Patient care is in jeopardy at Henry Mayo?

Patient care is in jeopardy at Henry Mayo Newhall Memorial Hospital (HMNMH) with The Joint Commission (TJC) sanction listing failure to communicate between hospital Administration, Board of Directors, and the physician Medical Executive Committee (MEC).  To rectify this problem, the HMNMH Board of Directors invited the Medical Staff to a meeting on Tuesday, May 31st.

This event was held in the hospital cafeteria which was closed to the public, but many concerned Santa Clarita residents learned of this non-confidential meeting and asked me if they could attend.  As a first and important step in enhancing communication, it seemed best to initially keep the meeting private.  One of my close friends insisted I be his “West Ranch Beacon (WRB) fly on the wall” knowing how important this dialogue is to the community.

The hospital cafeteria is elongated and setup with tables so all could eat dinner and commingle prior to the meeting.  Seated near the podium with me were many members of the MEC.  Opposite us at the front were CEO Roger Seaver, and in between were the Chief Medical Officer, Dr. Richard Frankenstein, and new Board member, Dr. Richard Corlin.  Across the back of the cafeteria were other Board members, mostly seated together.

Board Chair Craig Peters opened the discussion with an introduction by each Director.  Statements were made of personal experience heartening their commitment to improve the hospital.  Many of us were inspired and inspirited by their sincere expressions of responsibility.  For this “fly”, it was the calm before the swatter.

Mr. Peters then launched into his version of the Medical Staff “Vote of No Confidence” against the Administration and the Board of Directors, the timeline concerning “2-4-2” mediation, attacks and retaliation including code of conduct, corrective actions, and “resolutions” against Medical Staff members, and removal of the Deputy Chief of Staff as a voting member of the Board.  A chorus of opposition countered from MEC members as to the misrepresentation of facts and information without merit or truth.

As a “fly” on the wall, and a newly elected member of the MEC, my knowledge of some of this information was limited, but my colleagues, with their vast experience and understanding attempted to clarify the incorrectness of what Mr. Peters was stating.  One physicians even exclaimed, “I’m apoplectic with rage at the inaccuracies you are promoting”.

The issue of Board “conflict of interest” did not escape them either but this was marginalized quickly as they follow “due process” keeping them above reproach.  For this “fly”, it was the usual “we haven’t broken the law” retort.

Mr. Peter’s contention any money he may have personally made was magnified in a return donation back to the hospital.  He claimed my reported assertion in the WRB concerning his conflict of interest was incorrect.  Questioning him if there were any falsehoods or non-truths in my articles, he could convey none.

The new Board member, Dr. Richard Corlin, provided an “Outsiders’s Perspective” with his statements concerning violation of Medical Staff By-laws and Rules & amp; Regulations, and “illegal meetings” by the MEC, which were the same propagated six months prior by CEO Roger Seaver. 

At this moment, the “fly” had an epiphany:  The information Dr. Corlin and Mr. Peters were providing came from the same source.  This same information was being provided to Board members, yet physician members of the MEC highly contradicted the factuality of this information.  The source of this information:  Roger Seaver.

Now it was clear:  Non-factual information was being presented to the Board dividing the two sides, creating animosity and the TJC sanctioned lack of communication. Roger Seaver seemed to be deliberately keeping the MEC and Board from communicating!

Now I realized why an annual “retreat” between the MEC and Board is canceled; why an annual Medical Staff/Board dinner dance is canceled; why a Leadership Council between MEC and Board leaders is canceled; why a $350,000 consultant blamed the MEC for communication problems yet never addressed the Administration role; and why I and other MEC members had received an e-mail the day before this meeting:  “Hello, the meeting that was scheduled for Tuesday 5/31/2011 to meet the Board has been canceled and will be rescheduled soon” from an unknown hospital sender.  This last odd and sinister contrivance comes from the depths of malevolence.

