Update 7/27/07: This post has been up long enough to make its point, so we’re shortening all of the last names to initials.
Update 2/27/07: A little bird tells us there’s a full-fledged witch hunt going on inside KP HealthConnect in response to this post. It’s being reported that Vijaya Rogers has been running around hysterically threatening “off with their heads!” and accusing innocent people of being responsible, and that just isn’t right. Some people never learn.
We wouldn’t have printed this letter without multiple confirming sources, so if you have a problem with your actions being made public, then might we suggest a change of style rather than more of the same? Try dealing with underlings with fairness, professionalism and respect in the future and you might just get a pleasant surprise. Happy, well-compensated employees, with a good relationship with management tend to be loyal, dependable and enthusiastic members of the team. It’s funny how that works.
[kaiserthrive.org editor's note: The following was sent to us by a Kaiser Permanente HealthConnect employee, who reported these procedural and ethics violations to Compliance, but as usual nothing was done (a la Justen Deal). The Compliance Hotline is a well known internal joke to Kaiser employees. When a problem is reported, the information provided in the report is used in the investigative process to cover up whatever the issue was that you complained about, rather than to address the problem. The result is always the same: an investigation that finds no violations. Interestingly, we have received several complaints about one of the worst offenders mentioned below -- Implementation Lead, Vijaya Rogers -- who was personally involved in a huge financial corruption scandal while employed at a non-profit, prior to obtaining her position at Kaiser. It is often asked where Kaiser finds all of these corrupt managers, and now we know.]
To Whom it May Concern:I have been employed with the ‘project’ for HealthConnect in Northern California and have witnessed first hand system ‘outages’. I have called the Compliance hot line to complain about management practices which are along the following lines:
- Unfair and unethical leadership decisions
Here are the NOTES I used in putting in my complaint. The biggest offenders are Vijaya Rogers and Steve Bornstein, MD.
I was going to mail this to Dr. Pearl and George Halvorson but never finalized the letter. This is just a ‘draft’. (I also contemplated sending this to the news and the NAACP regarding racism).
This letter is written to inform you of the counter-productive management practices within your company. Specifically, within the KP-HealthConnect implementation project. Kaiser Permanente has achieved recognition as a quality health care program and employer of choice. It is hoped that the following concerns do not fall onto deaf ears:
KP-HealthConnect is an exciting project and the majority of the staff usually join the organization enthusiastically. Overall, we the KPHC staff enjoy working with the facility and the end-users. Your KPHC staff includes people of varying life experiences, degrees and backgrounds and all have a tremendous asset to offer the project as our end-users are just as diverse. However, it seems that after the initial novelty wears off many project team members become disgruntled, feel hopeless and tend to look for job opportunities elsewhere.
Here are the reasons many on the project team are unhappy:
THE HR PROCESSES ARE NOT FOLLOWED
Some people are promoted without interviews, without posting the position internally, externally and amongst an acceptable number of candidates. People who are inexperienced as managers are promoted without appropriate mentoring and are put in charge of employee evaluations that have grave repercussions for their employees down the line as evaluations go into permanent HR files.
EXAMPLE: Analysts and Sub-Team Leads fresh out of college are managing people in there 30s and 40s who have no prior history of HR issues. Because of their inept management experience – the Analysts and Sub-Team Leads create negative work experiences and do not know how to communicate and lead their teams appropriately, then subsequently write negative feedback in performance evals of which they are not qualified to write.
Betty L. received a call one day asking her if she wanted to be an AC. Betty L. has not completed her EPIC certification (it has been a year — other ACs have completed their certifications within a month or 2). It costs the company approximately $20,000 to send someone to EPIC to get certified. Betty is also known by her peers to be unqualified for this position and has been complained about by BACs, Analysts and Sub Team Leads about her performance. Other candidates for the AC positions were looked over and yet Betty was hired because someone somewhere happened to like her. This has negative financial and professional effects on the organization let alone the effects on morale as others who would have done well and wanted this position see this.
Some people are promoted but not compensated within an acceptable amount of time — i.e., pay for a newly obtained position has been adjusted in one case — over 6 months after the position was verbally obtained.
