Newton Independent

Skiff board candidates respond to reduction in force initiative

By PETER HUSSMANN

The six candidates vying for two open seats on the Skiff Medical Center Board of Trustees in next week's election generally agreed that the financial loses occurring at the city-owned hospital needed to be addressed but were critical of the methods followed by the current board in addressing the issue.

On Wednesday, the Skiff trustees, with member Jeff King dissenting and Chairman Gary Kahn not casting a vote, adopted the Steering Committee's recommendations to terminate employment for 23 individuals, eliminate another 23 unfilled positions at the hospital and reduce the hours of work for 51 employees. The cuts generate $1.76 million in annual salary savings, though severance benefits and paid time off buyouts will result in one-time costs of approximately $170,000.

The Newton Independent asked each of the candidates running for the Skiff board to give their thoughts on the reduction in force initiative. Their answers follow:

Dr. Larry DeCook: "I believe that the reduction in force had to be the most difficult vote any of the board members ever had to make. I don't know what alternative plans were discussed, but I would have to think that the board considered all other options before laying off loyal employees. I have to believe the board viewed this as the last resort. Without having sat through all of the discussions and listening and exploring alternative possibilities, I don't think in all honesty that I can tell you how I would have voted. I think the lesson to be learned is to make every effort to be more proactive so this doesn't happen again."

Dr. Gary Richardson: "Unfortunately, some reduction in force was needed, considering the financial condition of the hospital. However, I would have voted with Jeff King, as I did not approve of the presence of B.E. Smith in the first place. Much of the monies spent (nearly a million dollars) that were given to B.E. Smith could have been used to improve the financial picture."

Linda Ross: "I agree with Jeff King that this did not have to happen the way it did with outside consultants, etc. But it has gone way past the opportunity they had to handle it differently. Because of lack of competent administration or for whatever reasons, it seems there was no one to make the tough decisions. I do think the Steering Committee worked hard and tried to make sure that patient care was not affected. I hope that is true. I think the cutting of hours is a fair way to cuts costs, if employees get to keep health insurance."

Lois Vogel: "I am so sad that Skiff and its employees have had to go through this long, painful process. At this point, I believe a reduction in work force is necessary. I am glad to hear the cuts should not affect any patient care services, nurse/patient ratios, etc. High quality care is what Skiff is known for and this cannot continue with inappropriate staffing levels or too few care providers to cover the services. The financial challenges with drops in admissions, surgery cases, and revenues with limited or no decrease in operating expenses, make it clear some cuts were necessary. It is always easy to have answers in hindsight, but I am sorry this was not addressed much earlier and without the trauma and expense that has occurred in the past six to eight months."

Bill Ward: "I feel that their action was ill-timed considering the fact that the board is in the process of hiring a CEO and that there will be two new board members. The new CEO and board members may have ideas as how to improve the hospital's performance without such severe staff reductions. I am also concerned about the money being spent on consultants that could be better spent within the hospital. Also, who is responsible to get Medicaid/Medicare reimbursements caught up? Is someone assigned to that project?"

Lonnie White: "In regard to the announcement, I believe it sucks the way they went about it. Leaving people hanging certainly is not the way it should have been done. They should have announced it to the employees first, then to the public. There is absolutely no reason why this couldn't be done. I really believe they came up with the numbers but have no idea who they are going to lay off. I talked to an employee tonight and was told that the HR was going to tell each department one at a time and it could take up to a week for the employees to find out their fate. Come on Skiff, treat these employees the way they should be treated. They are human beings for God's sake. Have a little respect for them. They have it coming and you owe it to them. They are dedicated employees."

Farver delays opening of Decorah True Value store

Newton Independent

Scott Farver, owner of the Newton True Value store, has put on hold plans to open another store in Decorah due to the slowdown in the national economy.

Farver told the Decorah newspaper this week that remodeling construction on the former Wal-Mart building he purchased continues but that the store's opening is on hold.

"We're still working on the building, but things have slowed down with the economy the way it is," Farver is quoted in the paper. "It's on hold until the economy looks a little better."

Farver is remodeling approximately 25,000 square feet of the building and is looking for tenants for the remainder of the building.

You can read the story here.

Newton Mayor Allen gets a nice plug

Newton Independent

Newton Mayor Chaz Allen gets a slap on the back for his efforts in helping Newton transition to a more diverse economy following the closure of Maytag by a Knoxville mayoral candidate.

Don Zoutte, a lobbyist for veterans and publisher of a veterans magazine, makes note of Allen's efforts on behalf of Newton in a candidate question and answer report printed in the Knoxville paper. He tells the paper that if elected he would follow Allen's lead in helping bring business to the Knoxville community.

You can read the story, which appears part way down the page, here.

Webster City looks to Newton as model for transformation

Newton Independent

Webster City leaders are looking to Newton as a model to follow as the Iowa community begins to deal with the eventual impacts that will result following Electrolux's decision to close its appliance manufacturing facility there.

The Webster City Transformation Council met Thursday to discuss efforts to transition the community after the appliance manufacturer shutters its doors next year. Efforts under taken in Newton following the closure of Maytag were frequently mentioned during the discussion.

You can read the story here.

Extreme Makeover looking for Iowa family to help

Newton Independent

Producers of ABC TV's Extreme Makeover: Home Edition are looking for nominations from Iowans to enable the reality television show to complete a makeover of a deserving family's home.

"We are in search of deserving families and deserving people - people who have amazing strength of character and who put their own needs aside to help others," an e-mailed press release states. "Whether it's a mom, a soldier, a teacher or a fireman, we think a deserving family are families who inspire those around them. In addition, the producers are looking for families whose houses need major alterations or repair - homes that present serious problems for the family and affect the family's quality of life."

To be eligible, a family must own their single family home and be able to show producers how a makeover will make a big difference in their lives.

Interested families or those who wish to nominate another family should e-mail a short description of their family story to iowacasting@gmail.com

Nominations should include the names and ages of each family member, a description of the major problems with the home, an explanation why this family is deserving or a positive role model in their community, photos of the family and home and a contact telephone number.

The deadline for submission is Nov. 10.

Skiff CEO interviews set, doctor recruitment continues, more H1N1 flu shots coming

By PETER HUSSMANN

Skiff Medical Center Board of Trustee Chairman Gary Kahn gave an update to board members on Wednesday on the hospital's strategic plans including the pending interviews with the final four CEO candidates and efforts to recruit new doctors to practice in Newton.

