As an introduction, I am a former hospital administrator and board member and a professor of graduate studies. My career path in health administration has included rehabilitation, trauma care, geriatrics, Indian health care and wellness. I was the health director for the Wampanoag tribe for 11 years and am currently a health care consultant (End of the Trail). I have been coming to the Island since early childhood and living here since 1980. I co-owned Zapotec restaurant in the nineties and am the innkeeper of The Look Inn, my home. In years past I have worked with various Martha’s Vineyard Hospital board members and physicians to support the growth and development of our community hospital. I co-chaired with Dr. Russell Hoxie (a blessed memory) the Martha’s Vineyard Health Report, and was part of the group of Islanders that started the Dukes County health council and the Whole Health Alliance. I would like to share my thoughts on the current state of affairs with our hospital.

I am more concerned with the future of our hospital and do not want to dwell on past issues. The most important issue is the development of a strategic plan for the hospital. This should be the foundation of health care for the present and future, for residents and visitors. To the best extent possible, we should be reviewing published data from insurance companies, Medicare and Medicaid on the health status (diagnosis, age, sex, etc.) of those cared for as inpatients and outpatients to the hospital. We should consider completing a new health report as we did in the past. Both of these efforts will give us all an insight into the present health conditions and those of the future that our hospital should be prepared to address. The community, through input from our present institutions (Dukes County health council, education, police/EMS/fire, local government, councils on aging, etc.) and our residents and visitors should play a key role in the conversation of our future health care needs as provided by the hospital. The present board should consider and advocate for this critical input. The hiring of a new CEO should not commence until it is clear as to what path the hospital should be taking (i.e. the adoption of the strategic plan). It is important to know first where we are sailing and then determine the best person to be at the helm.

I strongly believe that our community hospital has other important roles to play. I appreciate the ongoing excellent care and dedication that our physicians and all staff provide 24/7 for acute care, emergency care and long-term care. I would advocate that the hospital should do all that it can to assist in the overall improvement of the overall health status of our community. Consideration should be given to the following:

• The establishment of an Island advisory board to the hospital board.

• Developing a geriatric program with geriatricians to address the health care needs of our significant aging population.

• Developing a chronic care program to address the present/future conditions (obesity, diabetes, mental health, opiates, hypertension, etc.).

• Allowing alternative licensed care givers (chiropractors, acupuncture, massage, etc.) to be a part of the health care team on staff to provide patient care to patients in collaboration with the physicians.

• Developing formal programs for health promotion and disease prevention.

We have before us all an excellent opportunity to move forward in a good way. The past is the past, the future is for us all to embrace and provide our best input in a respectful manner to our hospital board and staff. After all, we are all in this together. And lest we forget, the Martha’s Vineyard Hospital is ours.

Frederick Rundlet
Vineyard Haven