The hospital board of trustees scrambled to contain the damage this week following the abrupt ouster of hospital president and CEO Joseph Woodin.
The Martha’s Vineyard Hospital board of trustees scrambled to contain the damage this week following the abrupt ouster of hospital president and chief executive officer Joseph Woodin after just 13 months.
Mr. Woodin was fired early Monday morning, triggering a public outcry amid conflicting versions about what happened. Hospital leaders have remained tight-lipped about the specific reasons for the firing, citing only differences with the board. Mr. Woodin said he was blindsided and characterized events as a power play by the board chairman Timothy Sweet.
In a press release that went out Monday morning, Mr. Sweet said Mr. Woodin was “stepping down” from his role. The release gave no reason or time frame for Mr. Woodin’s departure, but said that former president and chief executive officer Timothy Walsh would return as interim CEO while a search begins for a new administrator.
Mr. Woodin said he had been fired.
Joseph Woodin formerly directed a rural hospital facility in Vermont.
Joseph Woodin formerly directed a rural hospital facility in Vermont.
“I just got summarily fired at 8 a.m. with no notice and no discussion of anything I’ve done wrong — by the board chairman,” he told the Gazette.
At the time Mr. Sweet had little comment. He said Mr. Woodin’s departure was the result of a board decision, although he could not say if there had been a vote. “I would rather not get into the process right now,” he said. But Mr. Woodin, a longtime hospital executive in rural Vermont who was hired last year to take the helm at the Island’s only hospital after a nationwide search, did not mince words. He said he had been asked without warning on Monday by Mr. Sweet to sign an agreement saying he was resigning for personal reasons — and he refused.
“I’m not resigning. I love this job. I just bought a house,” Mr. Woodin said.
“This is the worst of Island politics and this is between the board chairman and me,” he continued. “Apparently I have crossed him, although I have always respected him. I was speechless. There have been no performance reviews given to me, no documentation, no phone calls, not a single concern over my performance.”
Mr. Woodin, 56, was named in February 2016 to replace Mr. Walsh, who was retiring after 16 years. He started work last May.
He came to Martha’s Vineyard from Gifford Medical Center, a critical access hospital in central Vermont, where he had been president and CEO since 2000. He previously held key positions at Fletcher Allen Health Care, formerly the Medical Center Hospital of Vermont.
Trained as an industrial engineer, he began work in business and manufacturing but early on in his career moved into hospital administration in Vermont, spurred initially by his work in a homeless shelter in Burlington, Vt.
Hospital has been a Partners HealthCare affiliate since 2006, but board controls day-to-day operations.
Hospital has been a Partners HealthCare affiliate since 2006, but board controls day-to-day operations.
At the time of his appointment, Mr. Sweet, the board chairman who also led the search committee, said Mr. Woodin almost immediately rose to the top of the candidate list. “He quite frankly seemed to be custom made for exactly what we were looking for,” he said.
The Monday ouster this week touched off a small avalanche of community comment, most expressing shock and calls for more information; at press time Thursday nearly 150 comments had been posted on the Gazette website reacting to the news.
On Wednesday morning the hospital board called an emergency meeting where a formal vote was taken to terminate Mr. Woodin.
In a joint phone interview Wednesday afternoon, hospital board chairman Timothy Sweet and vice chairman Edward Miller said all but one of board’s 15 trustees participated in the meeting. The vote was nearly unanimous, they said, with one dissenting party that they did not name. The two board leaders spoke in guarded terms, repeatedly citing confidentiality concerns but describing a growing rift between the CEO and the board. “Joe had lost the confidence of the board,” Mr. Sweet said. “And that was a culmination of multiple reasons. What I need to be clear about — and for Joe’s sake — is that there was no malfeasance. Joe was professional and honorable and I want to leave it there.” He continued:
“Losing the confidence of the board is something you can’t get back. It really is a matter of trusted judgment. We were starting to go in different directions about what we thought was right for the future. In essence it was about how the hospital should govern itself. To his credit Joe took issues and ran with it. But there may have been a difference of opinion about where ultimate authority lies . . . It got more difficult about where final decisions should rest.”
