What's Going On at the Hospital?
Our hospital is absolutely essential to the community.
Cooperation with doctors is absolutely essential to the hospital.
If our doctors are paid by Covenant, is there a conflict of interest? Are patients encouraged to go to Lubbock instead of Cogdell?
Are those patients with the "best" insurance policies being sent to Lubbock?
On the other hand, most of the doctors at the Covenant Clinic have lived in Snyder for many years.
They have raised a great group of kids here.
They are highly respected in the community and know how important the hospital is to Snyder.
Thus, they have incentive to support it.
Do patients demand to be transferred to city hospitals and are doctors simply honoring their requests?
If so, our hospital needs to gain the trust of the community.
Is Covenant the problem?
Are they milking our hospital for their own benefit or are they providing a valuable service with their clinic?
Is it possible for the Cogdell to hire the doctors?
These are questions which occur to an outsider looking in.
Running a rural hospital is not easy.
There are many issues to do with rural hospitals which are mandated.
The amount of Medicare payments, for example, and the necessity to provide indigent care at the emergency room.
Hard and perhaps unpopular decisions have to be made.
However, resolving the doctor issue is one of the most important.
It may be that both sides have to find a way to compromise for the good of the community.
Cooperation with doctors is absolutely essential to the hospital.
If our doctors are paid by Covenant, is there a conflict of interest? Are patients encouraged to go to Lubbock instead of Cogdell?
Are those patients with the "best" insurance policies being sent to Lubbock?
On the other hand, most of the doctors at the Covenant Clinic have lived in Snyder for many years.
They have raised a great group of kids here.
They are highly respected in the community and know how important the hospital is to Snyder.
Thus, they have incentive to support it.
Do patients demand to be transferred to city hospitals and are doctors simply honoring their requests?
If so, our hospital needs to gain the trust of the community.
Is Covenant the problem?
Are they milking our hospital for their own benefit or are they providing a valuable service with their clinic?
Is it possible for the Cogdell to hire the doctors?
These are questions which occur to an outsider looking in.
Running a rural hospital is not easy.
There are many issues to do with rural hospitals which are mandated.
The amount of Medicare payments, for example, and the necessity to provide indigent care at the emergency room.
Hard and perhaps unpopular decisions have to be made.
However, resolving the doctor issue is one of the most important.
It may be that both sides have to find a way to compromise for the good of the community.
posted by SnyderTexas.net at 3:07 PM
27 Comments:
I think if the county would fire carol Hanes, that would solve all the hospitals problems, the hospital has been in a constant uproar since she has been there, I do not understand why the county allows her to continue, nurses are quiting right and left, because of her, No Nurses: No Hospital, Is Carol Hanes more important than the nurses? I don;t think so.
Would the $35,000 for the tractor w/attachments be a lot better spent on mattresses, bed sheets & covers,for the comfort of the patients..also the elevators need immediate attention..& be a better use of taxpayers money. Is the hospital going to start farming???
i have an idea !! how bout on casual fridays every employee of the hospital wear t-shirts stating
"HANES HER WAY OR THE HIGHWAY"
or maybe
"LOOK AT WHAT HANES HAS GOT HER HANDS ON NOW!!"
PERSONALLY I THINK HANES SHOULD HIT THE HIGHWAY!!!!!!
Tell you what let's do. First things first. Let's have a recall election on the entire commissioners court. Then the next step is to reappoint a hospital board not chosen by the "Buddy System". When we do away with the county commisioners, hire a County Manager. The four commissioners become non-paid, just as our city council members. But that will never work because that would save money. Yes, we would have to pay a county manager and furnish him a vehicle but we would be getting rid of 3 vehicles. Oops- sorry I saved some more money. Well, give to the Hanes lady so we can get elevators that work. You replace commissioners and board members she might learn that she can no longer do as she pleases. We need to make her accountable because the CMH board certainly isn't.
A critic has been defined as someone who comes down from the mountain after the battle and shoots all the wounded
It is difficult to separate a message from its messenger. We often want to react to the source of the information than we do to the information itself. That’s natural and entirely normal. People speak for a reason and we often judge their reasons for speaking before analyzing what they have to say. This is one reason that this message is being sent anonymously.