Kahn said the four candidates are scheduled to arrive in Newton on Nov. 8 with formal interviews with the board scheduled beginning Monday morning Nov. 9. On the Sunday evening of the candidates' arrival, all the doctors in the community will have an opportunity to meet the four men vying to be the next Skiff CEO.

In addition to the board interviews, a panel of doctors and a group of directors will conduct interviews with the candidates, Kahn said. Employees at Skiff will also have an opportunity to meet the applicants.

After the interviews are completed, the board will convene to select the next CEO and negotiate a compensation package.

Kahn extended an invitation to those elected to the Skiff board in next Tuesday's election to participate in the interview process.

The outgoing board chairman last month told the board of efforts to recruit two new surgeons to the community. On Wednesday, he told the board that one of the candidates has accepted a position elsewhere but the second remains a viable candidate. Kahn said the hospital is working closely with the Newton Clinic and Dr. Gary Richardson in an effort to attract the surgeon to the community. A meeting with the doctor is scheduled for next Wednesday, he said.

Kahn also said the hospital has had another meeting with Wesley Life on their plans to enter the home health care field in Newton. He said Wesley plans to operate the program out of the lower level of Willowbrook. It appears now, he said, that Wesley's initial effort will be to provide the service to residents already living in the Park Centre facility. He also said that he expects that at some time in the future, Wesley will get involved in providing hospice care.

Susan Howell, the B.E. Smith employee working as the director of patient care services at Skiff, told the board that a shipment of 1,600 doses of H1N1 flu vaccine is expected to arrive this week with it being distributed to doctor's offices, area clinics and local pharmacies.

The new delivery of the vaccine will be the first received in Newton for the past three weeks, she said.

Howell said the hospital has seen two admissions of people positively diagnosed with the H1N1 flu virus. The individuals are being treated in isolation.

The hospital is currently considering adopting hospital access rules in an effort to stem the spread of the H1N1 virus, though no decisions have yet been made.

Iowa Telecom reports 3rd quarter results

Newotn Independent

Newton-based Iowa Telecom released its third quarter results today that showed net income of $4.6 million on operating revenue of $68.3 million, or 13 cents per share.

Those results compare to last year's third quarter results of $5.7 in net income on operating revenue of $63 million, or 18 cents per share.

You can read the release here.

Newton City Council candidate: Harold Martin

Newton Independent

The Newton Independent posed some questions to the two Newton City Council candidates running for the at-large seat previously held by Ron Foreman.

1. Give some background. Who are you, what do you do, experiences.

My name is Harold Martin and I am a Web site designer for my own company, HEM Designs. Originally I am from Saint Albans, W.V. I graduated from Winfield High School in Winfield, W.V., in 1998. After graduation from high school I relocated to Addison, Ill., to attend college at DeVry University where I obtained my bachelor of science degree in telecommunications management in July 2001.

After the attacks on Sept. 11, 2001, the company I was employed for had to close their Illinois offices. This was due to money lost from damage to equipment, buildings, etc., in their New York location. Therefore, I was laid off in December 2001 and moved to Storm Lake, Iowa, in October of 2002 to assist my mother and step-father with my elderly grandfather. In July of 2003 I moved to Urbandale and started working for Mediacom Communications. I moved to Newton in October of 2005.

I have worked in various sectors of the computer industry, from technical support, engineering broadband Internet lines and managing phone systems. I've owned my own Web design company since 1999 designing Web sites, doing graphic design and computer repair.

I feel that I would make a great addition to the Newton City Council. I am 29 years old and will bring a different and new perspective and opinion to the many different decisions that come before the city council. I will offer the viewpoint of a younger generation and feel that I would be able to represent not just the youth, but also the senior citizens of Newton.

2. Name the three biggest issues facing Newton moving forward and what would you do to address them?

There are many issues facing Newton right now but the three I feel are the biggest are as follows (in no particular order):

a. Infrastructure. Newton has a great infrastructure with the various buildings left vacant by the Maytag departure. We have already used some of this to our advantage with Trinity Structural Towers opening shop in 300,000 square feet of one of the former Maytag plants. We also saw the use of Maytag's main office building now being used to house Iowa Telecom. We need to continue to try and use the existing infrastructure in this town to our advantage and not let buildings continue to sit empty all over town.

b. Enticing new businesses. We need to continue making this town a place to be proud of. When potential businesses see the pride that this town has, it plays a big part in deciding to build your business here.

c. Skiff hospital. The hospital right now has a lot of issues that need to be resolved. I feel that with the two newly elected trustees coming in next year after the election in November, we will see a change. Every single candidate agreed that there needs to be transparency with the hospital and I agree 100 percent, as long as it doesn't violate any laws. The communications between the board and the citizens of Newton, as well as the city council, needs to be an open and honest one. Employees should not fear being fired for speaking out and voicing their opinions.

3. What are Newton's greatest assets? What could you - or the council - do to leverage those assets to better position Newton going forward?

I think one of Newton's greatest assets is its citizens. This town has endured a lot in the past few years with Maytag closing. Yet the town is still here. People gave Newton a death wish after Maytag left, some going as far as saying we would become a ghost town in a few years.

Well, here we are years later and still around. Two new companies have moved into town, employed a lot of former Maytag workers and other people in this town. The people of this town are resilient, strong and persistent. They will not go down without a fight and I love that about Newton. I think this asset will help the town in the future because future potential employers will see this and want that kind of work force in their company.

4. What are Newton's biggest weaknesses? What could you - or the council - do to address them?

Newton City Council candidate: Jeremy Heaberlin

Newton Independent

The Newton Independent posed some questions to the two Newton City Council candidates running for the at-large seat previously held by Ron Foreman.

1. Give some background. Who are you, what do you do, experiences.

I grew up just north of Newton and attended Newton Community Schools from K-12 graduating in 1989. I worked for several local small businesses and have an appreciation for individuals who are driven to use their talents to start and run a local small business. I believe this is the heart of our community and what drives the success of our country. I know several people who own businesses in Newton and I get to see first hand the good times and the struggles of the businesses they love.

I moved away in 1992 but always stayed in touch with family and friends, returning to visit as much as I could. I finally returned in November of 2008. The place I always called home finally is once again.