Some Board members embrace the opinion of Roger Seaver, and the conflict of interest effect on their vote cannot be discounted.  There is a simple solution for all Board members:   You must renounce any financial ties with the hospital.  If you sit on the Board, you will not have money in your bank, you will not bid on construction contracts, you will not lease any hospital nor G&L property, and you will not have any medical professional contracts for services. 

Can Board members eliminate any appearance of impropriety?  Or will this community continue to think financial dangling of conflict is affecting the Board vote, and ultimately creating an adverse effect on patient care at our hospital?

Recently, the Board of Directors voted to change the hospital “Mission, Vision, & Values”.  Before the change, listed under “Values” was integrity, trust & respect, accountability, teamwork, clinical competence & quality, and compassionate care.  Eliminated now are trust, clinical competence, and compassionate care.  Was this change Freudian?  Even a fly deserves better.

Gene Dorio, M.D.- Guest Commentary

Gene Dorio, M.D., is a local physician. His commentary represents his own opinions and not necessarily the views of any organization he may be affiliated with including the Medical Executive Committee and Medical Staff of Henry Mayo Hospital, or those of the West Ranch Beacon.

HMNMH Administrator Overboard!!!

President and CEO Roger Seaver of Henry Mayo Newhall Memorial Hospital (HMNMH) in a recent local editorial described the hospital’s leadership as a “three-legged stool” of Administrators, Board members, and Medical Staff. Seemingly, the Administration has seized influence over the Board of Directors to “break the Medical Staff leg” attempting to eliminate their participation in patient care decisions at our hospital.

The Trumanism “The Buck Stops Here” shoulders accountability on the Board of Directors to make decisions free of domination and outside control. As in any business, this Board is responsible for oversight of Administrator Roger Seaver, but is Administrative induced financial conflict of interest tweaking their decision-making?

There are fifteen members of the Board of Directors and their votes decide the direction of policy and healthcare for our hospital. (Nomination to be a Director comes from a Governance Committee overseen by the Board - in itself, fodder for a future posting.) They are governed by By-Laws and documents laid out under the auspices of State and Federal law.

There are five doctors on the Board. Only one physician (Chief of Staff Dr. Frank Yusuf) elected by the Medical Staff has a vote, as this number was recently and contentiously decreased by the Board. The other four doctors are not physician-elected and became Directors through the Board Governance Committee.

First, here are facts about eight of the fifteen Board members:

1. Board Chair: Craig Peters - Executive Vice President Industrial Properties -CB Richard Ellis. Leasing office space for Medical Office Building #1 (not yet built) through G&L Realty.
2. Board Treasurer: James D. Hicken - President and Chief Executive Officer Bank of Santa Clarita. HMNMH has money in his bank.
3. Vinod Assomull, M.D. - contract with hospital for dialysis center.
4. Dale Donohoe - Owner, Intertex Companies, presently building-out the NICU.
5. Elizabeth Hopp - Sr. Vice President/Director of Client Services Bank of Santa Clarita. HMNMH has money in her bank.
6. Mark Liker, M.D. - contract with hospital for neurosurgical care.
7. Roscoe Marter, M.D. - Ob/Gyn for Facey Medical Group who has contract with hospital.
8. Roger Seaver - CEO has contract with hospital.

Second, one must ask these Directors: Does having money in your bank or a contract with your business, or the threat of losing these financial deals, impact your Board vote?

Finally, conflict of interest occurs “when an individual or organization is involved in multiple interests, one of which could possibly corrupt the motivation for an act in the other.” The IRS and California law requires conflicted “interested persons” not to make up more than 49% of the Board of Directors of a nonprofit public benefit corporation like HMNMH.

Even though eight of fifteen Board members might seem to have a financial conflict of interest, I’m sure hospital lawyers have made sure this Board “legally” does not overstep the law: they don’t own the bank; the contract is with G&L, not the hospital; they happen to be the lowest contract bidder; or, they recused themselves from the vote. The law has guidelines scrutinizing “direct or indirect” financial conflict of interest as well as the “appearance of impropriety”, which might negate hospital lawyers’ tenuous legal rationale.