Out of respect for the Snyder community, the patients at Cogdell (past and future), the board and for the hospital that used to be, I want to express to you my reasons for dissatisfaction, in hopes it may encourage you to examine whether Cogdell can survive the current administration and the intimidation and arbitrary favoritism this CEO possesses that is driving away staff and patients.
My reasons would have fallen on deaf ears had I elected to speak with the CEO. Free honest speech is not fostered at CMH. Anything said would have fallen into the administrator’s credo of “if you don’t like how I do things, then move on”. Numerous employees have chosen to “move on”; some “key players.”
Cogdell is losing staff and patients as well as the trust of the community because of the current way it is being mismanaged.
Working at CMH is difficult to say the least. The difficulty lies not in the work itself, but in the unbelievably inane oppressive and penalty oriented administrator’s views and policies that seem to change on a daily basis.
Morale is low, unless of course you ask one of the CEO’s sycophants. Aside from the select few whose only goal is self-interest via support of destructive administrator’s views, there is no mutual respect between the CEO and staff. Trust and open expression is no longer welcome at CMH. Some employees have stated that notes were placed in their files for asking questions the CEO deemed threatening or out of line. Laughingly, the CEO is concerned about the lack of communication between the staff and management.
The once well ran hospital is literally becoming a place managed by secrecy, intrigue, penalty, fear, spies and plans of vindictiveness, the sugar-coating of information to the board and a tool for the grandeur of one person and her select few.
An employee at CMH cannot even look at their own bank account to make sure their check from CMH is deposited on time because when they do the HR department will have access to their passwords and business. I know that most places that one works do have a policy about internet use….. but does one really have to worry about someone really acting like “big brother”? There are bigger problems at CMH than the internet abuse. We are losing good people left and right. The place is falling apart. The new maintenance guy has his work cut out for him considering no one has really been over that department in a full year.
I challenge each and every one of you that is reading this message to visit the hospital and look around. Go to the different floors. Ask for a tour. The lobby is nice. The er is nice. The xray department is nice. Then you walk around and see other areas of the hospital. It looks different to say the least.
This is a management problem, not an EMPLOYEE problem. Who is responsible for taking care of the employees?
Executive health and well-being are among the most critical resources available to an organization. A great portion of any organization’s effectiveness derives directly from the personal effectiveness of the small number of people at the top.
Some evidence suggests that the “first tier” managers- that is, those who report directly to the chief executive officer- often experience stress more extensively than does the chief. Those who make it to the very top have the opportunity to sit back and reflect on what’s going on, more so than those who take direction from the top and try to carry out the CEO’s directions.
In any case, it is a self-evident fact that the physical health and mental well-being of a small group of people consisting of the managers directly affect the quality of its overall production.
Many managers feel pulled two ways during the day-to-day business of managing. They experience problems, pressures, and even demands from the employees they manage, and they also experience the pressure of demands imposed by the CEO above them.
One sign that the CEO may recognize as troublesome is something labeled “mass psychogenic contagion.” One may know it as “work hysteria.” This phenomenon arises when a group of employees have been operating at high levels of chronic stress caused by specific problems. Workers can continue just so long in this danger zone of chronic stress, and when some precipitating event arrives, they get pushed beyond their limits of tolerance.
Mass psychogenic contagion poses the frightening possibility of large numbers of workers simultaneously breaking down on the job. The disruption of operations and the costs to the organization are nothing compared to the personal costs in emotional health and well-being paid by the employee themselves. The price of intolerable stress must be paid, sooner or later.
This means that the administration of any organization actually have a direct interest in the health and well-being of their employees. To the extent that an employee is overstressed, that person will generally not be able to function at full potential and effectiveness; thus, causing a “domino effect” on the entire system.
In this sense, every manager from the top executive down to the first-line supervisor finds himself faced with the need for a two-pronged approach to stress. He must first develop the necessary skills for reducing and managing the stress he himself feels in the carrying out a challenging management job, and he must find ways to help the employees reduce and manage the stress they feel.
