After just 10 days on the job at Downeast Community Hospital (DECH), interim CEO Douglas Jones sat down for an interview with The Quoddy Tides. He assumed the leadership position when the hospital went into court-ordered receivership after a stormy 15 months during which state and federal regulators cited the facility for numerous violations.

When the corrective plans developed by the hospital under the administration of CEO Wayne Dodwell were not implemented to the satisfaction of the Centers for Medicare and Medicaid Services (CMS), the agency announced that federal funding would end on July 10. In quick succession, Dodwell was placed on leave, Eastern Maine Healthcare Systems (EMHS) was appointed as receiver, CMS extended funding to September 30, and Jones retired as CEO for Maine Coast Memorial Hospital in Ellsworth and took on the CEO role at DECH on behalf of EMHS.

His first day in office was Monday, July 6, and by the time of the interview he had sketched out a path he hopes will lead to regulatory approval and restore community confidence in the Machias hospital. Jones' career in health administration began in 1973, and he is modestly confident that he will succeed in his current assignment. "I was brought here to solve the CMS issues, and that's what I'll do," he said.

Jones likens DECH's receivership by EMHS to the bankruptcy protection structure that General Motors was placed under last month. In both cases, the petitioners asked the court to step in order to ensure the future of the corporation. Michelle Hood, Eastern Maine's CEO, now also heads DECH operations, and Jones reports to her C daily, in fact, and in writing. The policy-making authority of DECH's board of trustees has been suspended, except for the Sunrise Care facility, which is not affected by the receivership. However, Jones says he "continues to talk with them [the trustees]. I want them to stay current in case they continue in a governance and policy role."

Robin Popp, formerly a DECH vice president charged with fundraising and public relations duties, was "separated from" the organization as of July 8, according to Jones. Michael Crowley, who oversees philanthropic activities at Eastern Maine, now assists other DECH personnel as a fundraising consultant. Julie Hixson, formerly Popp's assistant, is now coordinating media contact for DECH with Susan Spruce, the community relations director at EMHS. Dodwell's status will be resolved "soon," Jones said, but no other staff changes have been made. Administrative personnel from EMHS are being called upon for assistance in moving ahead with corrective action plans at DECH, sometimes visiting Machias to consult with their DECH counterparts.

Asked about Dodwell's responsibility for the hospital's failure to meet CMS standards for federal funding, Jones would not respond specifically to questions about Dodwell's management of the regulatory process that led to the current crisis. "I'm not looking at the past," he said, "but I'm not ignoring the past either. Whatever the behavior was before, we won't repeat the mistakes."

Referred to a comment by Catherine Cobb of the Maine Department of Health and Human Services, that the hospital administration was "unable to implement their corrective action plan," Jones replied, "I agree with Cathy Cobb."

"I'm taking a higher level view" of the changes needed, Jones said. First on his agenda is "a code of conduct. We've gotten used to speaking disrespectfully to each other. We need to restore civility." Among staff, there should be no intimidation or "feeling of reprisals." The CEO noted "the remarkable reception" he received from employees, praised their dedication and reflected that "people deliver care," not plans.

Transparency is part of rebuilding confidence among patients and in the community, he believes. While he would not commit to public meetings of the governing board because of "the sensitive nature of our contracts" with staff and other confidential issues, he did agree to consider the possibility of open meetings with executive sessions for "sensitive issues." Community meetings are in the works. At the time of the interview, one had been set for Narraguagus High School, and another was under consideration for the northern section of the hospital's catchment area.

As for operational changes, Jones pointed to "momentum in the ER" as a result of upgrades in policy and staff credentials. "We now have board-certified ER physicians. That's the most visible department in a hospital, and patients should not wonder about the quality of care they will receive."

Referring to the stacks of paper that comprise DECH's corrective plan, Jones said, "The document itself is good. We need to be a learning organization C monitoring for problems, fixing them as we find them, changing how we do business. We should face issues, not deny their existence."

The future of Quorum Health Resources, the Tennessee company that had provided management services to DECH, is undecided, Jones said. "That's up to EMHS, but I will have some input." There have been demands from some hospital critics in the community that the hospital sever relations with Quorum.

Discussing the issue of the hospital's public image, Jones believes, "The board [of trustees] has to earn credibility with the community. They represent the community, and they are chosen for that reason. The CEO is accountable to the board and to the community." As for how trustees are selected, Jones says that issue "is not first on my list. I'll need more time to think about it."

The survey team from DHHS that is responsible for monitoring DECH's progress toward compliance with federal statutes will be back, says Jones, "probably unannounced, and probably in September." As for his tenure at DECH, Jones says he has an open-ended commitment to the challenge he has taken on. "I'm not looking at September 30 as the end of my job."