale of Danville Regional Medical was a good move. We were told that within five years, we would have to sell the hospital, and by then, it would be nearly worthless (financially). Why not sell it now, so we can at least return the money to the community?
Well, as I now sit by and watch nurse after nurse (who have dedicated their careers to this hospital and community) move to other communities, I have to wonder - would we have been better off if we had waited five years and then donated the hospital to an organization such as Duke Medical?
Of course, that is ludicrous, but at least the community would have maintained quality health care. As the Danville Regional Foundation disburses the $200 million from the sale of the hospital, I hope its members realize the real disbursement is the health care professionals from our hospital. The true benefactors of the sale of our hospital appear to be the many health care facilities throughout Virginia, North Carolina and South Carolina that are hiring the staff from Danville Regional (it seems health care professionals with 20-plus years of experience are a true asset to some hospitals).
Remember, as the staff from the hospital moves, they take with them spouses and families. As professionals leave Danville and our hospital’s image continues to suffer, how much harder will it be to attract new businesses and industries? The $200 million the foundation has will be a drop in the bucket compared to the loss of a few new industries.
I have to think that the recipients of this money will look back in a few years and wish they could give the money back if it would gain them quality health care and a vibrant community.
All health care providers are taught the ABC’s of life support (airway, breathing, circulation). Our hospital is still breathing, but it’s “bleeding” professional staff at an alarming rate. I like the idea of using the $200 million to buy back our hospital, but it’s high time someone stepped up and stops the bleeding before we have to start CPR.
STEVE
Ringgold
Wednesday, January 17, 2007
The British are coming, the British are coming...
Well, actually, not the British....but Joint Commission is scheduled to make a visit very soon.
Keep your fingers crossed...
Keep your fingers crossed...
And in related news...
Agents of what change?
To the editor:
Is everyone thrilled to know we have competent agents of change to shape the future of Danville who have it on good authority - being themselves, apparently - “... proven ourselves in our careers and through our voluntary contributions to our community ...” as agents of change who “... take very seriously our responsibility for the investment, management and distribution of approximately $200 million to benefit the health, education and well-being of the Danville area” and agents of change who are “... united in purpose and dedication to our community ...”?
Frankly, I have never read anything that so scared me about a group of self-perceived and self-anointed “agents of change” - maybe that should be “god” with the small “g” - as “Looking at the long run,” (Jan. 7, page B6).Has anyone ever heard the term “delusion of grandeur?” Maybe $200 million that belongs to the general public of the Danville-Pittsylvania-Caswell area does confer some power, but it surely cannot confer - make that “buy” - approval or respect.
May I recommend a research study on the background subject of this discussion entitled, “Are For Profit Hospital Conversions Harmful for Patients and Medicare?” by Gabriel Picone of the University of South Florida, Shin-Yi Chou of the New Jersey Institute of Technology and Frank Sloan of Duke University.
H.C.S.
Danville
>>>>>>>>>>>>>
Interesting letter....take a moment to Google the study referenced above. Here is the abstract from SSRN:
Abstract: We examine how changes in hospital ownership to and from for-profit status affect quality and Medicare payments per hospital stay. We hypothesize that hospitals converting to for-profit ownership boost postacquisition profitability by reducing dimensions of quality not readily observed by patients and by raising prices. We find that 1-2 years after conversion to for-profit status, mortality of patients, which is difficult for outsiders to monitor, increases while hospital profitability rises markedly and staffing decreases. Thereafter, the decline in quality is much lower. A similar decline in quality is not observed after hospitals switch from for-profit to government or private nonprofit status.
To the editor:
Is everyone thrilled to know we have competent agents of change to shape the future of Danville who have it on good authority - being themselves, apparently - “... proven ourselves in our careers and through our voluntary contributions to our community ...” as agents of change who “... take very seriously our responsibility for the investment, management and distribution of approximately $200 million to benefit the health, education and well-being of the Danville area” and agents of change who are “... united in purpose and dedication to our community ...”?
Frankly, I have never read anything that so scared me about a group of self-perceived and self-anointed “agents of change” - maybe that should be “god” with the small “g” - as “Looking at the long run,” (Jan. 7, page B6).Has anyone ever heard the term “delusion of grandeur?” Maybe $200 million that belongs to the general public of the Danville-Pittsylvania-Caswell area does confer some power, but it surely cannot confer - make that “buy” - approval or respect.