Any attempt to estimate a dollar cost of chronic stress in an organization would involve much guesswork and speculation. That figure would need to include absenteeism, turnover rate, and of course, the decrease in job performance, therefore affecting the bottom line.
The message for the enlightened manager is simply this: Maintain a continuous awareness of organizational pace and pressure and act wherever possible to keep it within the comfort zones of the employees. In this way, the stress for the employees and its associated costs to the organization will be minimized, and human effectiveness on the job will be maximized.
A person of authority may need to view his way of handling others. Think of your own personal communicating style as being either punishing or rewarding for others according to their individual reactions to the ways in which you treat them. You can assess this quite simply by studying their behavior toward you. In behavioral science terminology, a punishing experience is one an individual is not likely to repeat. A rewarding experience, on the other hand, is one he is likely to want to have again. This means that, if the people with whom you communicate usually experience their transactions with you as positive, affirming to their own self-esteem, and productive for them personally, they will usually come back for more. If they don’t like the results, they will tend to interact with you as little as possible. This principle provides a very simple way to assess your communicating skills and to inventory the specific managerial behaviors that cause stress in others as well as those that help them reduce stress.
This may be a contributing factor of stress as well as low morale in the work place. When the administration or the group of employees that make up the structure are stressed and unhappy in their position, whatever the reason may be, this filters down quickly to the bulk of the employees.
One must remember this: Organizational needs must be served, or the individual will not have a job. Personal needs must be served, or the organization will not have a person to do the work. These two demands modulate each other in the day-to-day flow of activities in the productive organization. Cogdell's CEO..... are you paying attention?
To Cogdell employees.
Our attitudes toward work has shifted from it being a way to judge our status in society or to achieve personal growth. With such a work ethic in place, organizational loyalty with our jobs made perfect sense.
But in today's society, a world in which there's no such thing as corporate loyalty, a world where young people graduating from good colleges can land positions only as temps, a world where raises are rare and barely keep pace with the cost of living, viewing yourself and your job as one is dangerous psychologically and financially.
The answer is to quit today; in your mind anyway. Mentally separate yourself from your employer and realize that you're on your own. Abandon any remaining tinges of loyalty to your employer(who long ago abandoned any sense of obligation to you) and instead think of your job and yourself the same way free-agent athletes do: they retain their integrity by doing their best and being part of the team, but they're also focused on getting the best financial deal they can. You should do the same. Once you've quit in your head, being fired or pushed to quit is no longer a real threat.
And hang in there. Soon the ball is going to drop. SOON!!
The employees at the hospital are occasionally asked what can be done to retain employees and encourage new nurses come to work at Cogdell. I am shocked at how rarely the nurses bring up the issue of money. Usually other issues come up far more frequently such as being shown respect and all nurses being treated equally but most of us have given up on that ever happening. It is sad when people that routinely skip lunch breaks are treated like common criminals if they take 5 minutes to check their email at work. Living in a glass house is not something I would recommend to administration at the hospital. You want to encourage a nurse to come to Cogdell, you make the nurses that work there are happy. I have been asked by many nurses in town how things are going at the hospital and I am honest with them. Would I recommend they apply at Cogdell? I tell them NO!
I can no longer be silent regarding the situation at Cogdell
Hospital. The hospital is a great assest to Scurry County and has the potential to be a greater assest to the surrounding communities, but if the current trend continues, we won't have the staff to run a band-aid station.
The atmosphere at best is oppressive! The employee morale is at an all time low. Following are a just a few reasons why: 1. Secrecy-communication is a joke, administration says nothing, managers say nothing, there is no reasoning given for anything that is done, just a lot of political "to serve the greater good" mumbo-jumbo. 2. No equality in anything, the payscale that was board appoved is apparetnly out the window. Folks that come in to apply for jobs are offered above what employees doing the same job are currently making. What about loyalty? Most employees could get jobs at other facilities and make more money, but they CHOOSE to stay in Snyder. Also no equality in discipline. Two employees can do the same thing and only one get
reprimanded. 3. EVERYONE is concerned that their job or department will be deleted. People have been moved around, people have left, are leaving. Policies are made everyday that have employees wondering if they are created simply to give administration a reason to fire them! 4. Prices are being raised in the dietary department to equal those in the Snack Bar! Most hospitals give employees a discount for their meals because most of them aren't allowed to leave the building for a break. Who is bennefiting from this? Then there is talk of adminisatration wanting to close the snack bar because they don't want to pay for the upkeep. How much money has the auxiliary donated to CMH? How much equipment have they bought? How many nurses and doctors have put through school? Not a good idea.