Laws may not be broken, but a far more important question is: What about the moral and ethical rules we live by and teach our family and children? Is business so callous we now ignore or tweak what is right or wrong? If this is the kind of disregard they have for the rule of law, then what moral character guides them in making medical decisions for this community?

We might not know whether financial conflict of interest plays a role as we tally up the votes. An indication though of potential conflicted votes (affected at the behest of the Administration) may be seen in recent “Resolutions” and changes in their By-Laws made by the HMNMH Board:

• lengthening Board of Director term limits an extra three years (to 12 total years)
• removal of Deputy Chief of Staff as voting member of the Board of Directors
• hiring an outside consultant (reported $350,000) claiming Medical Staff is responsible for communication problems ignoring the role of the Administration
• decreasing Medical Staff application fee (to deplete the Medical Staff Treasury, lessening legal representation)
• rebating past (10 years) fees to doctors from Medical Staff treasury (again to affect legal representation)
• a veiled hiring of a Judge to oversee Medical Staff elections
• using “secret files” and “code of conduct” to block physician re-appointment
• creating an Administrative position known as “Chief Medical Officer” (reported $22,000/month) potentially violating confidentiality and HIPAA law

The bottom line though: Is the HMNMH Board making good decisions, or are these decisions only coming from a single Administrative viewpoint?

As presented in previous WRB postings, the catherization lab, neonatal intensive care unit (NICU), and designation of the new surgical suite for cardiac backup might be a costly overextension of services which results in a return to bankruptcy. If anything, it will place undue financial stress on other departments and services which can diminish patient care.

A present reflection of the level of patient care is the general overall low public opinion this community has for the healthcare rendered at HMNMH. Private, as well as State and Federal surveys, reveal a comparatively low level of patient care, as does The Joint Commission sanctions brought against the hospital. A “Vote of No Confidence” by the Medical Staff against the Administration and Board of Directors earlier this year again was a result of physician difficulty dealing with patient care problems at our hospital.

We must put “three legs” back into hospital leadership allowing not only Medical Staff input and self-governance, but insist the Board regain oversight of Administrator Roger Seaver, removing any semblance of financial conflict of interest. As the Board of Directors spiral toward being a “one-legged stool”, the public must demand transparency, for if this is not attained, patient care will suffer as will healthcare in this community.

Gene Dorio, M.D.- Guest Commentary
Gene Dorio, M.D., is a local physician. His commentary represents his own opinions and not necessarily the views of any organization he may be affiliated with including the Medical Executive Committee and Medical Staff of Henry Mayo Hospital, or those of the West Ranch Beacon.

Losing Your Doctor, Losing Patient Care

“Just business, nothing personal” is an oft-quoted apology in godfather-type movies justifying an unemotional action usually with a negative result. Recently, as I was visiting my patient at Henry Mayo Hospital, I overheard a disturbing conversation with a family in the adjacent bed telling them their loved one had to be discharged that day. His wife was pleading with staff the limited home care they would be provided was not adequate for her elderly spouse, and the impact would affect her physical and mental health also. Other family members at bedside also pleaded to no avail, as the patient was discharged home. “Just business, nothing personal”. The next week I noticed his return...to the ICU.

No one is able to predict how well a patient will do after discharge, and many times I know there are risks we take. Quite often, when I’m asked to predict outcome, I tell my patients and their families “My initials are GRD, not GOD!”

The hospital is paid by insurance companies and Medicare based on the diagnosis: four days for pneumonia, five days for heart attack, etc. Beyond that predetermined length of stay, the hospital will push for discharge. “Just business” These standards are set to shrink costs and whether you like it or not, we all must deal with this ongoing problem.

How does one put a dollar sign in front of adequate health care? Basing a pneumonia discharge solely on a chest x-ray or blood test is wrought with danger. Again, dealing with risk, physician experience and advocacy allows better and secure “reading of the tea leaves” than standardized care.

