HMNMH Conflict of Compound Interest

There has been an exorbitant amount of outrage pinned against the salary and bonuses received by corporate executives, but blaming has ignored the real source for anger: the Board of Directors. These individuals not only set salaries and hire (and fire) a Chief Executive Officer, but ultimately make policy and direct future goals which are paramount to a successful organization. Most of us have no concept nor understanding what it is like to sit as a member on a Board of Directors, but when chosen to be one of these leaders, how prepared are we in assuming this role?

An initial reaction is to make a beeline for the nearest copy of “How to be on a Board of Directors for Dummies”, yet what we bring to the table is our innate understanding and experiences of life. Having personally sat on multiple Boards and chaired a few, there is a learning curve where skills and insight are honed and evolve over time. Not having sat on a Wall Street Board, I will limit my discussion to the experience of non-profit Boards, such as we have at Henry Mayo Hospital (HMNMH).

Diversity of opinion is critical in having a well-rounded hospital Board, so appointing individuals not only knowledgeable in healthcare, but well-versed in finance, real estate, construction, and community needs is important. This seems to fit the profile we see on the HMNMH Board of Directors.

Our Board of Directors are not paid for their services. Therefore their valuable time is contributed for the selfless sake of our community healthcare. Should they donate professional services on their own time and expense without expectation of anything in return, we ennoble and respect their altruistic efforts. But should their personal profession intertwine financially with that of the hospital, State laws for non-profit 501(c)3 organizations prevent conflict of interest.

The term 501(c)3 refers to the IRS Revenue Code which mandates the rules and laws non-profit corporations must follow. State law under the auspices of the California Attorney General requires “no more than 49% of the directors may be ‘interested persons’.” Like any law, wide interpretation may be wielded blurring legal clarity. It makes sense though you would not want someone with special interest to takeover a non-profit entity for their own personal profit-making interest.

So a question that beckons an answer is can all Board of Director members be free of conflict of interest? As a physician, I know some hospital contracted doctors who are well-qualified in their medical and business expertise, but would be disqualified on serving if not for the 49% exception. Because they are a Board member, they must recuse themselves should the voting concern their business. This is simple, fair, and common sense.

Should hospital money be deposited in the bank of Board members, construction contracts be given to Board members, or medical office building real estate leasing be brokered to Board members, recusing themselves and not voting on any of their business related issues is simple, fair, and common sense.

Although Board members might seem to be absolved of their conflict of interest through voting recusal, in reality there is a clear appearance of impropriety. Could a Board member vote on other hospital issues be swayed and influenced from fear their deposits, contracts, or leasing be threatened? The answer is simple, fair, and common sense…of course! This is the indelible crux of our problem.

There are many bankers, contractors, and real estate brokers in our valley that would be willing to give their input and expertise in improving our community healthcare without expecting any financial benefit in return. These are the altruistic Santa Claritans we should honor and put on a pedestal, who rise above the appearance of impropriety while removing the intertwined financial relationship of Board members with the hospital.

Our community should fear the undue influence on Board member votes, as this is leading our hospital down a misguided path. Their votes resulted in outrageous executive salaries with hidden bonuses the public is not privy to. Self-serving interest has taken over our hospital and threatens it’s viability. The hospital Board of Directors must be held accountable, and if you do not question nor scrutinize this Board, you probably read a copy of “How to be a Dummy for the Board of Directors!”

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.

Drainage of Our Unsung Nursing Heroes

Being a hospitalized patient is one of the few moments in life where we sense our greatest vulnerability. Distracted by illness and not being in our home-comfort zone elevates fear and apprehension. At that moment, the most easing and reassuring words one can hear are “I’m your nurse.” The role of nurse has changed markedly since the time of Florence Nightingale. Not only do we see gender integration, but technology has hurtled nursing beyond the simple “fluff your pillow”. career.  It is a profession in the 21st century that must maintain knowledge of medication, alimentation, surgical procedures, and computerized monitoring.  Yet, nurses still must be empathetic and sympathetic as they sooth away our worries and distress.  Their skills are honed with time and are invaluable in the healing process.

Nursing is not stress-free, and requires not only continual interaction with patients, but also doctors, families, pharmacists, social workers, discharge planners, and Administrators.  Coordinating all of this is an expertise I know is not outrightly appreciated.

One of my  home-bound patients was hospitalized at Henry Mayo Newhall Memorial Hospital (HMNMH) with a complex medical problem requiring surgery and a stay in the Intensive Care Unit.  After “turning the corner”, she was transferred to a regular unit for her final recuperation before discharge.  Discussing her improving symptoms during “rounds”, she stopped me before leaving and said:  “I just want to let you know how ‘synchronized’ and wonderful the care has been by the two nurses on duty today”.  She had felt the care at HMNMH was good, but she wanted to emphasize that day how her nurses were especially “professional and outstanding”.

With that, I checked the nursing board for their names and asked the ward clerk to have them meet at the nursing station.  As I wrote my progress note, I peripherally saw them sit down tentatively near me.

One of the nurses has been at HMNMH for several years and has always done a great job.  The other was new.  As I looked up at them, there was clearly an unease to their body language.  I told them what my patient had said and commended them on their skills, at the end giving them my appreciation and thank you for their outstanding care.

I was taken aback for a moment as silence fell on the discussion, and then I noticed both had tears in their eyes as they excused themselves.  Later, one came back and thanked me, expressing how they had been guarded initially because they thought I was going to tell them something they did wrong.  I reiterated my thanks, but was saddened by the realization of how rare it must be for them to be complimented on their work.

In twenty three years at HMNMH, I have seen unskilled and uneducated individuals work their way from changing bed sheets, to become skilled and educated Registered Nurses.  For many, this was not an easy task as they balanced work with family and school.  Unfortunately, many of these professionals leave our hospital because of the same threats and intimidation embattled physicians now face (see WRB Henry Mayo Hospital Rant & Rave for previous articles).

Certainly, many people have trouble with their employer, but judging from the numerous nurses who leave our valley to practice at other hospitals, HMNMH has a problem.  As the “only bakery in town”, the Administration knows no one wants to trek on the crowded freeways to another job, but this flow is like a leaky bucket, which truly effects patient care.

It all comes back to the duty of the volunteer hospital Board of Directors to recognize this problem.  We have already seen the reckless money-draining rubber-stamp of million dollars projects (cardiac catherization lab, NICU, heart by-pass surgical suite) by this Board, so why would nurse’s tears be on their radar?

To be an effective Board, they must diligently work to find out what is really going on at our hospital instead of relying on a single source for information i.e. CEO Roger Seaver.  Not only do they have a fiduciary responsibility to this community, but they are demonstrating to the public they are “not in touch” with the true needs of Santa Clarita.  Draining this valley of it’s most precious professional resource, nurses, is a reflection of their irrational decisions without rational input. 

Statistically, the Board is being told there is no problem.  The best American companies rely on “exit interviews” to find out why people leave their organization, and I’ve demanded to see these interviews for years, without success.  Every former nurse and employee of our hospital I’ve encountered has informed me they were not given this interview when they left.  Can our reputable Board members possibly not understand the importance and necessity of this tool to improve HMNMH?      

The Board of Directors must not continue to ignore problems and be swayed by personal propaganda.  They should meet with the physician Medical Staff and Medical Executive Committee in open dialogue without influence from CEO Roger Seaver.  Improving patient care should be our focused goal.   

Hopefully, the common ground we find will allow us to give nurses the worthy “thank you” they 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 including the Medical Executive Committee and Medical Staff of Henry Mayo Hospital, or those of the West Ranch Beacon.

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!