Mr. Sweet also said Mr. Woodin had recently asked for a raise, which triggered an internal review.“And out of that process concerns arose,” he said.
Mr. Woodin collaborated with Julie Fay, executive director of Community Services.
Mr. Woodin collaborated with Julie Fay, executive director of Community Services.
He confirmed that Mr. Woodin had a five-year contract, but declined to specify the salary amount.
The two board members also sought to clarify how the termination was handled.
Mr. Sweet said there had not been a formal vote of the trustees before action was taken on Monday. “It was a board decision. Board members had been polled, there was not a formal vote . . . . to give Joe a chance to step down. When things went differently . . . we had to have a confirmatory vote to terminate him,” he said, adding:
“What happened was a very messy fallout and we feel heartsick about it. The error is ours — it never occurred to us that he wouldn’t take the opportunity to do what is best — that’s why there were mixed messages and for that we apologize.”
In a prepared statement issued Wednesday to both Island newspapers, Mr. Sweet made it clear that the ultimate responsibility for the hospital rests with the board. “Making difficult — sometimes unpopular — decisions is part of the role we have accepted,” he wrote. The full statement is published on the Gazette website.
Meanwhile, the two board leaders confirmed that former CEO Tim Walsh had come out of retirement to step in as interim CEO at the hospital. They said an immediate search would begin for a new president and chief executive officer at the Island’s only hospital.
There are 15 trustees on the hospital board, including Mr. Sweet, Mr. Miller, Mr. Woodin and Dr. Pieter Pil, the chief medical officer. The board also includes the general counsel for the ultimate owner of the hospital, Partners HealthCare, Brent L. Henry. Other members are: Earle A. Ray, (treasurer), Mary R. Brown, (secretary), Debra A. Burke, Susan C. Crampton, Dr. Michael R. Jaff, A. Anthony James, Ronald H. Rappaport, John H. Schaefer, Warren J. Spector, and Walter S. Teller. Mr. Sweet said all but Dr. Jaff, president of Newton-Wellesley Hospital, participated in the meeting Wednesday.
Formerly independent, the Martha’s Vineyard Hospital was acquired in 2006 by Partners, which owns several large hospitals in Boston and smaller affiliate hospitals in Massachusetts, of which the Vineyard is one. The Island hospital’s parent company is technically Massachusetts General Hospital, whose parent company is Partners.
Anthony James, MGH senior vice president for network development and integration, who is also one of five Partners representatives who sits on the Vineyard hospital board, said the affiliate boards reflect a Partners company philosophy of community input and local control.
He said trustees are limited to three three-years terms, but there had been no term limits for officers until recently when hospital bylaws were changed. Mr. Sweet and Mr. Ray have been on the board since 1997. Ms. Brown has been on since 2003 and Mr. Miller has been on since 2004.
Beginning next year, Mr. James said, every board member will be subject to the three-term limit, and current officers will begin to leave the board in a staggered fashion until 2021, beginning with the secretary and followed by the treasurer, vice chairman and chairman. The changed policy allows for the new chairman to serve an additional three-year term, he said.
Commenting briefly on the ouster of Mr. Woodin, Mr. James said: “I think we all think this is an unfortunate series of events. In hindsight you can always say how can you do these things in a better way . . . but what we saw was a lack of alignment in terms of the vision of the board and how that was being interpreted and executed by the CEO.” He concluded: “These things happen — and I think we all recognize that in these cases it becomes a very difficult process and we certainly saw that this week.”
Comments
The board has irreparably
Alan NYC/ChilmarkThe board has irreparably damaged the reputation of our hospital in the administrative community with this behavior, how are we ever going to find a high quality CEO who is willing to deal with them? Its' great that the board finally has term limits, but changes are needed NOW not in 4 years.
Behavior, structure, and
Gail Everhardt RN, MVHBehavior, structure, and expectations, all critical components of effective governance, all broke down in the firing of Mr. Woodin. This kind of executive folly should not occur at this level of leadership without some form of accountability. Even if there was a growing discordance, to say,“these things happen” is a platitude that redirects the focus from how poorly the leadership of this hospital executed the resolution of this alleged conflict. As well, this article is indirectly informing us of the intentional pardoning of such improper conduct. The Board of Trustees is supposed to be an ethical model to the organization it oversees. If we accept this behavior without voicing our concerns, we are doing ourselves, our hospital, and the community we serve, a deep injustice.