As a physician for 30 years, my expertise folds into the picture not only the patient’s health, but also family, living situation, physical and mental capabilities, finances, and legal aspects of the total problem. Understanding this “full picture” improves the chance of surviving discharge, achieving their previous quality of life, and not returning to the hospital...and yes, saving money.

What if though physicians were taken out of their patient advocacy position, which is being perpetrated by our hospital? In a local newspaper editorial, CEO Roger Seaver analogized hospital leadership as a “three-legged stool” including Medical Staff, Administration, and Board of Directors. With financial conflicted control of the Board of Directors by Administration, we have a “two-legged stool”. Together they are personally attacking doctors through insults, deprecating remarks, “Resolutions”, veiled “code of conduct” and “corrective actions” threats, and annihilation of their independent voice which has outraged physicians into a “Vote of No Confidence” against them. I for one have no confidence in sitting on a “one-legged stool”!

All physicians who admit patients are not employed by Henry Mayo. The intention of the hospital is to hire and control your doctor, thus removing the main advocate for you or your loved one’s health care. What will be the impact on patient care? Out-rightly, physicians will be told when to discharge patients by Administration regardless of how your doctor might feel...and most importantly, how you feel. More subtly, concerns over medication errors, screening of new physician applicants, “sentinel events”, and standards and criteria for ancillary caregivers will be compromised. “Just business, nothing personal.”

There are some who don’t regard the doctor-patient relationship important in their health care. When you become an elder senior though, it becomes a prerequisite to have someone be an advocate, accountable, reliable, and aware of your medical and personal problems. This trusted, caring, and confidential doctor relationship has always set the basis for health and well-being, and goes to the deepest part of our spirit.

After serving as a healthcare advocate for this community for years, Dr. John Cocco was contentiously suspended by the Board of Directors on January 5, 2011, leaving many physicians to take over care of his hospitalized patients. Moving from “Just business” to something “More personal”, I lastly present to you a pertinent dedication I wrote and distributed to Medical Staff and my friends in the community earlier this year:


As a hospice doctor, I was asked by Dr. Terrazzino to see a patient for end-stage respiratory disease on Friday evening. She had been hospitalized just after New Years, but the reality of three futile weeks attempting improvement convinced the family end-of-life care was appropriate.

Her medical record indicated this 88 year-old women was a smoker and had a history of Alzheimer’s dementia. Noting an artistic background, she had worked as an animator for Hanna-Barbera for many years, reminding me of fond days watching The Flintstones and The Jetsons.

Entering the hospital room, I greeted her and introduced myself. Not in distress, but clearly uninvolved, she acknowledged my presence. Knowing the underlying problems, yet wanting to access her mental capabilities, I asked my usual sequence of mental status questions.

Where were you born? “Vienna.” Ah, I thought...a good start. How old were you when you moved to the United States? “Four.” A thread of hope that mentally she was better than the record depicted. Where did you move to...and grow up? “I can’t remember.” Were you married? “I think so.” Is your husband alive? With a sad and withdrawn look she responded, “I don’t know for sure.”

Midway through, I realized her memory was seriously deficient, but despite this reality, I discussed her medical problems and my role in assuring comfort and minimal pain. It was difficult to understand whether this fragile soul truly could comprehend our conversation.

My last question to her was “who is your doctor?” As I peered into her eyes, you could see them widen with her face growing into a smile...”Why doctor Cocco, of course!” For a moment, I saw the animation she had put into her cartoons as the memories flowed...and then drawing back and looking to either side of me she asked...”Where is he?”

From the depths of our senses and understandings come profound memories even when there is underlying illness. For four decades, John Cocco has taken care of patients in this community and has had heartfelt effects on them. Indeed, he has had heartfelt effects on us all.

Something to think about.

Yabba dabba doo!

Gene Dorio, M.D.- Guest Commentary
Gene Dorio, M.D., is a local physician. His commentary represents his own opinions and not necessarily the views of any organization he may be affiliated with including the Medical Executive Committee and Medical Staff of Henry Mayo Hospital, or those of the West Ranch Beacon.