2. Name the three biggest issues facing Newton moving forward and what would you do to address them?

a. Job growth. We need to nurture what we have with our small business community. These companies are the heart and soul of the city and if given the opportunity could create well paying and secure jobs for a long time in the future. All these companies have taken the risk to start up and weathered through, so I think we need to support them. We also need to be open and work with larger companies that would like to move to Newton and promote the existing factory space we have.

b. Population growth. We need to promote what we have to be able to bring in new residents.

c. Budget. Finally, I believe the budget will be a big issue. We need to curb our spending and bring it in line with what the current population is. I know that everything adjusts for inflation, but inflation has stayed steady or stagnant through this recession. As I said in the debate, we do not need to do what the state has done with the 10 percent across-the-board but rather look at each area of the budget and curb or cut what makes sense. When you get laid off or get a pay cut you don't just cut 10 percent of everything in your household. No, you cut what you do not need and stick to the essentials. Everything is cyclical and we will come around again to having a solid base to build upon, but for now it will be a struggle.

3. What are Newton's greatest assets? What could you - or the council - do to leverage those assets to better position Newton going forward?

a. Hard working individuals and entrepreneurs. We have a very strong base of both workers and of people who have grown their own businesses. We need to strengthen the small and medium businesses of Newton to help balance the lack of one large industry.

b. We also have a great park system that provides many residents with the opportunity to get together either in an organized sport or just a family outing in the afternoon.

c. Newton YMCA that offers many programs, such as daycare, sports activities and theater.

d. And finally, the Iowa Speedway. I have seen so many people rally around this new venture and it has definitely created a name for Newton and helped make it a destination city.

4. What are Newton's biggest weaknesses? What could you - or the council - do to address them?

Job cuts, reduced work hours to impact 74 Skiff employees; 23 open positions eliminated

By PETER HUSSMANN

Job losses or reductions in hours worked will impact approximately one-fifth of Skiff Medical Center's work force after the hospital's board of trustees today voted to adopt the Steering Committee's recommendations for a reduction in force at the financially ailing city-owned hospital.

The initiative was developed in response to years-long trends showing declines in patient volumes, revenues and operating margins at Skiff, a situation that lead to a $2.7 million loss from operations at the hospital last fiscal year and nearly a $1.2 million loss in the first three months of operations in the current fiscal year.

The plan approved by the board on a 3-1 vote calls for 23 people to lose their jobs at Skiff with another 51 having their hours of work reduced. Another 23 positions at Skiff currently not filled will be eliminated. The hospital currently employs 392 people.

Those impacted by the job cuts will be offered one week of pay for each year of work with a minimum of two weeks salary and a maximum of five weeks salary. Affected employees will also be eligible to receive a buyout of their accrued paid time off.

The Steering Committee estimated the savings in salaries by implementing the reduction in force at approximately $1.76 million. Severance costs to the hospital will be approximately $90,000 with the paid time off payment approximating another $80,000. The hospital's current annual payroll, excluding benefits, is approximately $18.1 million. Savings will also be achieved through the lower number of Skiff employees using the hospital's self insurance program, although those cost reductions were not calculated.

Those impacted by the job losses and reductions in hours worked will be notified over the course of the next several days. The reduction in force initiative should be completed within the next 10 days.

In addition, individuals impacted by the reductions may apply for open positions at the hospital that may become available and will be given preferential hiring treatment over the course of the next several months.

In presenting the Steering Committee's recommendation to the full board, Interim CEO Francie Jahn noted that this is the first time a reduction in force has occurred at Skiff Medical Center, but is a common response being used by hospitals across Iowa in dealing with financial hardships.

Jahn said one of the goals of the Steering Committee in putting together the recommendations was not to impact patient care. Of the 23 positions eliminated, only 10 are direct patient care staff, she said. The 13 non-patient care job losses pending at Skiff include management positions, she said.

"The Steering Committee was diligent in the analysis of labor resources requirements to assure that services to patients was not compromised in any way and inpatient nurse to patient ratios continue at higher levels than the national averages," Jahn said. "All current services to the community are being maintained, including the outlying clinics. The majority of the reduction in labor expense is through attrition, not filling vacant positions and reduction in hours for staff. The total number of actual position eliminations is 23 - only 10 are care providers."

In making the case for reducing work force levels, board trustees were shown historical reports showing continued downward trends in a number of areas. Operating margins have declined from a profit of $1 million in 2005 to a loss of $2.7 million in the last fiscal year. Admissions have trended downward from approximately 2,700 in 2005 to under 2,100 last year. Surgeries at the hospital have dropped from 3,400 five years ago to about 2,800 forecast for the end of the current fiscal year.

Dr. Leighton Frost, a member of the Steering Committee and Newton physician, agreed with Jahn that the committee focused on efforts to continue to provide the quality of patient care for which Skiff is noted.

"This hospital is dear to me," he said, noting that his wife and all four of his children were born at Skiff. "I feel strongly that if we lose the trust of the patients, than there is no future for the hospital."

Trustee Deb Pence, the only board member sitting on the Steering Committee, urged the full board to approve the recommendations presented.

"As not only a member of the Skiff board, but also a member of our community, I have a heart for this hospital. And through my years of service with the Auxiliary, I have a deeper understanding of how much our community appreciates our hospital, its employees and our community's desire for Skiff to be a viable institution for many years to come.

"It is never easy dealing with a reduction in force and this has been no exception. Through the many hours and with the assistance of many of our directors, I believe the Steering Committee has come with a recommendation that will help Skiff remain a viable asset to our community and I strongly support this recommendation that will be presented today."

During general discussion by trustees following the Steering Committee's presentation of its recommendations, two board members questioned whether the proposals went far enough to address Skiff's shaky financial position.

Recently appointed trustee Dan Skokan noted that the hospital's recent financial statements show that it is losing roughly $400,000 each month from operations (last month's $172,000 loss was offset by a government payment for past Medicare services) and wondered if the reductions suggested do enough to bring Skiff's cost of operations in line with revenues.

"Is it enough?" he asked. "I'm not trying to be cold, but we have to look out for the long-term sustainability of the hospital. The worst thing is if we have to do this multiple times. Morale would go through the floor. We better do it right."

David Boyer, the hospital's interim financial director and B.E. Smith consulting firm employee, said the reduction in force proposal "gets us into a position to be successful."