Gail, you have the support of
MV Community TisburyGail, you have the support of the community!!! Our voices will be heard. There is no logical reason that Mr. Woodin was fired. TIM SWEET NEEDS TO RESIGN IMMEDIATELY. As the chairman of the board, he is solely responsible for this unjust action. It is hard to believe in this day and age that he could believe the "old boys club" and "scare tactics" would work against Mr. Woodin. It is easy to have "group think" and "control" over a party of 15, but this is not the case with the numbers of islanders and employees that are forming a party of thousands. The support for Joe is overwhelming and growing in large numbers. I have served on boards of non-profits(chairman and vice-chair) and we were responsible to our stakeholders and constituents. Personal issues were never allowed to influence decisions. We had term limits and our minutes and books were open to anyone that wanted to see them. Professionalism, ethical behavior, and integrity was our motto. We avoided any and all behaviors that could be construed as favoritism, nepotism, or impropriety. These are simple concepts but not always easy to carry out. It is hard to believe that there were never term limits for this board until recently. Term limits would put an end to Sweets reign. When people are in self appointed and self regulated positions for that long, they loose a sense of reality and think that they can do whatever they want to do. Unfortunately, for this chairman, he went too far. The real question is why? Why fire someone who was doing a great job and improved morale? From a legal standpoint, I believe TIM SWEET made a major error. To quote TIM SWEET in his own words, “The error is ours — it never occurred to us that he wouldn’t take the opportunity to do what is best — that’s why there were mixed messages and for that we apologize.” The chairman of the board is human and he made an error. TIM SWEET should correct his mistake by being a real man and owning up to his error and STEP DOWN and RESIGN from the board for the good of the Martha's Vineyard Hospital and the community.
The BOT knows what they are
In the know localThe BOT knows what they are doing. Mr Woodin has no interest and handcuffed collaboration with Partners, not a smart move. His diversion from the BOT was just a bad business move. Say what you will-he is clearly not as smart as he thinks he is. People have to think about the hospitals survival in a difficult healthcare climate-not by isolation.
Still the same old Vineyard
CJY BosotnStill the same old Vineyard politics. I find the comment above to be disingenuous and rather inflammatory. It is made by a person who does not have an intelligent response to a critical situation. It would be better not to express an opinion than to spout this drivel. It sounds like this is written by the Board member or a relative of the Board.
I think Mr Sweet has been
JT EdgartownI think Mr Sweet has been there long enough. Forget the three term limit, Mr. Sweet has over extended his power. Did he want Mr. Wooden terminated for his personal reasons. Does this mean that if he or his friends don't like someone, they are fired? The rest of the board should take a hard look at Tim Sweet!
After a national day of
Fish CrowAfter a national day of former FBI Mr. Comey comparing himself on a national level with Thomas a Becket (you may have to refresh history memories), I can hardly wait for the lesser, but very meaningful to the locals, bit of local business missives from Mr. Sweet and explications about which trustees (three lawyers included) knew what and when. Apparently some signed in by "poll" before the summary Wednesday execution, but as a group they have made a hash ( as in settlement) of this situation. And the locals are not going to be reaping any be benefits from the situation.
"The locals?" You must be
Michael West VH"The locals?" You must be kidding. Who do you think you are?
Sorry you took offense.
Fish CrowSorry you took offense. Actually I am a local, longtime, and will adjust my vocabulary in the future so as not to offen sensibilities.
I am still waiting for an explanation as to whom Mr. Sweet contacted -- trustees, lawyers -- before the Monday morning mash-up. Now that the trustees have circled the wagons, probably no one will own up.
I depend on the local hospital. I value the doctors and nurses on call. I am pretty darn skeptical of Mr. Sweet's vision quest.
Looks like a nice weekend coming up; let's enjoy it, locally.
Regarding these things the
Alison OBRegarding these things the hospital board is sayin:
1. If there is a difference in "vision" for the hospital, wouldn't that be something they talked about with the CEO? He says they did not.