5. Then there is that whole internet thing. We do not work at IBM, I thought we wanted a family atmosphere. What do you think we are doing on the web. Spying? If you are allowed breaks, you should be able to use the internet. Install all of the filters you want, most folks only want to read the news, check the weather or look for a quick bargain. And we are trustworthy enough to do our job before we take a break. Why can't you just trust us enough to the job we were hired for. 6. Cutting staff, we don't work in a factory. You must maintain a level of staff so that you can take care of any situation that arises. We take care of people. Emergencies and disasters happen. Employees that are always sent home for low census will eventually quit. Then when the census goes back up, you will want them to come back and guess what, THEY WON'T!! We are tired of worrying about our jobs. We are tried of worrying that someone will walk by when we have just sat down, thinking "they must not have anything to do, we must not need them".
This is the atmosphere we deal with everyday. We are weary!
CMH Board of Managers come talk to us (because we aren't allowed to talk to you or we will be fired), find out if these things are true.
IF YOU DON'T DO SOMETHING SOON, YOU WON'T HAVE ANYONE TO MANAGE!!
life is good.
WHY IS THE HOSPITAL "PAYING" A PR CONSULTANT? WHAT IS SHE BEING PAID? MY UNDERSTANDING IS THAT SHE ONLY WORKS PART TIME, WORKING AT HER OWN DISCRETION. ARE WE PAYING A LARGE SALARY FOR THE CEO AND THEN AN ADDITIONAL SALARY FOR A PUBLIC RELATIONS CONSULTANT TO MAKE THE CEO LOOK BETTER?
Seems like there are a LOT of Chiefs and not enough doctors!Speaking of salaries,what does an Assistant CEO do?Isn't there already a head of each department?
Why did your CEO leave? She is now in a south Texas town.
We gave someone by that name at our hospital, just wondering if it is the same person?
She brought her CNO/Board member/sidekick with her too.
Did she fly in on a broom...hmmm...standing only bout 5ft tall...and did she bring her sorry a@# excuse for a nurse with her too?
Well she is gone from there but her and her sidekick have started to demolish their next hospital. hopefully it can be saved but the board needs to wake up now. she has allready lost a providered and about to lose some nurses. way to go carol
Carol Hanes is able to bluff the board of directors by acting like she cares about the community and the employees of the hospital. She cares about no one or no thing but her paycheck. She did bring her Mitzi in once she was able to make an admisintrative position for her. She is mentally unstable and and a poor excuse of an administrator. If it weren't for the internet and lunch she wouldn't know what to do with herself while at work.
How can the board let this continue? Maybe they are not aware of all of it, but I am sure they hear about some of the problems here. They are members of this community. Do they not see the changes?
Our staff works very hard for our community. Our direct patient services like laboratory, radiology, nursing, and physical therapy services are provided by caring and knowledgeable staff. But do they ever hear a "Thank you"? No they don't. But our billing department gets the credit. And yes the billing department is a necessary part of the "hospital" business, but so are the other departments. The departents seen and not seen are all necessary.
Moral is low. Staff are leaving. We are loosing two very important members of our team. More staff is going to start looking else where for employment, if they haven't started looking already. Will the CEO bring in more high paid staff to replace the staff that are leaving? There are "two" job postings to fill the position being vacated by one person. Seems ironic that staff that has been through the good and tough times, who make below the going wage and who haven't seen a raise in years are not seen as valuable or necessary. They are part of what kept PCMC going.
Maybe the board has their hands tied because of a binding contract they have with the CEO. Maybe they didn't do their homework when they were looking into hiring her. Maybe they don't want to admit they screwed up. Whatever the reason, we are on a down hill slide. And the community can see it.
And she is gone!
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