He went on to note that both in the short- and long-term, the management at Skiff will need to work on ways to grow volumes, including additional physician recruitment, and continue to cut costs if those increases do not materialize. Such reviews, he said, need to be conducted at least monthly, but better if done every pay period at the hospital.

Outgoing trustee John Lee also wondered whether the recommendations, if approved, would prevent the board from facing a similar situation in the future.

"We got to this point over time," he said. "My concern is that I don't want to see this happen to this organization again down the road."

Again B.E. Smith's Boyer said the reduction in force initiative is an effort to get Skiff back on financial track.

"The goal is not to be here again," he said. "There are a lot of changes going on in health care and you need to look at what impacts they will have on Skiff. You have to be proactive to the changes. I see an opportunity of the hospital to be a successful operation."

He also noted the importance of Skiff's efforts to attract new physicians as a way to drive revenue growth.

"You can't shrink your way to success," he said. "You need to attract physicians. That will help, coupled with matching appropriate employment levels to volumes."

Interim CEO Jahn said upon completion of the reduction in force the hospital plans to implement a "laundry list" of process improvements that will improve efficiencies and work flows that will both reduce costs and garner revenue.

Lee, noting it was the "hardest motion" he ever made, introduced adoption of the recommendations. Skokan seconded. Joining them in eventually voting to approve the reduction in force initiative was Pence.

Skiff trustee Jeff King voted against the recommendation.

"I don't think it's any surprise that I am not in favor of this approach to the problem," he said in stating his opposition to the measure. "While I understand the importance of the hospital's viability, I think there were other ways to approach it and we had options to do that.

"I think there were a lot of ways we could have gotten to this point without the incredible expense we had to bear. It is way out of line. I am not in favor of this. I can't support the way it's been done."

The five B.E. Smith consultants working in various administrative capacities at Skiff and on its operational reorganization stand to garner more than $1 million for the company through the six months they are currently under contract to assist with the hospital's overhaul.

Outgoing Skiff trustee chairman Gary Kahn did not vote during the roll call saying he only voted in cases of a tie.

"While this was a difficult decision for the board, our mission is to provide quality, compassionate care to the community," a prepared press release handed out by Kahn following the meeting stated. "We owe it to the community to run the hospital effectively and prudently to remain strong and independent in order to meet the health care needs of those we serve now and into the future."

Breaking: Skiff board approves reduction in force

By PETER HUSSMANN

The Skiff Medical Center Board of Trustees today voted to eliminate 23 current staff positions at the hospital, reduce the hours of work for another 51 employees and not fill another 23 open positions.

On a three to one vote, the board voted to approve the steering committee's recommendations on reduction in force initiative at the financially-struggling city-owned hospital. Those voting in favor of the reductions were John Lee, Dan Skokan and Debbie Pence. Trustee Jeff King voted against the recommendation. Board Chair Gary Kahn did not cast a vote, saying he doesn't vote on roll call votes unless there is a tie.

Of the 23 positions being cut, only 10 are direct patient care providers. The other 13 non-patient care job losses include management positions. The report presented to the board did not stipulate the specific job description categories for the 51 employees to be impacted by reduced work hours.

The employees impacted by the move will be notified over the course of the next several days. A modest severance package is being offered.

This story will be updated later today.

Study group continues work on the Maytag Bowl project

Newton Independent

The Maytag Bowl Project Committee will meet at 6:15 p.m. tonight at the park office at Agnes Patterson Park where they will review the financial history of the bowl and continue work on drafting a project plan.

City Administrator Tom Wardlow, City Attorney Darrin Hamilton and Parks Director Denny Slings will discuss with committee members the Maytag Park endowment fund and the donations and funds previously solicited for a proposed project at the park.

Also on tonight's agenda is a review of "team communication" and a period to receive comments from the public.

Jasper County Democrats to hold annual soup supper

Newton Independent

The Jasper County Democrats' annual Soup Supper and Auction will be held Sunday at the Jasper County Community Center, 2401 1st Ave. E.

This year's guest speakers include Rep. Leonard Boswell, First Lady Mari Culver and state Sen. Dennis Black.

Dinner begins at 5 p.m. with the program set for 6 p.m. A suggested donation for a ticket is $10. Those attending are also asked to bring canned good items for donation to a local food pantry.

For tickets or more information, individuals may contact Dan Kelley, chairman of the Jasper County Democratic Party Central Committee, at 641-521-9260 or at dankelley@mchsi.com  Information is also available on a Facebook page titled "Jasper County Democrats Annual Soup Supper and Auction."

Shaw Newspapers to be featured on PBS

Newton Independent

Shaw Newspapers, the Illinois-based corporate owner of the Newton Daily News, will be featured tonight on PBS' "Nightly Business Report" as part of its ongoing series about family-owned and operated businesses.

A programming note indicates the "Nightly Business Report" will describe how Shaw, "one of the nation's oldest family owned newspaper groups, thrives in these challenging times."

Shaw Newspaper's flagship newspaper is the Northwest Herald in Crystal Lake, Ill. The corporation is headquartered in Dixon, Ill., where it also has newspaper operations.

"The Nightly Business Report" airs at 10 p.m. on public television.

Reporter's Notebook: This should be the start of the conversation

By PETER HUSSMANN

I've got a funny feeling on how this jobs cut thing is going to go at the Skiff board meeting on Wednesday - and not necessarily in a good sort of way.

On Monday, I smacked down my $11.40 for a copy of the board packet in hopes I might find contained within some sort of general report from the steering committee on what it felt needed to be done in terms of cost containment to right the financially reeling city-owned hospital.

A delusional hope I soon found.

The lack of any documents pertaining to the long-anticipated steering committee's recommendations on job cuts lead me down two different paths, neither very appealing.

One, the committee's report is already in the hands of every board member for their review prior to what would be rubber stamp action at tomorrow's meeting or two, the committee is going to drop the whole ball of wax on the trustees on Wednesday forcing a take it or take it ultimatum.

Either way, it doesn't look like the residents of Newton are going to be given much notice before people start getting walked out the hospital door.

And that's too bad. It really doesn't have to be that way.

In a perfect world, tomorrow's report would be just the beginning of Skiff's conversation with the community on what needs to be done to rectify its financial (and other) problems.