2. How can a difference in 'vision' be so urgent you need to fire a guy at 8 am without the whole board knowing? Isn't that something that you do to people who are embezzling or operating a sex ring out of their workplace? I mean to do that for a difference in 'vision' seems extreme.
3. Tim Sweet clearly states that Mr Woodin did nothing wrong and that he had good ideas that the hospital plans to continue with, so what was this big difference in 'vision'?
The more that Sweet guy tries to explain things, the more BS this story smells of!!! I think it is becoming clear who should have been fired here!!
It seems to me that everyone
Kay EdgartownIt seems to me that everyone deserves to have reviews on their performance - particularly during their first year with a new job. A monthly review - discussing what is working and what is not - is typical in the private sector. Why not in a hospital settting? If people were unhappy with Mr. Woodin, why ot have a meeting and explain the issues and give him a chance to a) change his behavior, or b) try to encourage them to see why he is doing what he is doing. Pulling a rug out from under someone at that level - after just buying a home here - seems extreme.
Mr. Sweet seriously bungled
Jeff Oak BluffsMr. Sweet seriously bungled this delicate process. And then he had the Board cover his tracks with their vote. They have Sweet's back. Who had Mr. Woodin's back? Shame. No competent CEO will work for a Board with Mr. Sweet as chairman. To be terminated like Mr. Woodin was says it all about this Board and its leadership.
I have worked with Joe for
VermontI have worked with Joe for many years. This whole situation, no matter how Mr. Sweet explains it, smacks of all old boy politics. Maybe this is typical of island politics. I don't know how the community stands by and does not hold the board accountable. I think it is time for Mr. Sweet to step down for the best of the hospital- like he asked Joe. His vision does not seem to meet community needs. What says you Board? Do the right thing!
Thanks, "Vermont", we're doin
Sara Oak BluffsThanks, "Vermont", we're doin' our best to hold the board accountable, but as pointed out elsewhere, the word "community" was removed from the MV Hospital's official title. This is a private hospital and ultimately the "community" has little or no say, except to vote with its collective feet. On the Island that's a hard thing to do. I happened to be at the Hospital on Thursday, receiving, as usual, excellent care from all individuals I came across. Some were brave enough to express their extremely negative feelings about the firing of Joe Woodin, or at least the way it was done. There's great suspicion that this was due to personal animus which resulted in an "it's either him or me ..." outcome. At the very least this seems to have been deliberately ham-handed, and the folks who participated should know better.
Did the decision to close
David Pritchard Oak BluffsDid the decision to close some of the facilities in Windemere play a part? Windemere is critical to broad island support!
I found Mr. Woodin to be a
Lisa nagy MD Environmental Health Center of Martha's Vineyard west tisburyI found Mr. Woodin to be a great character personally and professionally. I know the hospital to be unlike any other in its treatment of physicians and employees. Time for the public to be more involved in fair treatment of doctors/CEO by the board, finally. An air of fear of repercussions by unhappy employees is bad for patients. That should be the priority of the MV Hospital.
There seem to be a lot of
Kate Putnam EdgartownThere seem to be a lot of issues that are conflated in this discussion. Let's break them down.
Partners owns MassGeneral which in turn owns the MV Hospital. Partners owns other hospitals in a similar fashion including Cooley Dickinson in Northampton, Newton Wellesley and the Nantucket Cottage Hospital. Partners controls the board partially through the bylaws which limit what the local board can do and partially through its board representatives. Who has say in the hiring and firing of the CEO is not clear to me in this situation but clearly the local board was involved.
Now let me speak from my experience of 11 years on the board of a $2 billion (revenue) healthcare delivery system. Good governance standards today suggest 3 three years terms max. This allows for more community participation while respecting that healthcare delivery is so complex that it take time to learn all the ins and outs of good governance in a changing environment. The only extension on term limits is generally for the term of an officer and there should be terms limits for officer roles. Boards usually only have a chair and a vice chair as officers. Secretary and treasurer are usually internal roles and report to the board - for institutions of a reasonable size. Non-profit boards strive to find community representatives who both understand the needs of their community and the the fiscal and operational responsibilities of the institution on whose board they sit. This can be a difficult balancing match and every board struggles with it. Add to that diversity and you can have major balancing issues.
