Saturday, November 2, 2024

Mendocino County Supervisors Grapple Over Health Services Merger Amid Employee Pressure

Categories:
(L to R) 3rd District Supervisor John Haschak, 2nd District Supervisor Mo Mulheren, 1st District Supervisor Glenn McGourty, 5th District Supervisor Ted Williams, CEO Darcie Antle [Screenshots from the County of Mendocino YouTube Channel]

A narrow majority of county supervisors last week asked for details before they agreed to formally combine a director position for two key departments: Public Health and Behavioral Health and Recovery Services. Dr. Jenine Miller, who is currently the head of Behavioral Health and Recovery Services, would be in charge of the newly configured entity, called Health Services. 

A letter claiming to demonstrate employee support for the matter led to a union request for an investigation.

Three of the five supervisors voted down the request, saying they needed a more detailed plan. CEO Darcie Antle said the information had been provided to the board in closed session and during individual conversations, months ago. She also said the board approved the merger of the departments in open session in December.

Supervisor Maureen Mulheren contended that the matter has long been in the making, and that combining the positions would save the county roughly $200,000. She also asserted that, “We have heard several items (about) combining the Public Health Department and the Behavioral Health Department. I do believe that that department will be known as Health Services, and that they are working through their transition and really coming up with a way to articulate the new structure. And we’ve had several items regarding some of the changes related to consolidation of administration.”

Supervisor John Haschak joined Mulheren in her vote to approve creating the position. But Supervisor Ted Williams held out for a more fully fleshed-out plan, saying, “My impression was, it was temporary. A plan would be coming. There was a concept of merging needs. But I haven’t ever seen a presentation of such a plan. What does it look like? How do those org charts co-exist? And I haven’t seen a 360 review. So a lot of the steps that have been talked about over the past year or so, I haven’t seen carried to completion. I’d like to see that full plan with the 360 review and then make a decision.”

He invoked the sudden relocation of the Veterans Services Office from a house on Observatory Avenue in Ukiah to the Public Health building, which was deeply unpopular among veterans and their supporters. “That was bad process,” he opined, acknowledging that the move was not made under the direction of Dr. Miller. “We recognized it after the fact. That never should have happened, right? I don’t want another one of those, so I’m looking at this, where we’re so far along, yet we haven’t had a presentation about where it is and where it’s going. This board is not in the driver’s seat on what’s happening with this merger.”

- Advertisement -

Deputy CEO Cherie Johnson said the item is just a matter of correcting last year’s resolution. But Williams was not the only one to say he needed to see a plan. Supervisor Glenn McGourty also recalled that the information was incomplete, saying he, too, was under the impression that the arrangement was temporary, and the timeline had not been clearly stated. “I’m also feeling like before we make this permanent, we might want to do some evaluation,” he offered; “since there’s been a lot of turnover, especially in the Public Health Department, and I’d like to know a little bit more about that. So I’m just not comfortable moving forward.”

In an unusual development, the item was reopened at the end of the meeting so that senior staff from the department could present a letter with three pages of employee signatures, extolling Dr. Miller’s leadership and dedication to the job. 

According to Patrick Hickey, the union representative for SEIU 1021, some workers complained that “managers and supervisors were cornering staff…and pressuring them to sign” the letter. In his own letter to the board and Executive Office, he stated that, “In some instances, the employees were not even shown or allowed to read the letter they were signing.” He requested an investigation into the matter, calling it “highly inappropriate” and stating that, “No employee should be forced to sign what amounts to a ‘loyalty’ oath in front of the people who have power over their livelihood and career.”

Angle Slater, a nurse manager with Public Health, introduced the letter to the board. She said she had not been prepared to speak about the matter earlier in the day because, “We thought this was a slam dunk.” She averred that Dr. Miller has been running both departments for almost a year without extra pay; that “she took a mess and she is rebuilding. And I am very proud of this progress. And from what I can see today, we have stopped all progress. So from the time that we heard that it was voted down to now, we have gathered signatures from every single person in the building. Forty-nine employees in the building today signed a letter stating they want this reversed.”

May Pang, a staff services manager, read the letter, which was ostensibly endorsed by everyone who was at work in the building at the time that it was circulated during business hours.  