People aren't dumb. Everyone agrees that changes need to be made to operations at Skiff to make it a financially stable, on-going concern. The how and why the hospital got into such tough shape is not the question anymore. The question is how do we hang on to such a tremendous community asset that will continue to serve the health care needs of local residents?

My fear is that the interests of the bottom line might not exactly match the health care interests of the community.

Remember what happened when the Newton City Council cut funding for the Fourth of July fireworks? What do you think residents might say should the hospital, upon the advice of the health care experts working for the outside consulting firm, decide to shutter its Hospice program or eliminate home health care? Would the hospital board solicit contributions from local residents should there be an outcry over those decisions? Or maybe the Skiff Auxiliary could focus its efforts on holding fund-raisers to keep the programs going.

The point is Skiff is in tough financial shape. We all know that. But as residents of the community, don't we have the right to at least hear what impacts these cuts may pose to the services currently being offered at the hospital before they are carved in stone?

We'll find out tomorrow.

Skiff trustee candidate: Lonnie White

Newton Independent

With reader input, the Newton Independent asked each of the six candidates running for the two open seats on the Skiff Medical Center Board Board of Trustees to respond to 10 questions.

1. Introduce yourself. What is your background? What professional, public, civic or non-profit organizations have you been involved with?

My name is Lonnie White and I have been married to my wife, Peggy, for 42 years and we have lived in Newton for 41 years. We have a son and a daughter and they both continue to live in Newton and have all their lives.

My background comes from labor. I worked at Maytag Plant 2 and retired from Maytag with 35 years. During that time I was elected to a committeeman position that had over 300 people in the area. I served in this position for six years and then elected to a full-time position as President of UAW Local 997. I served in this capacity for five years and then appointed to the International UAW as a servicing representative. While serving as a representative, I was also appointed as Sub-Regional Director in the Des Moines, Iowa, office. I negotiated many contracts and arbitrated many grievances during my career as a union representative.

2. What knowledge and experience do you think are important in being a board of trustee member? What knowledge and experience do you have in general health care issues, health care administration or being a health care provider?

I think a person should have a basic knowledge of health care and/or some knowledge of the insurance industry. I believe a board member should have the ability to communicate, listen and make tough decisions when necessary. They should be able to understand contracts and agreements, and they should make all the meetings, if at all possible.

3. What are the top three or four issues that need administrative attention at Skiff and what would you do to address them?

There should be more transparency, morale should be where it was a few years ago. There should be a much better communications system between the administration, employees, citizens and city council. The trust must be built back up.

I would try and accomplish these issues by having communications with the employees and assure them they need not have any fear of retaliation and intimidation. The meetings would be as open as possible without violating any laws. Communication should be fairly easy if you have nothing to hide and it is within the law.

4. What are the top three or four issues that need Board of Trustee attention at Skiff and what would you do to address them?

The most important issue is to hire a well-qualified CEO. I would answer the rest of this question the same as question number 3.

5. During the past few months, there has been much said and written about the Skiff philosophy or way of caring for patients. How do you define that?

From what I have heard and read, the philosophy of the upper administration is one of fear and intimidation. For so many people to quit and with a number of years of seniority, something has to be going on. Thank God the patient care has not diminished. The floor employees are still a dedicated group of employees and care about the patients immensely; their care giving has not slipped during this trying time.

6. Since announcing your candidacy, have you been to Skiff Medical Center, other than being a patient or patient visitor? If yes, with whom did you meet or speak and what were the general areas of discussion? Have you had discussions with current board members concerning your candidacy or hospital operations? If yes, with whom did you speak and what were the general areas of discussion?

I have not been to Skiff since announcing my candidacy and I have talked to a couple of employees who work on the floor. I have not talked to any of the board members.

7. How do you view the role of the chairman of the Skiff Medical Center Board of Trustees? How do you view the role of the Skiff Board of Trustees as it pertains to: a) top executives, b) physicians, c) administrative departments, d) clinical departments, e) contracts and agreements, f) open meetings and open records, g) staff and public communication?

The Board Chairman should be the leader of the Trustees and take control of the communications problems, stop the intimidation of the employees if in fact it is going on and be available to the public.

The board should be involved in the selection and contract negotiating of the top administration.

They should also be active and involved with the hiring of new doctors and specialists.

The administration and clinical departments, I don't know if I can answer these questions except that the Board should be involved when necessary. I truly don't have enough information regarding this question.

The board members should be able to negotiate contracts and agreements and understanding them. The board should also review all contracts and agreements that are in place and take any action that is necessary.

The meetings should be open and the community should have access to these meetings so long as they are not in violation of the law. If there is a question, an opinion should be sought from the hospital counsel or the Attorney General of the state and find out if they are in violation of the open meeting law or the open records law. No one in the administration or board should be afraid of anything if there is nothing wrong.

There should be a communication meeting at least once a week. During this meeting employees should be able to say what is on their minds without fear or intimidation. The public and city council should also be informed.

8. How do handle competing or conflicting interests when confronted with those interest? What or whose interests take the highest priorities in making policy decisions?

I don't foresee any conflict of interest for me but should that happen I would excuse myself from that issue. The continued excellent care for the patients takes the highest priority.

9. If you could ask members of the current board of trustees one question what would it be?

How the hell did the hospital get in the shape it is in?

10. Why should voters elect you to the office?

I am qualified for this position based on my work history. I can communicate, I am an excellent listener, have had experience in negotiations, understand contracts and I am not afraid to speak out if something is wrong. I have learned that in some situations you have to compromise. I have worked with both union and company committees and at times a hard decision had to be made and I made them, sometimes not liking them, but knew it had to be made.

I am not going anywhere.

I pride myself for not missing any scheduled meetings, unless it was absolutely unavoidable.

I want to keep Skiff a community hospital and not a subsidiary of Mercy or Methodist.

I want to keep the good-paying jobs at the hospital.

I want the communication to be much better on everyone's behalf.

I will be there when someone needs or wants to know something.

Skiff trustee candidate: Linda Ross

Newton Independent

With reader input, the Newton Independent asked each of the six candidates running for the two open seats on the Skiff Medical Center Board Board of Trustees to respond to 10 questions.

1. Introduce yourself. What is your background? What professional, public, civic or non-profit organizations have you been involved with?

