Tag Archives: Tropical Storm Irene

Vermont’s new mental health system will have more inpatient beds than the old one

I wouldn’t blame Jay Batra if he felt personally vindicated today. Maybe even a little bit smug. VTDigger’s Morgan True: 

The state wants to replace a temporary psychiatric facility in Middlesex with a permanent structure twice the size, officials told lawmakers last week.

… Last June Vermont opened the doors of the Vermont Psychiatric Care Hospital in Berlin, but the system still lacks the capacity to keep people with acute psychiatric needs out of emergency departments.

How about that. “…the system still lacks the capacity…”

Vermont’s new, decentralized, community-oriented system currently has 45 beds: 25 at VPCH, 14 at the struggling Brattleboro Retreat, and six at Rutland Regional Medical Center. If/when the Middlesex facility is built, the system will have 59 beds.

Before Tropical Storm Irene, the Vermont State Hospital had 54 beds. After Irene, the Shumlin administration insisted, repeatedly, that if we had a more robust community-based system, we wouldn’t need that many inpatient beds. In the process, it ignored the counsel of psychiatric professionals, who said that 50 was the bare minimum.

What’s happened since then? The administration has slowly, quietly, built the system back up. And it has found that, yes indeed, those professionals knew what they were talking about.

Let’s take a trip in the Wayback Machine to Tuesday, December 13, 2011

Gov. Peter Shumlin announced on Tuesday that his administration plans to replace the Vermont State Hospital in Waterbury with a decentralized, “community-based” plan with 40 inpatient beds in four locations around the state. …

The unveiling of Shumlin’s proposal came on the same day a top mental health psychiatrist called for almost the exact opposite of what the governor proposed. Dr. Jay Batra, medical director of the state hospital since 2009 and a professor at UVM, told lawmakers at a hearing on Tuesday that the state should have one central mental health facility serving 48 to 50 patients in order to provide the best clinical treatment and best staffing model.

That, from a lengthy VTDigger account of Shumlin’s announcement, which was made in the conspicuous absence of Dr. Batra. At the time, Shumlin was planning on a central hospital with as few as 16 beds. It was a well-intentioned effort to avoid the serious problems that had plagued VSH in the past. But it was a misdirected effort, pursued against the advice of those actually in the field.

At the time, I wrote some highly critical stuff about the administration’s plan, and I got some active pushback from administration officials who basically accused the psychiatric community of professional puffery — overstating the need for their own expertise.

Now, it’s safe to say that the administration was wrong.

Assuming the Legislature approves the $11.4 million Middlesex facility, the mental health system will have more beds than before Irene, and those beds will cost more than a similar number at a single, central State Hospital. How much more, I don’t know. But the system has had persistent problems hiring and maintaining the staff it needs for the specialized care its patients require. Those problems are exacerbated when the beds are spread among four separate facilities.

Also unknown is how much money was [mis]spent on the long and winding road to get exactly where the experts thought we should go in the first place. Plus, we are left with a system that’s almost certainly more expensive to operate and harder to administer because of its geographic spread.

One of Governor Shumlin’s great strengths is his decisiveness. He can assess a situation quickly, make a decision, and carry it through. Well, it’s a strength when he’s right. When he’s wrong, and he stubbornly insists on staying the course, that same decisiveness is one of his great weaknesses.

Is this the time for business as usual?

It’s an annual rite at this time of year: a changeover in the upper levels of the administration. It usually involves some key departures, a shuffling of the deck, and the elevation of those who have served in a lesser capacity.

The latter began on Wednesday for the Shumlin Administration, with promotions for press liaison Sue Allen, campaign manager Scott Coriell, and education adviser Aly Richards. Loyal servants, rewarded for their work.

But should they be?

I have nothing against these folks. As far as I know, they deserve their promotions. But a broader question is on my mind:

Praise and promotions were freely distributed when Shumlin was riding high. Should the same be true after a poor administrative year and a disastrous campaign?

Further: Are these promotions a sign that Shumlin, at some fundamental level, doesn’t get it? That it’s business as usual on the fifth floor?

The Governor has made the right noises. But the current situation calls for a lot more than that. You can say “The buck stops here” all you want, but if the buck stops and gets tossed in a drawer, it’s a meaningless statement.

After the election, I saw a gleam of hope: Shumlin does his best work in crisis, as we saw after Tropical Storm Irene. This election was the closest thing to a personal Irene for Shumlin. My hope was that he would seize the opportunity, thoroughly evaluate everything he and his people do, and boldly set a new course.

So far, given his frequent deferrals to legislative leadership and his dispensation of Jobs For The Boys (And Girls), I’m having my doubts.

In addition to a personal reckoning by Shumiln, there ought to be a personnel reckoning. During the campaign, I wrote that the continued problems of Vermont Health Connect called for some clear direction and, probably, the rolling of some heads.

In addition to Doug Racine’s, that is. Racine may have had his failings at Human Services, but it wasn’t like he got a lot of help from Shumlin. Plus, he had little to do with Vermont Health Connect. He was expendable, not because he was the biggest problem, but because he wasn’t really part of the team. Mark Larson, who was far more responsible for VHC but was clearly one of the boys, was shunted to the side but kept his title and is still drawing a salary for duties and responsibilities unknown.

Is Governor Shumlin capable of evaluating his staffers and functionaries with the cold eye of reason, and demoting or defenestrating those who’ve contributed to his administration’s malaise?

We’ll see. He promises more personnel changes to come. But I have to say I’m not optimistic. If the changes have more to do with the desires and ambitions of his staff than with a sorely-needed overhaul of the Shumlin Machine, then his third term is off to an inauspicious start.

 

Shumlin’s second TV ad: nice, but…

The Governor’s first ad featured a number of Vermonters talking about Shumlin initiatives that had helped their lives. The second spot connects two themes: post-Irene recovery and helping Vermont businesses survive and thrive.

Nice glasses, Gov.

Nice glasses, Gov.

The spot is narrated by John Wall of WallGoldfinger, a furniture maker located in Randolph. Wall tells how his factory was hit hard by Tropical Storm Irene, and how the Administration responded “within a week,” facilitating loans to keep the company afloat.

“It was the difference between life and death,” says Wall. Now, he says, the company is poised for further growth.

It’s a good story, and having it told first-person gives the spot instant impact and credibility.

My only qualm?

I hope we’re not leaning too much on Irene.

It did, after all, happen three years ago, during the first year of Shumlin’s governorship. He deserves full credit for pushing the recovery forward… but I hope he doesn’t lean too heavily on Irene.

In the first ad, one of the four brief testimonies was about Irene; it’s the dominant subject of the second. More are on the way, I’m sure; and if other spots focus on other issues, I’ll be fine with the overall balance. Irene deserves to be part of the story, but let’s have some more recent stuff as well.