People are routinely told verbally that they have received a promotion. They subsequently work in their promoted role for an extended period of time. When they are finally compensated the paperwork doesn’t back date to verbal promotion date. Staff are told verbally to NOT question or ask about pay raise timeframe for their promotion.
EXAMPLE: An HR training occurred on 7/20 and 7/21. The retention team was present. The issue of pay raises came up. Retention said they would follow-up on it. They took a list of names of the people who would like a response regarding follow-up. The list of names went straight to Lisa J. and Vijaya Rogers. Vijaya immediately came down to the meeting and threateningly asked ‘why did you bring that up?’
Majority of people promoted have questionable connections. Check statistics of who has family members in high places:
- Jamie S. – Father is PIC of Hayward / Fremont
- Kevin G. – Father was with LMP program and worked closely with Donna Y. (Kevin’s father is currently deceased)
- Jason B. – Aunt is Regional med-legal resource: MaryJo W.
- Katie V. – Mother is Diane E., RN Service Manager in SSC
- Emily P. – father is an attorney for Kaiser. (Emily was supposed to be deployed to Fresno – she called her father and had her location changed – others have been told that the policy regarding deployment sites is that there are absolutely NO changes)
- Brandon K. – aunt is employed in NVLY (Shannon K.)
All are young white males or attractive and young white females.
Check statistics on African American male promotions (check for qualifications – most have a degree AND work experience in management yet are routinely looked over when they apply to analyst, STL or AC positions). Only two African American males promoted in last 2 years with KPHC.
EXAMPLE: Kenny W./Ramika M. — 2 African Americans requested BACII positions — they were told they had bad written skills (untrue) and yet Betty L. was practically GIVEN the AC position. Both Ramika and Kenny have college degrees and have run successful Go-Lives for the project which include corresponding with doctors, managers and management.
Others who are not qualified are promoted. Check to see if they had proper interviews:
- Jamie S. — was a BAC, promoted to analyst, then Sub-Team Lead then recently demoted to BAC but gets to keep STL salary
- Micah J. — repeatedly made BIG mistakes in SSC — was a BAC, promoted to analyst, then promoted to Sub-Team Lead (others have been fired for smaller issues, yet Micah is still retained and promoted after costing the company approximately $10,000 with a mix-up at Kinkos
Check for hiring process on the following people:
- Lisa J. – position created – interviews? was the job posted?
- Vijaya Rogers – position created – interviews? was the job posted?
In August 2006 – an implementation lead ‘stepped’ down. The implementation lead is gay and an older white male – all other implementation leads are young, white males with connections. Another implementation lead was later also asked to step down and is also not a young white male with connections. Only the young white males are favored and remain in their positions. There is one Asian Implementation Lead who was a prior KP employee and had a strong connection with Vijaya (i.e., will not make a decision without clearing it with Vijaya first). People who secretly and openly keep Vijaya informed of all details of their sites (whether professional or just plain gossip) tend to do well in their positions. If anything is done without Vijaya’s approval – Their careers with HealthConnect go down the drain – i.e. Mike S., Raj K., Michael S., Rick J. and the list goes on……
KPHC LEADERHIP ACTS INAPPROPRIATELY, THREATENINGLY, AND UNETHICALLY
Vijaya Rogers inappropriately involves herself with BAC activities surrounding corporate housing, (pets, roommates, etc.) acts on rumors, threatens job opportunities, promises promotions to people and does not carry them through, threatens firing, (retention is afraid and HR is her personal advisor), and is verbally abusive.
EXAMPLE: Marsha H. requested PTO. Her STL said no. Marsha sent HR an email regarding the PTO request asking about the appropriate process. HR responded and sent an email to Rose Calhan. Vijaya Rogers verbally attacked the HR representative.
During the HR Trainings at 1800 Harrison – Vijaya verbally told the STLs and Analysts that no exceptionals are to be given on any BAC evaluations.
Clinical content positions were offered to 2 people — then told no — Christina R. was quietly placed into one of the positions
KPHC PROJECT WORKPLACE ENVIRONMENT IS COUNTER-PRODUCTIVE, THREATENING AND INEFFICIENT AND COSTLY
BACs are asked to be flexible, however KPHC leadership routinely acts in a way that is counter-productive and unflexible.