I have been a receptionist in doctors offices, been a stay-at-home mom, worked in a yarn shop and a clothing store. I currently figure time sheets for payroll at Newton Village. I am serving my second term as president of my P.E.O. chapter. That is an international women's educational organization that supports a women's college and provides scholarships. I have also served three years as treasurer of that organization. I have served as president and treasurer of my quilt guild. I've been in Hospital Auxiliary for 25 years and was a buyer and have volunteered in the hospital gift shop for 18 years.

2. What knowledge and experience do you think are important in being a board of trustee member? What knowledge and experience do you have in general health care issues, health care administration or being a health care provider?

I think the knowledge and experience should vary among the board's members. Business, finance, health care and common sense are all important.

I was married to a hospital accountant and administrator for 30 years and am currently married to a retired hospital C.F.O. My son, daughter, and daughter-in-law are all in the health care field. So, the majority of my life has revolved around hospitals and health care. Therefore, I am somewhat knowledgeable in this area and I feel that I have a common sense approach.

3. What are the top three or four issues that need administrative attention at Skiff and what would you do to address them?

Issues that need attention from administration: What specific departments are losing money and what can be done immediately? How can there be better communication with employees? What alternatives are there to cutting jobs, such as cutting hours so employees can keep health insurance? They should take a close look at too much middle management.

4. What are the top three or four issues that need Board of Trustee attention at Skiff and what would you do to address them?

Issues for the board's attention: Hiring an experienced CEO who is ready to make the tough decisions. When financial details were presented, they should pay more attention to continual loses and so something about it sooner rather than later. Perhaps be more open to suggestions from within.

5. During the past few months, there has been much said and written about the Skiff philosophy or way of caring for patients. How do you define that?

Skiff's philosophy of caring for patients has always been most important and should remain at the top of the list.

6. Since announcing your candidacy, have you been to Skiff Medical Center, other than being a patient or patient visitor? If yes, with whom did you meet or speak and what were the general areas of discussion? Have you had discussions with current board members concerning your candidacy or hospital operations? If yes, with whom did you speak and what were the general areas of discussion?

I work in the gift shop once a week and have had discussions with employees, mainly about dissatisfaction with having outside consultants making decisions and having no input. I did speak with Debbie Pence, but nothing of great importance and I attended the September board meeting.

7. How do you view the role of the chairman of the Skiff Medical Center Board of Trustees? How do you view the role of the Skiff Board of Trustees as it pertains to: a) top executives, b) physicians, c) administrative departments, d) clinical departments, e) contracts and agreements, f) open meetings and open records, g) staff and public communication?

The chairman of the board should be a good leader and be able to make correct statements in speaking for the board publicly. The role of the board:

a. Should support executives, if they agree with their decisions.

b. Should actively support recruiting physicians, but should not hire them.

c. Administrative departments should only report to the board if making special requests, otherwise they should report to the CEO.

d. Clinical departments, same as administrative.

e. Contracts and agreements should have approval of board if over a certain dollar amount.

f. They should follow the law pertaining to open or closed meetings.

g. There should be more communication with staff and public.

8. How do handle competing or conflicting interests when confronted with those interest? What or whose interests take the highest priorities in making policy decisions?

I don't think I have conflicting interests, but I'm not sure that is true for all involved. The top priority in making policy decisions should be patient care.

9. If you could ask members of the current board of trustees one question what would it be?

Question for the current board: Why was there a need to spend money on outside consultants when financial problems should have been recognized long ago and handled?

10. Why should voters elect you to the office?

Ron was very proud of this hospital. Because of my long association with hospitals, I have a special interest and felt a need to help out in some way with the problems they are having now. I feel that I have a common sense approach. If the expenses are higher than revenue, you better find out why and do something.

Very often employees should be given the opportunity to voice ideas and opinions and that seems to be lacking. I could be available to listen. I would only miss one meeting because I don't plan to give up my vacation trip. I could be reached by phone, however.

Skiff trustee candidate: Dr. Larry DeCook

Newton Independent

With reader input, the Newton Independent asked each of the six candidates running for the two open seats on the Skiff Medical Center Board Board of Trustees to respond to 10 questions.

1. Introduce yourself. What is your background? What professional, public, civic or non-profit organizations have you been involved with?

I am Larry DeCook, retired optometrist, born in Pella, raised in Sigourney, attended the University of Iowa, graduated from Pacific University in Forest Grove, Oregon, with a bachelor's of science degree in 1964 and a Doctor of Optometry degree in 1965. I moved to Newton immediately after graduation and practiced here until my retirement a year ago.

I have been married to my wife, Shari, for almost 49 years. We have two children, David and Kent, and seven grandchildren.

I have served on the following organizations: Newton City Council, Newton Park Board, Newton Convention and Visitors Bureau, Iowa Optometric Association Board (served as president in 1976-77), six years on the Iowa Board of Optometry, American Optometric Association Board (served as president in 1994-95) and five years on the World Council of Optometry Board.

2. What knowledge and experience do you think are important in being a board of trustee member? What knowledge and experience do you have in general health care issues, health care administration or being a health care provider?

I think experience of serving on boards of is invaluable in being on a board such as Skiff. The knowledge of working together with other board members to set the policy in the best interest of the organization is paramount to being an effective board member. In this case, being in a health care profession gives me knowledge of issues in that area.

I have considerable knowledge and experience on health care issues. I have served on the Iowa Board of Optometry that regulates and enforces state law of the practice of the profession. Part of our responsibilities was monitoring the continuing education of optometrists and making and enforcing new rules pertaining to the profession.

I practiced optometry in Newton for over 42 years. My practice grew from a single doctor practice with one employee to a three doctor practice with 13 employees. That gave me administrative experience managing a large health care business. It also gave me experience in working with state and national regulatory issues with health insurance companies and government agencies such as Medicare and Medicaid.

With the Iowa Optometry Association, I served on and co-chaired the legislative committee that updated and modernized the optometry law of Iowa. During that time I worked with legislators and members of other health care professions on the language and passage of the legislation. That gave me an interest in the legislative process and I still interact with both state and national legislators not only on health care but other issues.

3. What are the top three or four issues that need administrative attention at Skiff and what would you do to address them?

The employees of Skiff need to have better communication of hospital issues from the board and administration. That is part of the job of the CEO and top administrators. That needs to be continually worked on because the caregivers are why Skiff exists.

