David Scarpino.
The two Albany hospital systems are the closest tertiary healthcare providers — hospitals that provide specialty services beyond what community hospitals can — to Kingston. A link with either would expand their market share south of Albany. HealthAlliance routinely sends many referrals to both.
The decision on partnership is probably months away. At present, board chairman Ryan is intrigued with the HealthQuest possibility. Assemblyman Kevin Cahill, meanwhile, leans toward an affiliation with one of the Albany tertiary-care systems. With so much activity among insurers and large groups of specialty providers, other options may be available.
Lundquist’s resignation was accepted last Thursday by the HealthAlliance board. No cause was given. “Dave Scarpino and the executive team have the board’s full support as we move toward the next phase of HealthAlliance,” Ryan was quoted as saying in a press release.
Also disclosed later the same day were the resignations of two other members of HealthAlliance’s executive team: chief operating officer Charles Flinn and vice president of support services of support services Dennis Pignato. According to 2010 compensation records, the three administrators who resigned last week received total compensation of $1,129,787, including benefits and bonuses, that year.
The present officers of the HealthAlliance board of directors, elected on March 27 to a two-year term, include chairman Ryan, vice chair Cynthia Lowe, treasurer Craig Sickler and secretary Nancy Davenport. The other board members are Howard Berliner, Kevin R. Bryant, Pamela Carroad, Dr. Martin Cascio, Thomas Collins, Carol Crews, Dr. Eugene Heslin, Thomas Jacobi, Dr. Mark Josefski, Dr. Ellis Lader, Rich Mathews, Stephanie Murphy and Albert Spada.
Several board members either declined official comment or did not return phone calls. Currently, Ryan is the sole spokesperson for the HealthAlliance board.
These things are being run like businesses… that is for the business themselves, for the investment, capital, cash flows, executive buy outs… these are not being run for services to the community, nor have they been: any business that was focused on services to the community would tend to right size itself…
What is the relation between an emergency room, and any number of specialties a hospital can provide… what kinds of beds are needed, for what periods of time, for what services… and it falls, too, to the many jobs which may be providing services that just aren’t needed…
A recent visit to the Northern Dutchess Hospital/Campus is a whole different feeling, what seems to be a different model, a campus…
The competitive “star” system which attempts to buy quality at higher and higher prices is a business success but a product failure… it makes people wealthy, but does not provide services at a price ordinary people can afford… no problem, we’ll create another business, health insurance, to pay those huge bills but then, wait: nobody can really afford the cost of health insurance either.
We need talented dedicated committed people that enjoy their work and accept a good, fair wage… our “business” model is money centric, not product or services centric.
Business wants to grow bigger, not better.
Couldn’t agree more, Mr. Berke. Well said!