Commentary: Hospital Foundation Perks raise questions about equal care

Most people understand the reasoning behind receiving perks or special access when they participate in some type of program. It’s designed to offer a choice and to differentiate between levels of membership or donation; an incentive to potentially give a greater amount or to entice into spending more. This is fine as long as it is offered openly to anyone that wishes to participate.

When you pay extra to have a special credit card, join a club or make a certain level of donation to a charitable organization, there is usually a set of benefits that come with that purchase or gift. You might get early access to an exhibit at the County Art Museum, discounts at a gift shop or reserved seating at a concert hall; any number of benefits that are available to those that make that choice.

The key is that it is offered to anyone and does not have serious ethical questions as it would with the potential timing of life or death decisions in health care. That is why I have been interviewing caregivers over that last several weeks regarding the apparent perks that come along with the Henry Mayo Newhall Memorial Health Foundation’s Friend of the Hospital (FOH) “Gold Card” program.

So who gets this FOH Gold Card? According to the Foundations brochure, those that get the card include; major donors, Legacy Circle (planned gifts or bequests), Board Members of Hospital or Foundation, Support Group Presidents, Special requests of Foundations donors, board members and volunteers, and Community Leaders.

You may want to re-read that list once more as it basically covers just about anyone that they feel like giving the FOH Gold Card to except of course the “regular folk” that aren’t connected. Doesn’t that smack of nepotism or even trying to curry favor with decision makers who are only offered it for their position?

The Beacon was able to confirm that some Santa Clarita City Council members have received the FOH Gold Card under the guise of “community leaders.” Although, some Council members prefer to go down to Holy Cross which should make you wonder if they know something we regular folk don’t!!

The brochure that the Hospital Health Foundation hands to recipients states clearly that; “The FOH program is not about special treatment, but is about recognizing and thanking individuals for their generosity and support of Henry Mayo and making their visit to our facility as comfortable as possible.” But according to various House Supervisors, Nurses and Doctors, the program is all about special treatment including apparently kicking “regular folk” out of rooms so that an FOH card holder gets a private room.

On one occasion, according to an interview, a FOH member pulled out his Gold Card and demanded a private room when admitted to the hospital after he had been placed in a double room with another patient. Apparently all single rooms were full that night and the Nurse respectfully told him she could not accommodate his request. The FOH member called a hospital administrator in the middle of the night, prompting a phone call from that senior administrator to the chief nurse on duty, who was told to move the other patient, the “regular folk,” out of the room and give it to the FOH member.

One Nurse spoke of the fact that health care staffers were required to identify Gold Card patients on the white boards, also known as the census board, or medical charts with the “FOH” initials. In fact, one nurse we spoke to was reprimanded for not moving a FOH to the head of the line in the ER even though there were more serious patients that needed immediate attention according to the triage process.

Personally, I don’t have a problem if Foundation volunteers bring FOH members a gift basket, newspapers or even give special VIP meals. Those perks seem perfectly reasonable as a thank you to a donor. But, once you start giving preferential treatment in healthcare to one group over another it crosses over to an unethical class system; the haves and the have not’s.

Jumping FOH members to the head of the line; bumping “regular folk” from hospital rooms or cutting into an operating room ahead of those already scheduled is not an acceptable practice. Having the Charge Nurse become a Private Nurse for an FOH patient takes away quality of care from the other “regular” patients.

About a month ago a homeless woman was found dead in the ER waiting room at Henry Mayo after visiting the ER three times the night before. She was complaining of arm and wrist pain; had no insurance and was discharged after each visit. A hospital spokesperson stated that the hospital “…treat homeless people with the same compassion and care as all our patients. We care for everybody, regardless of insurance or an address.”

I wonder if she had had a FOH Gold Card would she have been found dead after being mistaken for sleeping in the waiting for seven hours after her last discharge from the ER. It makes me think that if you don’t have a FOH Gold Card that you might potentially get the same level of care as that unfortunate homeless woman!