Healthcare delivery is a real challenge these days. Very few people who work in the field are immune to the uncertainties and change that is going on. The velocity of change is challenging to manage both on an individual and organizational level. It creates morale problems. CEOS struggle with it. Partners which is the 800 pound gorilla in the state is not immune to this and has lost money in prior years. Add to that the introduction of a new electronic health record and you have lots of unhappy employees.That is yet another thing that Partners hospitals are contending with. Hospitals have to balance quality, cost containment, new technologies and payments models, all of which are in flux. Not all employees appreciate how challenging this is and how difficult it can be to create a culture that works today and will evolve for tomorrow.
In the case here on the Island, you have to add the seasonal changes that complicate things further. The organization here has to serve 20,000 year round people and 100,000 summer people. It adds a different and unique set of problems.
None of this addresses the potential for inside dealing or personal relationships that develop over years and may have served well at one time but don't any more. But those need to be put in the context of all the other things I mentioned above. This is a small island and everyone knows everyone else's business or thinks they do. Transparency is called for but transparency also needs to respect the individuals involved and their right to privacy. There is a lot to balance here.
Kate: What is the mechanism
Islander TooKate: What is the mechanism to find out what really happened and why and how to hold this board to account?
Does one have to go to Partners?
If Woodin decides to sue the hospital for breach of contract and damages
his attorney might subpoena
witnesses to testify under oath and for production of phone records,
documents, and emails.
That might be only way to find out what really happened.
Particularly in the complex situation that you so well describe it seems
foolhardy bordering on reckless bordering on outright negligent to throw
out a competent administrator who was in the process of getting his "island wings."
Thereby disrupting the community, destroying confidence in the hospital and its board,
and very likely costing the hospital big bucks to get out of the mess.
Tim Sweet's public comments simply do not make sense.
I don't know enough about the
Kate Putnam EdgartownI don't know enough about the situation at the MV Hospital to comment on a personnel issue that may have strategic implications. I was just trying give the readers a sense of the overall background issues. Yes, ultimately Partners can control what happens here. Whether they did in this situation or let the local board do it is something I cannot answer because I don't know.
My guess is if you want to get more explanation, you should write to the CEO of Partners. I do knot know Mr. Sweet nor do I know Mr Woodin. I agree that this whole situation is unfortunate for the community in a tough period in healthcare delivery. It must be hard on the community of caregivers especially.
Over a quarter of a century
Islander Martha's Vineyard, MassachusettsOver a quarter of a century ago I came to the Vineyard to interview for a job in healthcare. After I left I was told by the CEO that one of the people with whom I had interviewed had said, "He won't last long. No competent people stay here." I am competent, and I stayed, but I am the exception. You will all remember who was the hospital CEO in 1991, and the number of CEOs who have passed through the hospital since. Mr. Woodin put them all to shame. I, for one, will miss him. Meanwhile, the current inhabitants of "Mahogany Row" will all sleep well tonight. They'll all have jobs until they're ready to retire.
No formal term limits for the
Jane Chittick Edgartown and Washington DCNo formal term limits for the Board? And, two have sat on the Board for 20 years? That's unheard of in today's world of nonprofits! Who's been asleep at the wheel, before Partners came in? I've worked in nonprofits my entire 30-year career and, since the late '90s, I've never been in an organization that doesn't have written policies outlining specific term limits (usually 3-year terms and no more than two consecutive terms)
The island community has done
Arnie Reisman Vineyard HavenThe island community has done everything in its power to keep our hospital alive and off the respirator. Our community has raised funds and consciousness. We deserve to be treated respectfully and responsibly by this hospital board. Their vow of Omerta does not help their reputation. We are owed a public explanation. From all outward appearances, Joe Woodin was doing his job. What could possibly cause his immediate execution? Rumor has it he offended the relative of a board honcho. Are things once again that petty?
I hope they pay him the
BobI hope they pay him the remaining years of his contract. Sounds like he deserves that.
Stop the Insanity!
MoshupStop the Insanity!