The challenges of dealing with changes coming in health care will require the administration to continually monitor and react to those changes and keep the employees involved in the process.

4. What are the top three or four issues that need Board of Trustee attention at Skiff and what would you do to address them?

Hire a new CEO and get them on board as soon as possible while taking the time to find the best fit for Skiff. It appears that is being done presently.

The board will need to work with the CEO and other administrators to make a smooth transition to the new administration.

The board is losing a lot of experience with the two members that are leaving. Indoctrination and education of new board members will need to be done quickly and efficiently. I will be willing to spend whatever time necessary to make that happen.

After all the publicity about Skiff in the past several months, the board will need to work to regain any possible loss of confidence by the public and Skiff employees.

5. During the past few months, there has been much said and written about the Skiff philosophy or way of caring for patients. How do you define that?

In Skiff's mission and values, they say they provide care with compassion, dignity and respect for the patient's needs expectations and individual differences. In my experience as a patient, and volunteer, I have found that to be true. I don't believe the controversy about Skiff had anything to do with the quality of care.

6. Since announcing your candidacy, have you been to Skiff Medical Center, other than being a patient or patient visitor? If yes, with whom did you meet or speak and what were the general areas of discussion? Have you had discussions with current board members concerning your candidacy or hospital operations? If yes, with whom did you speak and what were the general areas of discussion?

Yes, I have been to Skiff several times because I work at the ambassador's desk inside the main entrance weekly. I did speak with some patients about the Skiff issues and to some Skiff employees about the issues of communication. Those I spoke to felt those were private discussions so I am not going to give names.

I did have discussions about my candidacy with most of the trustees. I felt it was appropriate for me to let them know I was going to run. I did discuss some general areas, such as communication and the search for a new CEO, with some of the trustees but I don't see any reason to give their names.

7. How do you view the role of the chairman of the Skiff Medical Center Board of Trustees? How do you view the role of the Skiff Board of Trustees as it pertains to: a) top executives, b) physicians, c) administrative departments, d) clinical departments, e) contracts and agreements, f) open meetings and open records, g) staff and public communication?

The chair of the board chairs the board meetings, would usually be the spokesperson for the board in the community, appoints the committees of the board and probably is the main contact with the CEO of the hospital, but that could depend on the role of board committees.

The role of the board pertaining to the eight areas listed probably all presently have protocol established. Not knowing what that protocol is, it may be presumptuous of me to comment. But in order to answer the question, the following is in general how I would look at them. However, as a board member, I would always be open to visit with anyone.

a. Top executives: Hiring the CEO and advice and consent on his recommendation of the top executives they name.

b. Physicians: The board would receive regular reports from the chief medical officer and CEO. In respect to recruitment of physicians, the board would need to be involved to approve any contracts and costs of recruitment, etc.

c. Administrative departments: Receive reports from CEO.

d. Clinical departments: Receive regular reports from the chief medical officer and heads of clinical departments.

e. Contracts and agreements: Somewhat depends on what they are. CEO's contract would be approved and voted on by the board. Top executives would be hired by the CEO with I assume board approval. Remainder probably go through the CEO with advice and consent of the board.

f. Open meetings and open records: Whatever the attorneys tell us we should do. Meetings should be as open as possible but some things need to be kept confidential.

g. Staff and public communication: The public in the media and possibly online. The employees could be kept up to date in their newsletter "Vital Signs" or with meetings with the administration. That should be done routinely, particularly since there seems to be a feeling it has not been done regularly in the recent past.

8. How do handle competing or conflicting interests when confronted with those interest? What or whose interests take the highest priorities in making policy decisions?

When faced with conflict of interest, I would recuse myself from voting on any issues with which I felt I have a conflict of interest. The interest of the hospital would take priority over personal interests.

9. If you could ask members of the current board of trustees one question what would it be?

In hindsight, how could the present problems have been avoided?

10. Why should voters elect you to the office?

I feel I have the experience in business and in being involved in health care for over 42 years. I have the experience of how to listen, discuss, evaluate, and cooperate to make the best decision. I believe in some guiding principles when serving on boards of trustees. We get the most done when no one cares who gets the credit or blame and that the only way to predict the future is to create it. Boards must work together with a common purpose, without hidden agendas and need to respect and consider one another's opinions with an open mind.

Skiff trustee candidate: Dr. Gary Richardson

Newton Independent

With reader input, the Newton Independent asked each of the six candidates running for the two open seats on the Skiff Medical Center Board Board of Trustees to respond to 10 questions.

1. Introduce yourself. What is your background? What professional, public, civic or non-profit organizations have you been involved with?

I am a board-certified surgeon having practiced Newton for the last 20 years. I have deep roots in Jasper County as my father worked at Maytag as a tool and die maker and my mother graduated from Newton High School. I was raised in Monroe and then attended Grinnell College and the University of Iowa, completing my surgical residency there. I served two years in the U.S. Army and began private practice. I am a Fellow in the American College of Surgeons.

2. What knowledge and experience do you think are important in being a board of trustee member? What knowledge and experience do you have in general health care issues, health care administration or being a health care provider?

I believe that hospital trustees should have an interest in all facets of hospital operations, including patient care, employee concerns and general satisfaction, and the financial well-being of the facility. I have worked for 35 years providing health care and have daily contact with a wide variety of hospital employees who are integral to the day-to-day functioning of Skiff. I am currently on the medical staff executive committee and have served as president of that group.

3. What are the top three or four issues that need administrative attention at Skiff and what would you do to address them?

- Establishing a balance between patient-centered care and fiscal necessities.

- Rebuilding employee trust.

- Financial stewardship, including locating and utilizing all available resources.

- Physician recruitment.

I believe that all of these could be addressed by an active, consistent effort to establish and maintain honest communication among board members, administration, employees and physicians.

4. What are the top three or four issues that need Board of Trustee attention at Skiff and what would you do to address them?

- Guaranteeing that Skiff follows the stated mission and values (compassion, respect, dignity and quality care).

- Establishing an atmosphere of honest dialogue between the board members and Skiff physicians.

- Objective analysis and oversight of hospital administration.

I am in the unique position of working at Skiff nearly every day, and, as such, would amplify my efforts to be aware of the day-to-day operations, as well as any concerns of the health-care providers.

5. During the past few months, there has been much said and written about the Skiff philosophy or way of caring for patients. How do you define that?