May I recommend a research study on the background subject of this discussion entitled, “Are For Profit Hospital Conversions Harmful for Patients and Medicare?” by Gabriel Picone of the University of South Florida, Shin-Yi Chou of the New Jersey Institute of Technology and Frank Sloan of Duke University.
H.C.S.
Danville
>>>>>>>>>>>>>
Interesting letter....take a moment to Google the study referenced above. Here is the abstract from SSRN:
Abstract: We examine how changes in hospital ownership to and from for-profit status affect quality and Medicare payments per hospital stay. We hypothesize that hospitals converting to for-profit ownership boost postacquisition profitability by reducing dimensions of quality not readily observed by patients and by raising prices. We find that 1-2 years after conversion to for-profit status, mortality of patients, which is difficult for outsiders to monitor, increases while hospital profitability rises markedly and staffing decreases. Thereafter, the decline in quality is much lower. A similar decline in quality is not observed after hospitals switch from for-profit to government or private nonprofit status.
Tuesday, January 16, 2007
Thanks Jo....
I appreciate your note. It's nice to know I'm not the only one out there. Keep the comments coming.
Sunday, January 14, 2007
Keep those letters (to the editor) coming, folks.
We’re living with it now
To the editor:
The column, “Looking at the long run,” (Jan. 7, page B6) stated: “We can debate forever the merits of selling the hospital and the manner in which it is being operated, but that is in the past. We are focused on the future.”
Perhaps debating the merits of selling the hospital is in the past, but the manner in which it (the hospital) is being operated is clearly not an issue of the past and is worthy of discussion. How is it affecting individuals, families and our economy in the present? Are people from our area presently seeking hospital services and care at other hospitals? Have qualified, experienced hospital employees and staff been lost because of present management practices and policies? Are physicians leaving our area due to the present management of the hospital? Has our local economy felt a negative impact because of the hospital’s present management
The city’s Web site still refers to Danville Regional Medical Center as a “private, not for profit” facility. The Web site posts 2005 data showing “Health Care and Social Assistance” as the area’s second-largest major industrial sector with 170 establishments and 5,109 employees. (Manufacturing was the largest with 45 establishments and 6,069 employees.) The same site has an excerpt from the office of economic development which states, “More than 125 physicians and 40 dentists maintain community health in Danville.” How have these statistics changed since the sale of the hospital?
We cannot afford to minimize the importance of area health care and the present management of Danville Regional Medical Center. I guess, if necessary, we could request that the Danville Regional Foundation fund the hospital to provide better services in the future.
F.C. MAUTE, M.D.
KAREN MAUTE
Mount Cross
To the editor:
The column, “Looking at the long run,” (Jan. 7, page B6) stated: “We can debate forever the merits of selling the hospital and the manner in which it is being operated, but that is in the past. We are focused on the future.”
Perhaps debating the merits of selling the hospital is in the past, but the manner in which it (the hospital) is being operated is clearly not an issue of the past and is worthy of discussion. How is it affecting individuals, families and our economy in the present? Are people from our area presently seeking hospital services and care at other hospitals? Have qualified, experienced hospital employees and staff been lost because of present management practices and policies? Are physicians leaving our area due to the present management of the hospital? Has our local economy felt a negative impact because of the hospital’s present management
The city’s Web site still refers to Danville Regional Medical Center as a “private, not for profit” facility. The Web site posts 2005 data showing “Health Care and Social Assistance” as the area’s second-largest major industrial sector with 170 establishments and 5,109 employees. (Manufacturing was the largest with 45 establishments and 6,069 employees.) The same site has an excerpt from the office of economic development which states, “More than 125 physicians and 40 dentists maintain community health in Danville.” How have these statistics changed since the sale of the hospital?
We cannot afford to minimize the importance of area health care and the present management of Danville Regional Medical Center. I guess, if necessary, we could request that the Danville Regional Foundation fund the hospital to provide better services in the future.
F.C. MAUTE, M.D.
KAREN MAUTE
Mount Cross
Buy Danville Regional back
To the editor:
A few years ago, we had an outstanding hospital with excellent physicians and services, along with up-to-date equipment.
Our community owned and operated hospital was sold to a for-profit group. I understand it is required to pay about $1 million per year in taxes to the city. And, of course, it needs to make a profit to compensate its investors. This has resulted in a decrease in nursing and administrative staff and services. You and I failed to respond as we should have to oppose the sale.
I understand that other cities in Virginia similar to us in size - Harrisonburg, Staunton, Winchester and Lynchburg - continue to maintain their not-for-profit hospitals and they are operating beautifully.
