[Editor's Note: I posted this the first time with ALL of the names of the people who provided information to this letter to the editorial. I was told I could post it as it was written. Then somebody threw a fit and I had to take names off. But I have been reminded that my policy is NOT to publish anonymous letters to the editor, so the letter is gone! People need to follow the submission rules!)
[Editor's Note No. 2: I got permission for someone to be named as the author of the letter, and I redacted other names, except for those in current leadership positions in HMS.]
To whom it may concern,
I was present for the town hall meeting in May, as well as the one that was held last night at the convention center. There were lots of issues that I feel were blanketed just like was mentioned by concerned community members in the last meeting. When asked about the statistics for providers leaving, we all got board member Rusty Tolley stating how well CEO Dan Otero did the research and got the numbers. Dr. Nelson [previous chief medical officer over the residency program] debunked his lies on how to properly get the numbers needed for a facility based on reference to the state level.
Among the senior leaders in the room with Dan were Chief People Officer Cathy Diaz, who leads all policy training at HMS that when I was employed there I sat in on. Yet whenMs. Salcido asked for an explanation on how employees report sexual harassment when it comes from the CEO, Dan himself asked Chief Compliance Officer Lacey Contreras Brown to give the explanation.
Everyone in the room could tell she was not well educated on the policy and procedure for this. She even apologized for not knowing it by memory and stated what she thought the process would entail. Also, sources says Lacey was fired from Gila Regional Medical Center but hired at HMS before her position was posted on the HMS website for applicants to apply. Perhaps an audit should be done on the hiring process. It is done as Dan approves all things no matter what is written in policy since HMS is an at-will employer and in fine print on HMS policies it is written that the CEO dictates them as needed and has the ultimate authority.
My staff member was cornered in her office by Dan Otero and stated he made the comment "What's a pretty little thing like you doing in the corner, they should have you up front." He was standing blocking the only entrance to the office and she came to me saying the interaction made her uncomfortable. I stated she should go to HR and report this if she felt this way. Her name is [Redacted] and stated that when she contacted Cathy Diaz about this, she was told that she would have to ask Dan if this was considered sexual harassment and then he would report it to the board. She said she told her never mind and left.
When Dan speaks of his prior healthcare experience, he started out as an EMT, you can ask Eloy Medina, EMT director, who was present at the May meeting and he will reference the complete and utter lack of work ethic that Dan had and why he didn't last in the job.
When providers are met with "You will change your schedule, ready or not, to increase the amount of patients you see daily starting tomorrow" and they push back or give the feedback that this will 'hinder their quality delivered care,' they are told by Dan Otero himself that if they don't want to be a part of HMS then they aren't a good fit as this is what will be done.
When Dr. Nelson left, anyone could see in the community that it would lead to a chain of negative events happening. His leaving sparked [Redacted] leaving. Anyone who knew him knew if he left ,he would take his girlfriend [Redacted]l with him. When this happened both of their medical assistants left also. That alone is 3 medical providers and 2 medical assistants that were now gone with Dan to blame.
Dan mentioned last night that he hires people to run their departments. False. He did say, of course, "I have a hand in the matter for all departments."
As someone who worked in this hostile work environment I can say from experience nothing could be done unless a senior leader and Dan approve of something. This was also something that couldn't be done in a timely manner. But if something went on that Dan didn't know about in the moment, we supervisors were written up, put on administrative leave and suspended even when we got the approval from the acting CMO or senior leadership. How is this not something that creates a hostile work environment or culture? Because this is a real example of how staff are treated like trash daily. Then supervisors' workers are targeted and this trickles down the lot until Dan hires a "Friend of his" to fill your position.
It was mentioned that HMS board members aren't yes people. Well, Dan is ,and it shows in his leadership and chosen senior leaders. Amanda Frost, Chief Compliance Officer, is the only one that the past and the present employees have any hope for that she could take over as CEO one day. She has experience and schooling; she was HMS's CFO for a brief time. Perhaps someone should ask why she stepped down from that position?
Two former HR employees of HMS came to me confidentially to let me know that in that department no one is allowed to talk to one another due to their line of work-on-work premises or outside of work. Coming from a rural community where everyone has grown up together there should be a more diplomatic approach to ensure favoritism is avoided but at what point does someone stop saying you aren't allowed to speak to friends or family outside of work for a birthday party? [Redacted]can attest to this example. [Redacted] left HR due to the demand and lack of time with their families.
Kristi Apodaca is now in a position of power at HMS as her position was created. Although Amanda Frost is Chief operations officer, Kristi is now the director of all operations. She has never worked in Dental or Mental health but is now over their operations also. She started as a front desk clerk and has worked her way up the ladder and gotten her Masters degree.
[Redacted] who is still currently employed with HMS can attest that [Redacted] would lock herself in her office at the Gila-Cliff clinic and do all of her college work during HMS working hours. She wouldn't answer the staff's phone calls but would text back on her personal cell phone and I can attest to that.
There should also be an audit looking into the number of people that have been fired by her at HMS, as it surpasses any other clinic coordinator that was employed there. This is something that I could write other people as well as my own feedback in more detail on for days. But for now I will listen to the staff members that feel there is no confidence in a change for the better with HMS as long as Carmen Acosta is on the board and Dan Otero is the CEO.
Sincerely, Julie Kirts,a former employee of HMS that loved her job and staff.
P.S. Every person who provided information (more than 80 of them) are actual past, some present employees of HMS, since Dan wanted to point out that not all providers that signed the last letter were employed at HMS. They can all give their feedback to the Governor or whoever can help get a positive change for restructuring HMS leadership and re-establishing our faith in this facility.