Although the brochure clearly tries to make sure no extraordinary treatment is given to the FOH Gold card carriers, it’s evident from speaking with a number of people who work at or are affiliated with the hospital, that there is clearly a wink & a nod that goes with having the card. According to our sources, hospital house supervisors, after hour’s administrators and case managers all appear to take special interest in FOH patients especially with their health care.

We should all be appalled, but not surprised, that in this day and age anyone gets "special" treatment in a health care situation, especially due to financial or political influence. The “free pass”, as one local medical professional put it, is a “kick in the ass to everyone else” and should be seriously resisted by the local healthcare community. Our valley deserves top quality health care for everyone regardless of race, color, creed, sexual orientation and social or political status.

What do you think?

P.S. - This is a developing and continuing story. If you are a local health care professional and have information, stories or documentation that you would like to share with The Beacon please pass it on. Know that your efforts will be kept in the strictest confidence as some of your colleagues will already attest to. Thank you!

Dave Bossert- Commentary

Dave Bossert is a community volunteer who serves on a number of boards and councils. His commentaries represent his own opinions and not necessarily the views of any organization he may be affiliated with or those of the West Ranch Beacon.

To anyone who cares about HENRY MAYO NEWHALL MEMORIAL HOSPITAL:

Because of several management issues, I find it almost impossible to do my job and fulfill my responsibilities in caring for patients. I am horrified at the lack of professionalism in this Hospital when it comes to human resources and administration. How can specialized, well educated, dedicated employees work under the direction of people who don’t know how to communicate well, problem solve, or support their staff in a respectful and truthful way.

Personally, I thought I was hired to deliver the finest care to patients, their families, and help facilitate support and assistance post discharge. The patients I work with are specifically in tremendous need of staff who can communicate, problem solve, with respect and care. I can easily provide these services when the environment is conducive. It is an uphill struggle to work well when superiors are damaging morale by; intimidating, harassing, and retaliating.

There are issues that are destructive to staff morale and hinder patient care; in this case we are told to work it out with our supervisors (with whom we have the problem with). The next resort (even though our supervisors warned us not to go above them) is going to Human Resources which is sadly another brick wall. The person in charge is terribly inadequate and unable to handle the magnitude of the issues presented. When staff is unsupported and complaints are ignored, it is frustrating to continue taking grievances into that department. In my experience, this is when policies suddenly change (only to support their position), or they resort to lying (to make it seem like you are the problem). Or make it impossible to meet the terms of their unexpected, spontaneously revised demands, in an effort to squeeze out and sanction resignation (of the highly qualified, extremely competent employee). I’ve witnessed this right before my eyes. This is crazy making at least.

Employees are terrified of losing their job, so they remain silent, watching but unable to speak out for fear contingent paychecks could be compromised. These individuals have families who depend on this income. So it continues…on and on….

Signed,
HMNMH Employee name was verified but withheld by
request to protect the individual from retaliation!

Guest Commentary: On the frontline at Henry Mayo

Being a patient or visitor in a hospital is an emotionally gripping experience sometimes leaving an indelible imprint on our mind. Walking through the halls of Henry Mayo Hospital, one sees families leaping in joy for their newborn and the sadness of their grandparent dying. It is a holy place wrapped with fear of an unknown diagnosis and newly created technologic quagmire of computers and HIPAA legalese. Some only notice the antiseptic buildings and hallways, but inpatients sense greater detail of the daily ongoing life in a hospital.

As a patient, you are reliant on the caregivers around you. When this care is seamless, traversing illness as they work toward a diagnosis is made easier even when not feeling well.

On the frontline are nurses and ancillary caregivers, as well as primary care physicians known as “attendings” who act as quarterbacks interacting among staff, specialists, family, and Administrators. I have been an attending physician at Henry Mayo Hospital for 23 years and know these relationships are integral to total patient care.