What can we do now?
Why not use the $200 million from the sale of our hospital to buy back the hospital? Every community needs a good hospital and good medical services. Is it too late to get our hospital back?
FRANCES MILAM STONEBURNER, M.D.
Danville
To the editor:
A few years ago, we had an outstanding hospital with excellent physicians and services, along with up-to-date equipment.
Our community owned and operated hospital was sold to a for-profit group. I understand it is required to pay about $1 million per year in taxes to the city. And, of course, it needs to make a profit to compensate its investors. This has resulted in a decrease in nursing and administrative staff and services. You and I failed to respond as we should have to oppose the sale.
I understand that other cities in Virginia similar to us in size - Harrisonburg, Staunton, Winchester and Lynchburg - continue to maintain their not-for-profit hospitals and they are operating beautifully.
What can we do now?
Why not use the $200 million from the sale of our hospital to buy back the hospital? Every community needs a good hospital and good medical services. Is it too late to get our hospital back?
FRANCES MILAM STONEBURNER, M.D.
Danville
Saturday, January 13, 2007
An interesting read...
It won't take you long to read, I promise. But it gives an interesting view as to where we were just 18 months ago.
http://www.danvilleregional.org/original/bh05/05sum-a.html
(And, BTW, notice how many people are in the photo of the lobby. Hmmm...)
Is it just me, or is it ironic that the Summer 2005 issue of BetterHealth was its last? This little magazine used to be a source of pride for those folks up in Communications. It won awards but, more importantly, it told everyone in the Danville area of the great things happening inside the hospital's four walls.
For just another delicious slice of irony, read the quote at the top of the last press release posted on dear old DRHS's news page.
http://www.danvilleregional.org/absale.html
So, click the link above...then explore the site. Take a walk down memory lane.
http://www.danvilleregional.org/original/bh05/05sum-a.html
(And, BTW, notice how many people are in the photo of the lobby. Hmmm...)
Is it just me, or is it ironic that the Summer 2005 issue of BetterHealth was its last? This little magazine used to be a source of pride for those folks up in Communications. It won awards but, more importantly, it told everyone in the Danville area of the great things happening inside the hospital's four walls.
For just another delicious slice of irony, read the quote at the top of the last press release posted on dear old DRHS's news page.
http://www.danvilleregional.org/absale.html
So, click the link above...then explore the site. Take a walk down memory lane.
Together, we will have a brighter future.
Just in case any of you have any thoughts or suggestions regarding healthcare in our region, you might want to contact one of these folks.
http://www.danvilleregionalfoundation.org/leadership.html
http://www.danvilleregionalfoundation.org/leadership.html
Amen brother.
I go out of town for medical care
To the editor:
I have been following this LifePoint fiasco since it bought Danville Regional Medical Center. I always thought we had a very good hospital. Unfortunately, I don’t think that now. I read the letter that Coy Harville wrote and I agree 100 percent.
I think if these good ole’ boys were smart, they would hire Harville as their CEO. He seems to recognize that Danville has a problem with LifePoint. According to the Danville Region Web Blog, their current CEO is the fourth in six months. Apparently, there have been several changes in senior management. The chief operating officer is the third since the acquisition and chief finance officer is the second.Why can’t LifePoint keep its senior management?
But that is only just a small problem with LifePoint. There are many more cumbersome problems affecting the hospital, and the nurses and staff are paying for most of them. There is strong discontent running rampant at Danville Regional, and I think our community leaders need to be aware of it. Where are our community leaders? This problem has been boiling over since LifePoint took the hospital and I think Mayor Wayne Williams and Danville City Council needs to look into it. The defeatist way the nurses and staff operate is crippling not only the hospital, but the community as a whole. I think there is more work heaped on the nurses and proper patient care is out the window. From what I have heard, Most of the staff work with an antiquated system that went out in the 1980s and they have received more hours, smaller staffs, regression in equipment and caveman technology.
It is an absolute shame what LifePoint has done to our hospital. We have lost good doctors, nurses and quality care. What Danville has is a CEO with a bigger paycheck. It looks like LifePoint is all about the money and not the needs of the community.
This community needs a good quality hospital like it used to have. It does not need a corporation that disregards the care of its employees or its community. It is unfortunate now that if I want quality care, I need to go out of town.
MICHAEL from Danville
To the editor:
I have been following this LifePoint fiasco since it bought Danville Regional Medical Center. I always thought we had a very good hospital. Unfortunately, I don’t think that now. I read the letter that Coy Harville wrote and I agree 100 percent.