Over 150 comments =
TMC in WT WTOver 150 comments = "community outcry" "avalanche" ??? There are roughly 16,000 people on this island give or take and if you complete the word problem only a small fraction of the community responded at all. Likely some respondents are the same people, some are not pro-Joe and some don't even have any kind of first hand knowledge. Its important to provide a platform for people to express their opinion however this whole thing is dramatic enough so we don't need The Vineyard Gazette to jewel the elephant (sensationalize) and fan the flames even further.
I've read nothing in the
OMG in OB OBI've read nothing in the Vineyard Gazette that has been sensationalized. If anything, the paper has been the only source for facts. Very little is coming from the Board/Hospital except "happy speak" and big words. I think the Vineyard Gazette has done a fabulous job of being a community resource.
OMG, I agree whole
lee west tisOMG, I agree whole hardheadedly.......How many times , when discussing a problem or issue...." ya but this is the Vineyard". I have learned more from the comments and paper than from the board so what are they hiding? VINEYARD,OLD BOY,NEPOTISM,CAPITALIZED AND UNDERLINED!!!!!
Good luck attracting another
Carla Cooper EdgartownGood luck attracting another qualified candidate after summarily dismissing Mr. Wooden without any obvious evidence of misconduct. Who will want to relocate to Martha's Vineyard with that kind of job security?
As a multiple-time ex
BobAs a multiple-time ex-hospital CEO, I know this is an all too common occurrence… Obviously, Woodin stepped on somebody's toes and threatened that person's dynasty and ego. So sad for those who commit their lives to taking care of people
WELL SAID! THAT'S IT IN A
H w.TisWELL SAID! THAT'S IT IN A NUTSHELL!
I believe that the board was
Anonymous employee Oak BluffsI believe that the board was wrong in firing Mr. Woodin and the first term limit should begin with Mr. Sweet to end his tenure sooner than later. If you also question the board's decision and believe that Mr. Woodin was not treated properly there is a way to make it known through Partner's Integrity pledge. .
"If you have a legal or ethical question or believe that another member of the Partners community has violated a legal or ethical responsibility, contact the Compliance HelpLine at:
1.800.856.1983 Or http://www.partners.org/complianceline
All concerns are investigated. Reports may be made anonymously or in confidence."
I have a firm suspicion that
Islander Martha's Vineyard, MassachusettsI have a firm suspicion that I can explain Mr. Woodin's dismissal. However, I have no faith that communicating with the Legal Department of either MGH or Partners would be handled without the leaking of information from either Boston or Burlington to MVH. The legal and healthcare repercussions could be devastating. Maybe a staff member will step forward to elucidate the Island community unless they fear the hospital administration's retribution. Of course, such a revelation would be in violation of the federal government's HIPAA laws and place the employee, the hospital, and Partners at risk.
To the Hospital Board: Losing
Marina TisburyTo the Hospital Board: Losing the confidence of the COMMUNITY is something you can't get back, either. I would say a whole lot more, but I am still speechless at how damaging your decision-making is. To Joe Woodin: please don't go anywhere just yet!! I'll wager I'm not the only one who will go to bat to see this unbelievably foolish decision reveresed! To be cont'd...
During his time in Vermont,
Valerie Schoolcraft VermontDuring his time in Vermont, Woodin transformed Gifford Medical into one of the most successful health care centers in Central Vermont with his exceptional leadership skills. His upstanding ethics lead him to make Gifford Medical a catalyst for uplifting our local communities by donating thousands of dollars to charitable causes and special events, enriching the lives of residents while still remaining a humble, civil servant. It is shocking and disheartening that MVH would let go of such a strong leader who is proven himself capable of making a large, positive impact.
There must be much more to
Ken Edg.There must be much more to this story. Almost unanimously voted out. He has a 5 year contract, how are they going to get out of paying him for the next 4 years if they dont have something on him? He was a popular guy.
If they have something on him
Down IslanderIf they have something on him he probably knows what it is.
And he would go quietly.
A rational person would think as you present.
However, I don't think Sweet was being rational.
I think he actually thought he was going to get his way easy.
He has actually stated in print that he had no idea there was going to be a ruckus.
To me that indicates that they have nothing on Woodin and what Sweet assumed
would be a cakewalk has turned into a quagmire.
That is not rational adult thinking.