In this effort, I must also work with ward clerks, dietary, physical and occupational therapy, respiratory, housekeeping, transportation, discharge planning, and the various departments of lab, radiology, and surgery. Coordinating the “team” allows inpatients to be nurtured back to health and return home, get back to work, and regain their quality of life. Doctors accept this challenge and fight a battle to bring good healthcare to our community.

There is an analogy with this challenge in a war setting. Last week, I enjoyed lunch near the hospital on The Alamo patio with two Vietnam veteran friends, Bill Reynolds and John Cocco, M.D. I never served in our military, although there are some that might want you to believe I am a veteran of The Alamo...indeed I am! But through Bill and John’s heroic efforts, I had the opportunity to complete my medical training to serve on a different front.

Relishing the peaceful mood and serenity of the day, I listened to their long-gone and far-off days of being soldiers and the highs and lows of their exploits and experiences. Specifically they explained, whether it be arms, armor, munitions, food, or back up, they never lacked supplies. They were proud to serve and happy to return home, and as they shook hands and parted, from their lips echoed “I’ve got your back”.

Their stories of military organization, though, reminded me of how critically important a hospital must run...again, seamless. Our frontline soldiers, Bill and John, both told me how responsive their military administrators were to their needs. At our hospital, this does not happen, and that is why I believe our state and national survey results suffer. Not being responsive has brought with it problems.

We have a new ICU and Emergency Room with state-of-the-art equipment where our patients get outstanding care. Once an inpatient leaves these areas though, it is a different story.

Nurses are especially effected because should tools or supplies not be provided for patient care, they risk losing their hard-earned license. Their complaints, especially of “team nursing”, have settled on deaf ears. Additionally, because of “tightening of the belt”, many services have diminished (housekeeping, dietary, respiratory, physical and occupational therapy) which directly effects the ability to bring our patients back to health.

In war, you worry about dying. At Henry Mayo, you fear loss of your job. This attitude comes from the upper levels of Administration as the licensing of intimidation filters down to lower levels of patient care. Healthcare professionals commit to “saving lives”, “helping others”, and “making a difference”, but sadly many would prefer working at other hospitals if not for the close proximity of Henry Mayo.

Administrators and Board members will quickly jump to say I’m wrong. But in those 23 years I have been at Henry Mayo Hospital, other than physician Board members, I have NEVER seen a Board member on the medical floors! Only rarely do I see Administrators. How can observations by professional frontline caregivers like me be trumped by the Board or Administration?

There is a war on the home front being fought by your physicians for better patient care. Unbeknownst to the community, donated dollars are being spent by the hospital to overwhelm physicians using multiple lobbyists, lawyers, and public relations people. Their propaganda depicts doctors as the enemy, claiming our unwillingness to negotiate, fake outrage that Administrators are the victims, and patient “length of stay” is reflective of poor physician care.

In reality, the Administration and the Board have been the aggressor suspending and marginalizing doctors through “Resolutions”, claiming election fraud, using ‘secret files’ blocking re-appointments, and false “corrective action” and Code of Conduct violations. They need to check for their image in the mirror!

The public needs to ask for a forensic accounting of spent monies at our community hospital. Let them prove to us “tightening of the belt” squeezing nursing, ancillary care, and supplies are being used wisely for patient care, and not going into the pockets of possibly conflicted Board members. Is there a private agenda behind the cloak of their mission statement?

I was told by a Board member to stop whistleblowing and not wave hospital dirty laundry in the public eye as it gives them a bad name. If the laundry were clean, there would be no need for whistleblowing.

I salute all physicians, nurses, and other ancillary caregivers for their common humanity and effort to bring healthcare to this community. Hopefully, the reason for working at our hospital will one day not simply be because of proximity. We are fighting a war for better patient care and promise Santa Clarita, “we have your back!”

Gene Dorio, M.D.- Guest Commentary

Gene Dorio, M.D., is a local physician. His commentary represents his own opinions and not necessarily the views of any organization he may be affiliated with including the Medical Executive Committee and Medical Staff of Henry Mayo Hospital, or those of the West Ranch Beacon.