EXAMPLE: Next site deployments are announced last minute when leadership already knows where everyone is slated to go. Employee’s life arrangements are not taken into consideration. They are expected to show up the next day without time to move or adjust.
EXAMPLE: In the beginning – deployment sites are determined by leadership. BAC input was requested but it was clear that it was ultimately the decision of KPHC leadership. MOST BACs wanted and requested to work near their homes (which would cost the company less – When a BAC is sent to a site more than 50 miles from their home – they get to live in an apartment paid for by the company – corporate housing – and ALL of their meals are expensed as well as mileage which can add up to about $1400 a month is gas and food – in addition to the rent and furniture for the apartment). Leadership chose to send people to sites that would qualify them for corporate housing, thus costing the project inappropriately. NOW the budget has been exceeded. Leaderhip is now deciding to send people to sites close to their homes to try and save on cost. BACs are told that their addresses will be investigated for fraud. BACs treated as if the project’s budget problems are the fault BACs committing FRAUD due to cost of corporate housing, expense reports etc.
EXPENSE REPORTS: Expense report approval process includes review by 5 different people at 5 different levels: STL/Analyst — Implementation Lead — Project Coordinator — Jamie T. — Vijaya Rogers — Accounting. Which costs a lot of man hours. Any report will tell you that this is a waste of resources.
KPHC LOG-ONs: Previously – it was reported that a BAC documented in a REAL patient chart and changed the demographics to state something derogatory. All test log-ons were disabled which made it difficult for everyone to do their job. Culture is such that it is assumed that BACs are acting unethically. Later it was reported that the incident was actually initiated by a facility staff member and done through mainframe. No explanation or apology was sent out to the regional project team.
Since then, BACs have been assigned individual log-ons. BACs were told that if they document in a patient’s chart they will be fired. REALITY: many times while supporting on the floor – for issues management – a BAC may need to sign in and test out a scenario. If the BAC forgets to secure or log out of KPHC, dept. staff (an end-user) may come and document in a real patient’s chart (this happens routinely amongst the dept. staff). However, Project Leadership acts as if BACs are purposefully opening up real patient charts and charting. Yes this is an issue – but it is an issue across all sites where KPHC is implemented and applies to facility staff as well as KPHC staff. No one addresses this as an issue for the entire organization. ALL staff should be informed and reprimanded regarding the integrity of each patient’s electronic information. Yet the facility staff ( i.e. doctors, RNs and MAs – routinely leave up their screens with patient info on them, routinely accidentally document in wrong patient charts).
In August, one BAC – NVLY – did not deserve to be fired. The STL documented BAC tardiness in face of that same BAC working 16 hour days. (shift is 8:30-5pm – BAC asked to come in at 7:45. BAC arrived at 8am – BAC considered 15 minutes late. Most occurrences were 5 or 7 minute late). It wasn’t ensured that the STL clearly communicated to the BAC ‘I have documented the following…….and will take this to upper management, etc.’ Most of the staff do not believe the appropriate steps were followed. If so, all criteria that applies to that BAC then must apply to all analysts AND sub-team leads as well.
Analysts/STL across all sites have been known to go home and nap, work from home during work hours, take 2+ hour lunches, bend the rules to fit their needs, yet treat their BACs like children. Heather Martin in FRESNO worked from home all the time and at the approval of her STL – Jennifer B.
Vijaya herself violates company policy – she has corporate housing in Emeryville. Katie V. is also rumored to benefit from Corporate housing when the policy clearly states you must be 50 miles from the deployment site.
The following FAVORED people had multiple violations yet were NOT fired:
- Ehude N. had repeated sexual harrassment HR issues – never fired
- Michael S. repeatedly disappeared from work ‘working from home’ – his behavior was tolerated
Implementation leads dating staff (BACs, Analysts and/or STLs) and those staff members are eventually promoted or given special treatment.
Report number 0609KPA10227 10/11
There are a TREMENDOUS number of additional events that could be added to this laundry list and more detail. If a full investigation were to occur – am sure there would be more to uncover…