Very disappointed, too, in the Gazette's editorial.
They should have kept mum.
They sound pretty silly chalking this up to "poor community relations."
That is a "spewing coffee" explanation!
After giving Sweet a platform from which to broadcast his own silliness.
More spewing coffee
So, this is just a PR problem, Mr. or Mrs. Gazette editorial writer?
There is nothing actually wrong with what Sweet and the board did, they just didn't explain it right?
The "poor community relations" trope is an embarrassment.
There is more to the
Fred EdgartownThere is more to the dismissal than meets the eye. The Gazette did no journalistic digging to find out the real reason Sweet got rid of the Woodin who by all accounts was doing a great job. It just publishes press releases from Sweet who is trying to cover up his inepitude.
The hospital board says,
Victor C vineyard HavenThe hospital board says,"Loosing the confidence of the board is something you can't get back"... by all appearances the hospital board has lost the confidence of the community. Joe Woodin's actions and openness engendered community confidence. The lack of board transparency Re it's direction for the hospital and how it differed from Woodin's is a community confidence killer.
Open Letter to the Members of
Alan Brigish West TisburyOpen Letter to the Members of the Board of Trustees of the Martha’s Vineyard Hospital
I am writing in response to your Chairman’s op-ed piece in the Martha’s’ Vineyard Times. Frankly, I don’t buy almost everything he says.
He begins by stating that “after extensive consideration and discussion”, the board of trustees voted to terminate the employment of Mr. Woodin as hospital CEO. What he did not say, or explain, is that he had already terminated him, without any form of due process or opportunity for Mr. Woodin to be part of that discussion.
Mr. Woodin was brought in as an agent of change by this same board, on a 5-year contract less than a year ago. His changes and style have brought a huge and refreshing change to this most important institution, and you owe it to our community, to the staff, and to your donors to explain how your vision, and that of Mr. Woodin are at variance. You also need to explain whether, under the terms of Joe’s 5-year employment contract, you will be making him a very substantial severance payment
I met Joe Woodin once, when my late wife was under very severe stress as a result of longstanding and wrongful hospital policies. With great humanity, Joe stepped in and solved the problem with one meeting. We were so grateful and impressed by his action. Because of my wife’s illness I have spent countless hours in the hospital, and spoken with many members of staff at all levels, from maintenance to management. I’ve also spoken with many patients and caregivers. Without a single exception, NOT ONE, they have positively raved about the changes Joe brought to the hospital.
So, based on my experience, it seems that the Board’s so called “vision” and that of the staff, the patients, and judging by all the online comments, the community at large, are at significant odds.
I therefore call on the Board of Trustees to answer the following questions:
To what extent was the Board consulted about Mr. Woodin’s termination, prior to his firing?
How does Mr. Woodin’s vision vary from that of the Board?
What costs will be incurred as a result of your decision?
Trustees – you owe us, the donors, patients, staff and community, some answers.
Respectfully,
Alan Brigish
There is so little public
Donna EdgartownThere is so little public information on Mr. Sweet. What are his qualifications to not only serve on this board, but to also be its chair? From what I can find on Google, he manages a seasonal golf course. This is experience to be chair of a hospital board? Can the Gazette do a profile on him?
As a 40 year Central Vermont
Michael Sorgi Rochester VermontAs a 40 year Central Vermont resident with 8 years experience as a Gifford Medical Center corporator, I have had the opportunity to observe the outstanding job Joe Woodin has performed in his role here as CEO. The evolution of the hospital during Joe's tenure was remarkable. He took our local community hospital from a precarious financial status to an economically viable, nationally recognized model of superior health care delivery in trying financial times.
In addition Mr. Woodin inspired Gifford personnel to put the wellbeing of patients as their number one priority and fostered a hospital culture of warmth and caring that made the employees proud of the institution and happy to come to work each day.
I predicted years ago that Mr. Woodin might be recruited away to another larger medical setting. His move to Martha's Vineyard was a great loss to our community but Joe departed as a beloved figure who left our hospital in far better circumstances than when he arrived in Randolph Vermont.
I predict again that it will be a greater loss to the Martha's Vineyard community that Joe was not given the opportunity to complete a similar outstanding job for you.