Guest Commentary: Forefathers, Foresight, and Insight

A letter dated March 24, 2011, from HMNMH President & CEO Roger Seaver to the Medical Executive Committee (MEC) asked for “corrective action” against a “disruptive” physician; me. The release of this confidential letter to the West Ranch Beacon (WRB) from someone in the Administration mirrors the clandestine individual known as “Deep Throat” during the Watergate affair. Now Santa Clarita has Mayogate with their own colluding “Deep Ear, Nose, and Throat”! All kidding aside, the MEC has waved confidentiality allowing me to openly discuss this letter.

The accusations were twofold: I breeched confidentiality of Dr. John Cocco in one of my WRB articles, and as Treasurer of the Medical Staff, I have not performed the duties of the office. Both are incorrect as Dr. Cocco read and approved my article before posting, and I have yet to receive any written queries concerning financial information from the Medical Staff.

This is clearly an Administration attempt to thwart free speech affecting my ability to accurately report healthcare problems at our community hospital through the WRB. Our Forefathers would be appalled, and I will continue to act as a whistleblower to protect patient care.

Reiterating the understanding where “balance of power” at Henry Mayo is amongst the MEC, Board of Directors, and Administration, Roger Seaver and the Board are trying to overpower physicians and take over the MEC by any means possible.

In the 23 years I have been on Medical Staff, there have been no letters like this from any CEO. But since January, there have been three: to the Chief of Staff, Secretary, and Treasurer. All accuse us of being “disruptive” physicians. The Administration was unsuccessful swaying the election of MEC members in December, so now they have resorted to making false claims and accusations in removing us from office, and even from the Medical Staff. Who will be next?

The Santa Clarita Valley must understand this critically important reality: The MEC’s fight for good patient care is a barrier against the Administration and Board’s poor healthcare decision-making.

Throughout the country, hospital Medical Staffs have been quietly taken over by Administrations, but California law keeps them at bay by recognizing self-governance of physicians. There have been efforts to skirt around this issue by Administrations, and some Medical Staffs in California have fallen because of legal costs.

The foresight 11 years ago to hire legal representation for the Medical Staff allowed maintenance of self-governance. Recently, the hospital Board enacted many “Resolutions”, one of which decreased staff application fees and forced refunds to applicants with the intention to deplete the Medical Staff Treasury.

In this chess match, the Medical Staff increased their annual dues as a stopgap and the Administration has taken issue with this increase. Physicians are fighting to prohibit business people from making medical decisions, but ultimately this depends on access to legal representation.

What is at stake: patient care. The Medical Staff and MEC feel patient care is compromised at our hospital. The Administration and Board are not only attempting to remove experienced and well-trained physicians from the Medical Staff, but also: equipment and supplies are constantly in shortage on the medical floors and ORs; building security and patient safety are often breeched; credentialing of personnel in procedures and newly set-up computers is lacking; inadequate nurse staffing is disguised under “team nursing”; and insufficient operating room capacity and scheduling mentioned in previous postings.

The financially conflicted Board of Directors is looking the other way as they work to crush the MEC, so I implore our elected officials to come forth to ask questions and gain insight about our hospital. Where is Mike Antonovich, Cameron Smyth, Sharon Runner, Tony Strickland, Buck McKeon, and the City Council? The MEC barrier is not impermeable, and our representatives must help shore it up. Who will save those who save you?

When the British called our Forefathers “disruptive” colonists, it did not stop them from fighting back. I proudly stand with my MEC colleagues as “disruptive” physicians for the right of our community hospital to have the patient care “We the People” deserve.

Gene Dorio, M.D.- Guest Commentary

Gene Dorio, M.D., is a local physician. His commentary represents his own opinions and not necessarily the views of any organization he may be affiliated with or those of the West Ranch Beacon. You can also see more of Dr. Dorio’s commentaries on Henry Mayo Newhall Memorial Hosipal at http://hospitalrantandrave.blogspot.com/