I think if these good ole’ boys were smart, they would hire Harville as their CEO. He seems to recognize that Danville has a problem with LifePoint. According to the Danville Region Web Blog, their current CEO is the fourth in six months. Apparently, there have been several changes in senior management. The chief operating officer is the third since the acquisition and chief finance officer is the second.Why can’t LifePoint keep its senior management?
But that is only just a small problem with LifePoint. There are many more cumbersome problems affecting the hospital, and the nurses and staff are paying for most of them. There is strong discontent running rampant at Danville Regional, and I think our community leaders need to be aware of it. Where are our community leaders? This problem has been boiling over since LifePoint took the hospital and I think Mayor Wayne Williams and Danville City Council needs to look into it. The defeatist way the nurses and staff operate is crippling not only the hospital, but the community as a whole. I think there is more work heaped on the nurses and proper patient care is out the window. From what I have heard, Most of the staff work with an antiquated system that went out in the 1980s and they have received more hours, smaller staffs, regression in equipment and caveman technology.
It is an absolute shame what LifePoint has done to our hospital. We have lost good doctors, nurses and quality care. What Danville has is a CEO with a bigger paycheck. It looks like LifePoint is all about the money and not the needs of the community.
This community needs a good quality hospital like it used to have. It does not need a corporation that disregards the care of its employees or its community. It is unfortunate now that if I want quality care, I need to go out of town.
MICHAEL from Danville
Wednesday, December 27, 2006
Just a thought....
"Don’t believe what the organization says it does. Its practices are its real policies. Study what is rewarded and what is punished and you’ll have a better clue as to what’s going on."
Source: http://www.gapingvoid.com/Moveable_Type/archives/003541.html
Source: http://www.gapingvoid.com/Moveable_Type/archives/003541.html
Sunday, December 10, 2006
Gloom, Despair and Agony on Me.......
It's Sunday night, 6:30pm, and I wonder if anyone else dreads returning to work on Monday morning as much as I do?
The "bottomless pit" feeling I get every Sunday begins sometime around midafternoon and worsens into the night. Knowing that on Monday morning I will go back to work, walk down the halls of the hospital and greet those I meet with a fake smile makes me physically sick. It's almost like walking into the Twilight Zone. As "employees" I think we all feel DRMC is suffering and teetering on the brink of disaster under the direction of LifePoint and I sense defeat when I meet others in the hall. Our faces say it all; worn out, weary of the fight (beaten into submission). We all know our jobs, and we know how to accomplish it, but LifePoint's processes are so cumbersome there's no way to get it all done in eight, ten or twelve hours.
I don't know about everyone else but when my day begins I think "okay, I can do this. I can do something to make a difference". Then, as the day wears on, I experience first hand the complacency of our administration, I see the nurses doing all they can possibly do, I hear the weariness in the voices of those I encounter and by the days end I am bursting at the seam to march to administration and shout... "this is our hospital".... "LifePoint is crippling us"!
Experts in every field are leaving DRMC. Many by choice, some by force. I am concerned for those of us who are left to carry the torch. What does the future hold? Where do we go from here?
If you feel the same way, I think it's time we band together. Let me hear your thoughts and comments.
The "bottomless pit" feeling I get every Sunday begins sometime around midafternoon and worsens into the night. Knowing that on Monday morning I will go back to work, walk down the halls of the hospital and greet those I meet with a fake smile makes me physically sick. It's almost like walking into the Twilight Zone. As "employees" I think we all feel DRMC is suffering and teetering on the brink of disaster under the direction of LifePoint and I sense defeat when I meet others in the hall. Our faces say it all; worn out, weary of the fight (beaten into submission). We all know our jobs, and we know how to accomplish it, but LifePoint's processes are so cumbersome there's no way to get it all done in eight, ten or twelve hours.
I don't know about everyone else but when my day begins I think "okay, I can do this. I can do something to make a difference". Then, as the day wears on, I experience first hand the complacency of our administration, I see the nurses doing all they can possibly do, I hear the weariness in the voices of those I encounter and by the days end I am bursting at the seam to march to administration and shout... "this is our hospital".... "LifePoint is crippling us"!
Experts in every field are leaving DRMC. Many by choice, some by force. I am concerned for those of us who are left to carry the torch. What does the future hold? Where do we go from here?
If you feel the same way, I think it's time we band together. Let me hear your thoughts and comments.
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