May 7th, 2024 
Board of Supervisors 
Mendocino County 
501 Low Gap Road, Room 1010 
Ukiah, CA 95482 

Dear Members of the Board of Supervisors,

We, the dedicated employees of the Public Health and Behavioral Health departments, are writing to express our concerns regarding the recent decision to decline the creation of a Health Services Director position to oversee our departments. While we understand the complexities involved in administrative decisions, we are deeply disappointed and feel compelled to share our perspectives on this matter. Jenine Miller, who has admirably taken on the role of overseeing both departments, has been instrumental in fostering collaboration and unity among us. Her leadership has brought a renewed sense of purpose and teamwork, significantly enhancing our effectiveness in serving the community. We are deeply worried that if we do not create a fair position for her that encompasses all the work she is doing to oversee two departments, another county or organization will. Jenine has a rare level of talent even for those in the highest levels of leadership, and losing someone of this distinction would be a significant blow to our departments and to the community we serve. We believe that recognizing Jenine's expanded responsibilities with the creation of a Health Services Director position is essential. Not only would this acknowledge her hard work and dedication, but it would also ensure the continued success of our departments under her remarkable leadership. Investing in effective leadership is crucial for the well-being of our community, and retaining someone of Jenine's caliber should be a priority. Approving reimbursement for a job she was directed to take months ago should have been a matter of routine. We would have been present in public comment, had we any realization that such a formality required advocacy. Thank you for considering our perspective on this matter. We urge you to carefully weigh the implications of your decision and take action that is in the best interest of Mendocino County and its residents.

Sincerely, Public Health and Behavioral Health Staff 

Signatures in addendum attached 

(MendoFever has chosen not to share the employee signatures, in light of concerns that some staff may have been pressured by management to add their names to a public policy statement.)

The board intends to hear details about plans for the merger at a future meeting.

- Advertisement -

19 COMMENTS

  1. The Board of Supervisors is debating once again whether to combine Public Health and Behavioral Health into one department. Having a “Health Department” may make sense in our small community and could save money. But as things stand now, Behavioral Health staff are running Public Health, despite the fact that they have no expertise or knowledge of how a Public Health department should function.

    Let’s examine what each department does.

    Behavioral Health and Recovery Services (BHRS) in Mendocino County mainly acts as a pass-through for dollars that are given to local contractors, such as Redwood Community Services. These contractors are the entity that provides services for mental health treatment. BHRS monitors some grant funding such as Measure B, and it does Medi-Cal audits. BHRS does do some court-ordered substance abuse treatment, but the program is very small. BHRS took over the Safe Rx program that was formerly in Public Health where it originated, and the funding that went with it. The Safe Rx program passes out and encourages the use of Narcan for overdoses and encourages people to lock up prescription narcotics. BHRS is focused on treatment for mental health and substance abuse issues. Treatment, and not prevention.

    Public Health has a completely different focus. Public Health encompasses the entirety of human health – including the social determinants of health, such as poverty, adequate housing, access to health care, safe schools, a healthy environment, in short everything a human being needs to be healthy. The job of a good Public Health department is to go “upstream”, improve the lives of people and put BHRS and Social Services out of business! This umbrella includes mental health. The implementation of Public Health functions are guided by scientific principles that are taught to students of Public Health.

    Functions of Public Health include:
    • Systematically collecting data about the population, monitoring their health and making
    information available about the community’s health;
    • Identifying and addressing major risk factors and their causes, and addressing health
    inequities;
    • Occupational safety;
    • Strong engagement with the political process to stimulate policy development, agenda
    setting, decision making, implementation and evaluation;
    • Mobilizing and leveraging community partnerships to promote public health;
    • Making sure sustained funding is available to ensure public health services are available
    for the next health threat;
    • Improving and innovating public health functions through ongoing evaluation, research
    and continuous quality improvement;
    • Communicating effectively, Informing and educating the public about the health needs;
    • Enabling equitable access to health services.

    Our Mendocino County Public Health does not run hospitals like some larger counties do. Public Health does provide some treatment modalities, for example, treating tuberculous patients. They run vaccine clinics at times. Public Health Nursing provides home visiting for families at risk for child abuse or neglect. It provides education and information about oral health, tobacco use, and nutrition. The Women’s Infant’s and Children’s (WIC) program and Environmental Health are also a part of Public Health. Public Health also monitors children in foster care and children with special needs.

    The decision to create a “Health Department” is fine and may be appropriate for our county. But to have BHRS overseeing Public Health is not appropriate. BHRS staff are not trained in the science of Public Health modalities or its functions. Trying to force BHRS policies and procedures on Public Health department functioning is not appropriate and is counter-productive to the functioning of the Public Health department. Combining the two departments may be an okay idea, but the tail should not wag the dog. BHRS should be under Public Health, and not the other way around. There may be someone who could manage both departments, but honestly, it is not Jenine Miller and her staff. They lack the training and knowledge necessary to fulfill the core functions of a Public Health department.

