WE ARE CONCERNED CITIZENS DEEPLY ALARMED BY THE DISINTEGRATION OF ESSENTIAL HOSPITAL SERVICES, AND STRONGLY REQUEST  THE BOARD OF TRUSTEES FIND NECESSARY REMEDIES TO REVERSE THE DESTRUCTION OF THE HOSPITAL BEFORE IT IS TOO LATE.

South County Hospital in Wakefield, Rhode Island, is not just another provider; it is the primary lifeline for residents from Warwick to Westerly. The ongoing decline in care stems from management decisions that challenge the very survival of this hospital founded 105 years ago. This is a pivotal moment and we have taken the extraordinary step to let our voices be heard to help find necessary remedies, including replacement of top management. 

We, the undersigned, express our deep concern and urge that the pressing issues facing South County Health and South County Hospital (SCH) be addressed immediately to prevent systemic impacts on both the overall health system and patient care. We have taken the unusual step of coming together to highlight that these are not isolated complaints, but broader systemic and administrative concerns that require urgent attention.

As medical practitioners within the hospital or health system, former Board of Trustees members who have dedicated time and energy to advancing the quality of care, donors who have long supported these efforts, and concerned community members, we understand that this system must evolve with professionalism, collaboration, compassion and balance amidst the ongoing changes in healthcare landscape.

Our concerns include, but are not limited to, the following examples: 

• A lack of support and an adversarial relationship between executive leadership and providers, most recently exemplified by the resignations of the entire Cancer Center staff due to irreconcilable differences over issues directly affecting patient care. Although these concerns were frequently brought to the attention of management, they fell on deaf ears. Many patients are understandably worried over who would treat them during potentially life-ending illnesses and do not want to rely on unknown temporary providers to develop trust and confidence required for keeping positive attitudes during these serious health challenges. 
• Recently the new Director of Radiation Oncology services, after dramatically increasing patient volume, resigned with similar concerns. Staffing these positions was a challenge before, now it is unlikely qualified candidates can be recruited under the current management. 
• Cardiology practitioners are facing staffing shortages, with management’s inadequate response to the growing demands of a retired and ageing population. This has led to increased patient wait times, backlogs for diagnostic testing, and the relocation of staff offices to the basement—until physicians partnered with Care New England, which was necessary to provide increases in critical services. Currently, plans are underway to add additional physicians and a mid-level provider.
• An excellent group of primary care physicians employed by South County Medical Group all left the organization’s Woodruff Avenue location due to irreconcilable differences with management which they felt directly impacted adversely on patient care. A Westerly primary care physician has resigned over similar concerns.
• Unresolved issues within the Ob-Gyn practice that remain unaddressed by the hospital, contributing to ongoing concerns.
• The imposition of organizational “benchmarks” for patient care visits that disregard the professional judgment of practitioners, who are best positioned to determine their patient’s needs. For instance, nephrology staff may require at least one hour for thorough initial consultations and over 30 minutes for follow-ups, yet the hospital insists on shorter visit times, compromising comprehensive patient care in this complex population.
• A critical shortage of pulmonary services, with only one doctor currently managing an overwhelming backlog of patients, a situation that requires immediate resolution.General surgical services have also been impacted by the loss of a highly qualified surgeon.
• Other services such as the sleep lab, home blood drawing services, lactation counseling services, cardiac rehabilitation and the anticoagulation clinic have been eliminated or significantly reduced.
• The management style of CEO Aaron Robinson, which has fostered divisions rather than collaboration, has often been characterized by abrupt, callous, and confrontational attitudes, as well as disinterest in the well-being of practitioners, former trustees, and donors. To protect privacy, specific incidents will remain confidential.
• A failure on the part of the Board of Trustees to address these and other significant issues, notably leading to a contentious exchange in July between physician trustees and Mr. Robinson. This situation has only exacerbated the challenges facing healthcare providers and delivery of care in the South County area.
• Many of these issues are being raised by the community and have made their way to social media.
 

In conclusion, we are gravely concerned that these unresolved issues have already had significant impact on patient care, the ability to attract and retainphysicians/providers/hospital staff and will have a deleterious effect on the future of this hospital and health system, diminishing its ability to form necessary partnerships with larger, more sustainable entities.

As recognized by Trustees Chairperson Joe Matthews, such partnerships are essential for the system's survival, to ensure that local care remains accessible to our community, and to uphold the century-old mission of this hospital. We must avoid forcing residents to seek care in Providence or other systems outside South County, which presents unnecessary travel burdens, personal difficulties, and disparities in care.Unfortunately, this is already occurring.

We urgently call on the Board of Trustees to take immediate and decisive action to realign management to safeguard the sustainability of our health system and foster a supportive, positive environment for both staff and patients.