The Skiff philosophy is defined by the mission statement: providing compassionate and quality care to each patient. This involves everyone who participates in the day-to-day activities of Skiff operations.

6. Since announcing your candidacy, have you been to Skiff Medical Center, other than being a patient or patient visitor? If yes, with whom did you meet or speak and what were the general areas of discussion? Have you had discussions with current board members concerning your candidacy or hospital operations? If yes, with whom did you speak and what were the general areas of discussion?

I am at Skiff daily and have spoken with countless employees about their concerns (morale, job satisfaction and security, and numerous other topics). I have spoken with Jeff King and Dan Skoken regarding physician recruitment and questionable employee terminations. I have also expressed to them some of my concerns about general employee morale.

7. How do you view the role of the chairman of the Skiff Medical Center Board of Trustees? How do you view the role of the Skiff Board of Trustees as it pertains to: a) top executives, b) physicians, c) administrative departments, d) clinical departments, e) contracts and agreements, f) open meetings and open records, g) staff and public communication?

I believe that the board chairman should ensure that the meetings are conducted in an open and fair manner, and that he/she should serve as the spokesperson from the board to the community. The board should exercise appropriate oversight on the top executives. There should be an active and open communication with physicians and department heads. Contracts and agreements should be subject to annual review by the Board and administration. I am in favor of open meetings and records, following the letter of the law.

8. How do handle competing or conflicting interests when confronted with those interest? What or whose interests take the highest priorities in making policy decisions?

I firmly believe that when any Board issue presents a financial or personal conflict (or appearance of such) for a Board member, that member should abstain from discussion and voting. Patient care should always take the highest priority in policy decisions.

9. If you could ask members of the current board of trustees one question what would it be?

I would ask board members about their strategies for restoring Skiff to the position it has historically held in the area: a facility that is financially sound, one that provides meaningful, fulfilling employment, and an institution that inspires community pride.

10. Why should voters elect you to the office?

I care deeply about Skiff and the Newton community. I have devoted the last 20 years to health care at Skiff, and I feel that I have the trust and respect of the other physicians and staff there. In my experience, the physicians and staff at Skiff are unequaled in their levels of skill and patient care, and I will work to ensure that they are able to maintain this excellence. I am at the hospital every day, and am able to closely observe many components of the daily operations. I am also privileged to have the trust of many employees who feel free to speak openly to me about their concerns. I want the community to, once again, be confident in the stability and long-term success of our hospital.

Skiff trustee candidate: Bill Ward

Newton Independent

With reader input, the Newton Independent asked each of the six candidates running for the two open seats on the Skiff Medical Center Board Board of Trustees to respond to 10 questions.

1. Introduce yourself. What is your background? What professional, public, civic or non-profit organizations have you been involved with?

My name is Bill Ward, but the ballot will show M.E. "Bill" Ward as Bill is a nickname. I am a lifelong resident of Newton and have been married for 52 years to my charming wife, Barbara, and we have tow children and one grandchild. I am a veteran of the U.S. Air Force and I started at Maytag September 1950 as a shop laborer and retired April 1996 as Director Employee Benefits. I served on the Newton School Board for six years (1971-1977) serving as president in 1976. I have also served on the Jasper County Board of Supervisors from 2003 to 2006.

In addition, I was a benefits consultant for Medicap Pharmacy's home office in Des Moines from late 19996 through 2002. I have also served as president of the Maytag Management Club, the Des Moines Chapter of the Administrative Management Society and Chairman of the Iowa Area Council of Management Clubs, to name a few.

2. What knowledge and experience do you think are important in being a board of trustee member? What knowledge and experience do you have in general health care issues, health care administration or being a health care provider?

First and foremost is to be a good listener and apply good old-fashioned common sense. It is also important to have a background in health care, which I have, having been in human resources and more specifically employee benefits, including health care, for over 40 years. Although it is not generally known, while I was at Maytag Ron Ross and I would meet several times a year to discuss common problems, with a high level of success.

3. What are the top three or four issues that need administrative attention at Skiff and what would you do to address them?

Based on my observations and information, I would say organization, morale and communications. If elected, I would review the organizational structure and suggest meetings with all employees for their input. When you do that, you must be prepared to take action regarding their concerns.

4. What are the top three or four issues that need Board of Trustee attention at Skiff and what would you do to address them?

I would say the same as number 3, but with the stipulation that the board not attempt to micro-manage.

5. During the past few months, there has been much said and written about the Skiff philosophy or way of caring for patients. How do you define that?

There is only one way to care for patients (who are the customers) and that is to have a very competent staff and provide the best possible care for a successful outcome. For example, if a surgery or illness has an average length of stay of four days and due to excellent care they are released after three days, that is a successful outcome.

6. Since announcing your candidacy, have you been to Skiff Medical Center, other than being a patient or patient visitor? If yes, with whom did you meet or speak and what were the general areas of discussion? Have you had discussions with current board members concerning your candidacy or hospital operations? If yes, with whom did you speak and what were the general areas of discussion?

The answer to the first part is No and the answer to the second part is Yes. Due to my concern for Skiff, I have spoken to Debbie Pence on several occasions and I did call to let her know that I had filed nomination papers for the Board.

7. How do you view the role of the chairman of the Skiff Medical Center Board of Trustees? How do you view the role of the Skiff Board of Trustees as it pertains to: a) top executives, b) physicians, c) administrative departments, d) clinical departments, e) contracts and agreements, f) open meetings and open records, g) staff and public communication?

The Chairman of the Board is responsible for conducting and maintaining control of the meeting. However, the Chairman only has one vote just the same as the other four members. The Board is responsible for hiring the chief executive officer and establishing and administering policy with input from the CEO.

8. How do handle competing or conflicting interests when confronted with those interest? What or whose interests take the highest priorities in making policy decisions?

The CEO should gather all of the facts regarding the conflict and make a recommendation to the Board. We must also remember that the Board is responsible to the employees, just as it is to the taxpayers.

9. If you could ask members of the current board of trustees one question what would it be?

Why such low morale? The worst place in the world to have low morale is in a hospital.

10. Why should voters elect you to the office?

I have the experience, the interest and the common sense approach to problems, plus the time necessary to achieve positive results. For a community to be successful, it must have good medical facilities and good educational facilities otherwise it will not prosper. I also believe that for every problem there is an opportunity.