    I urge the Supervisors to look for someone who has the qualifications to oversee both departments, OR to resist the temptation to act suddenly without a real plan.

    I have served in government for over 30 years, and was the Mendocino County Senior Public Health Analyst (acting as the Epidemiologist) for 8 years. I know what I’m talking about.

    Julie Beardsley, MPH

  2. Savings, pish posh. Name me one consolidation over the years that actually saved a dime. ONE, just one. Almost every consolidation undertaken by the County in the past several years, ends up being undone and a HUGE waste of money. Not to mention staff morale and confused public members. Putting one director in charge will not work, it is overwhelming and eventually more higher administrative staff will be hired to help and they will cost more money and again, show me the savings. Stupid, stupid, stupid, stupid BOS! Pull your heads out. Look at the overall history of consolidations. What is left standing of past consoidations? Have they saved money? Are they successful? What about the failed ones? How much did they cost us? Come on!! Use your critical thinking, common sense heads for once. AND, since when does the BOS allow employees to pressure them into things without first clearly thinking it through? Stupid!

  3. This is what happens when the BOS picks the owner of a “well orchestrated wine bar” (maybe that makes more sense a couple glasses in) to run the County. Darcie is a disappointment. Different Board members with different understandings of what is going on. No leadership. Hides behind a computer monitor. Has no accomplishments to hang her hat on.

    • I feel like not enough people bring up that she was a finance executive for AdventistHealth. Her involvement in anything that relates to our healthcare should be given far more scrutiny.

    • Completely agree. Darcie Antle began her Mendocino work life as a receptionist. Adventist Health financial person. Wine bar owner. She lacks the qualifications to be CEO, and she is abusing her position by hiring toadies and friends, surrounding herself with sycophants, and getting rid of anyone who questions her. For example, her buddy Angle Slater was hired as Extra Help during COVID. She is a nurse, but had zero experience in government or Public Health, yet she suddenly turns up in a position of authority in Public Health. Angle admitted to everyone that she had no prior experience, yet she reports directly to the CEO which is very unusual – why? Darcie is protecting her, despite several examples of Angle’s behavior that would have gotten any other employee marched out the door. Promoting her buddy Madeline Cline at work. Asking employees to sign a “loyality oath” so Jenine Miller could get a promotion and a raise. Employees are afraid to speak out, because they fear retaliation and need the job.

      • Contrary to your severely misguided belief, Julie, employees are not afraid to speak out. As someone who was there at the time signatures were collected and signed your so called “loyalty-oath”, you couldn’t be further from the truth. No one was coerced or forced to sign anything; it was all completely voluntary. I believe in this Department, and Jenine’s Leadership, hence why I signed. You, as an obviously disgruntled FORMER Employee, shouldn’t be spouting off and acting as if you were here that day, as you have no idea what actually happened. Your vendetta against some of your former coworkers is very apparent, and green is an awful color on you. And it’s awfully funny how you seem to know all this so called “public” information before the general public does…makes a person wonder who’s pocket you’re in. Is this all just a sad attempt to garner interest in your new radio show by stirring the pot and trying to keep yourself relevant?

        • This has to be a Mendocino County first. Employees aggressively advocating for their manager’s pay. Fascinating that Dan, Ted, and Glenn have stumbled onto such a touchstone as evidenced by the tense meeting. Lots of layers to peel back here. Bottom line for me is the CEO botched this one, whether a good idea or not. Seems strange/incompetent also that the CEO wouldn’t have given Dr. Miller a pay bump on the first day she started managing two separate departments, for a year no less.

          • Legally, the CEO can’t give a pay raise outside of the structure outlined in the job classification which is on an annual basis, generally. You start at the bottom of the scale and move up annually.

            The board did approve creating a new job classification titled “director of health services” on December 19th. It was tucked into the consent calendar as item 3v. The next step would have been to bring the item to appoint someone to that position as a closed session item. That never happened so Jenine never got a raise.

        • Whoever you are, (afraid to sign your real name?)….I was contacted by three public Health employees who said they felt coerced into signing that letter, and I suspect there are probably more who also felt that way. This was so egregious the union got involved. People speak to me because they know I will speak up for them. There are many people at Public Health who feel they will be retaliated against should they disagree with Jenine et al. I have no vendetta against anyone, but I do have a vendetta against bad decisions. And if you were there going around asking people to sign a letter saying our boss should get a promotion and a raise, one has to wonder about your level of intelligence. THAT little stunt was completely inappropriate and I hope the County takes steps to ensure it never happens again. Disgruntled? Not me. I was never happier when I retired from that dumpster fire at Public Health, but I have always, and will continue to tell the truth and support my peeps. And speak up when I smell stupidity.