Everyone is thinking too
Islander Martha's Vineyard, MassachusettsEveryone is thinking too "globally". Tim Sweet's op-ed, aided by the hospital's public relations apparatus, has distracted everyone from the fact that this was over a "nuts and bolts" patient-related disagreement. "The vision thing" is as amorphous today as it was under George H. W. Bush. The hospital is in the business of healthcare, not PR. If the clinicians and their senior management advocates, with the backing of the Board of Trustees, took a position with which the CEO did not agree, who do you think the Board would back? You can run a hospital from day to day without a CEO. But you cannot do so without, say, doctors or nurses. Would they be willing to throw one CEO under the bus or an entire clinical staff, or segment thereof? If doctors or nurses walked, the hospital would have to close its doors. But a CEO? We had at least six in a ten year period.
"Tim Sweet's op-ed, aided by
Islander Too"Tim Sweet's op-ed, aided by the hospital's public relations apparatus, has distracted everyone from the fact that this was over a "nuts and bolts" patient-related disagreement. ""
How so? How do you know why Sweet fired Woodin?
What business does Sweet have as a decision maker on nutes and bolts patient care?
He is not a doctor. So far there is no evidence of any unprofessional behavior on Woodin's part.
All of the unprofessional and cringe-worthy behavior is coming out of the board.
I wholeheartedly agree with
Islander Martha's Vineyard, MassachusettsI wholeheartedly agree with you! Disagreements among staff should be handled at the lowest level possible. If that fails, Senior Management should become involved. The only time the CEO need become involved is if Senior Management cannot resolve the conflict. It is NEVER the purview of the Board.
The Board is now hunkered
Fred EdgartownThe Board is now hunkered down. They won't respond to the community concerns. They will keep quiet hoping we will just lose interest and go away. Media friends, they all travel on the same cocktail party circuit, will help by little follow up reporting. Let's no longer fall victim to this past tried and true method of keeping the Island community at bay. This is too important an issue to let die. Let's keep up the heat, letters, petitions, picketing.... and yes, closing our wallets until Sweet and the disfunctional board is replaced and Joe is brought back. Don't assume it's a lost cause, keep fighting to take our hospital back. By the way, soon the hospital will hold its major fundraiser at Tim Sweet's golf course. Let turn up the heat on those business that sponsor the golf tournament. There is power in our numbers.
I'd like to see the board bow
Fred Thornbrugh West TisburyI'd like to see the board bow out gracefully and allow progress and vision to actually occur. Instead a handful of people with some sense of entitlement and the personality of a town bully are ruining our hospital!
It may be time for the state
charlie callahan so boston/ edgartownIt may be time for the state inspector general to look into this HOSPITAL'S FINANCES
The decision by The Board of
John VermontThe decision by The Board of Trustees to remove Joe Woodin from his duty as CEO at MVH is a tremendous injustice to Joe, the staff of MVH and the entire island community.
I have had the pleasure of knowing Joe for more than 15 years. Joe is a hard working man who lives his life honestly and with great integrity. His dedication to the greater island community and his tireless service to MVH is evident by the outpouring of support voiced in this newspaper. The negative impact this termination is having on Joe and the community is very unfortunate and a complete and unnecessary loss for all. I hope and pray for peace and justice.
I am a long way from MV - I
North Country Native West of the MississippiI am a long way from MV - I had the pleasure (yes pleasure) of working with/for Joe during his time at Gifford. Never before or since have I seen a hospital with such positive morale and a place that was truly the hub of that small community in Randolph. I was surprised to read that he had left VT, read the glowing news from 2016 in this paper of his hire- then stunned to see he had been let go on MV??. As a leader I found Joe to be firm but fair with an open door and the ability to deal with differences of opinions. There were strong MD personalities whom Joe met with all the time to build trust, rapport & respect -the care was always top notch and the finances were well managed. Fast forward to this situation and the board actions- it appears both poorly communicated & short-sighted at best. Actions have consequences - this situation has eroded the trust & confidence of many staff & community members that this Board can wisely and effectively govern their healthcare as evidenced by the comments here. I wish all the best to the people of MV & to my colleague Joe-
Add new comment