          • Let’s get one thing straight. These 3 public health employees are SEIU sell outs.
            If you really cared about Public Health and its employees, you would have stayed and fought. Julie, you quit. I suggest that you enjoy your retirement and give up on this Mendo Witch Hunt. We can fight our own battles.
            Why don’t you take your so called degrees and self given titles that you always point out and find a hobby. Your a Green Field Hippy. I’m sure you have a green thumb.

        • Let’s make something completely clear- I’m speaking as me. I’m not afraid to sign my name to my comments, and never have been. I think the fact that there are some people who respond in disagreement to my points of view are afraid to say who they are, speaks volumes about the climate of fear of retaliation that exists at the county.
          And yes! We can have a civil conversation about the issues on my new radio show, “It’s a New Day”. I welcome all voices and all opinions.

          • So you’re going to show up to the Board meeting tomorrow, right Julie? Since you have so much to say, right Julie? And you’ll stop being this online troll/keyboard warrior, right Julie? You’ll go up and blather away and stand for your “peeps”, right Julie?

  4. As I stated in both my initial letter that was printed in the AVA and in my letter to all 5 supervisors, the CEO and HR what happened at the board meeting surrounding item 4i was appalling.

    Bringing back the item after it had been voted on was just sour grapes. The meeting was minutes from ending when it was brought back. It was obviously brought back so some disgruntled employees in management could present their petition.

    The employees who drafted and gathered signatures for the petition grossly abused their position. First off, did these employees do this on the clock while they should have been working? They were also doing this on County property. Both of these are likely against County policy. Staff is paid to do their job, they are not paid to use their position to influence policy except through the proper channels. Hopefully, they will not be paid for the time they circulated the petition or the time be retroactively deducted from their paychecks.

    Secondly, asking employees to support a pay raise for the person that has the power to terminate them is also an abuse of power. It’s a form of forced coercion plain and simple. This is common sense. If someone is asked to sign such a petition, they don’t really have the power to say no. Anyone that can’t see this, doesn’t have the ethics or management skills to do their job and shouldn’t hold a management position in the first place.

    On December 19, 2023 the BOS passed resolution 23-198 in the consent calendar under item 3v which created the position of director of health services with a base salary of $179,652.20. If Dr. Miller was not appointed to the position, the fault lies upon the CEO’s office for failing to follow through by bringing the item to the board during closed session which they had already been empowered to do. So the fault for Dr Miller not receiving a raise lies with the CEO, not the BOS.

    Item 4i was not administrative clean up. It was an attempt to officially consolidate Public Health and Behavioral Health and Recovery Services without public notification and to deny the public the opportunity to give input. Devising and adopting policy in secret is a disservice to the public. This lack of transparency is unacceptable.

    Consolidating these departments has been attempted in the past and failed. Where is the plan to succeed this time? How will it differ from past efforts? Why hasn’t a plan been presented to the board and the public?

  5. I found both this article and the comment section to be very interesting. I have heard our County’s Employees along with their pension program is the biggest cost for Mendocino County; and it is time for reducing costs. I Wonder if Department Heads AND the County’s Employees Union could be directed to engage feedback from the bottom aimed at improving department and employee efficiency. ??? That would be a contrast I heard from a retired County employee who says Dept Heads have historically spent every dime of their budget, so they can ask for more. I do not really know, but am Wondering.

  6. Hmm… Nepotism, falsehoods. Hitler’s trick longer you tell the lie to more it will become the truth. People dying all day on the streets of Ukiah blocks away from her closed door sound machine protected office. Shes not going anywhere its too kooshy, too easy to do nothing and look busy while collecting a fat salary. Upper management makes the $ but does little actual functioning. RCS/RQMC/Tapesty/Arbor all dipping in to the same steams doing the same things. Projects at Whitmore/Facilities yard/by social security all in the name of measure B and revovery without real plans. Its a really really rwally rwally bad mess. Lie, deny, turn a blind eye as more people die. Perfect. A manager dragging around a petition on county time shameful, un professional. Janine would fire any if thise staff in one sevond who signed dont fool yourselves. BOS YOU BETTER WAKE UP

LEAVE A REPLY

Please enter your comment!
Please enter your name here

Sarah Reith
Sarah Reith
Sarah Reith is a radio and print reporter working in Mendocino and Humboldt counties, focusing on local politics and environmental news.

Today's News

-Advertisement-

News from the Week

Discover more from MendoFever – Mendocino County News

Subscribe now to keep reading and get access to the full archive.

Continue reading