Healthcare Reform or Health Insurance Reform?

September 12th, 2009 by Nick Jacobs 7 comments »

President Obama’s eloquent address to Congress on his proposed changes to the U.S. healthcare system was fraught with ambiguous issues that will certainly provide a feeding frenzy for opponents. When the President stated that “This country’s failure to meet this challenge year after year, decade after decade has lead us to a breaking point,” he was exactly correct. We are the only industrialized nation in the world that has not addressed this challenge.

There are too many people without coverage of any kind who use emergency rooms as their primary care physician. Unfortunately, the difference in cost between a visit to your emergency room vs. a visit to a physician’s office is exponentially different.

Q-tipsIf we, as a country, do not believe that we are paying for these patients in some real way, then we are not cognizant of how the system is being contorted in order to allow hospitals to remain solvent. When you hear individuals complain about the high cost of Q-tips in a hospital, it’s because they are being priced to help cover the losses being incurred from the millions of uninsured.

So, what is it that we must address? When the President said, “Under the present system, due to job loss or illness, many could lose their coverage,” he was totally accurate. Unfortunately, millions of Americans have come to experience this phenomena first hand, and could lose their homes, investments, and their possessions because they have no insurance. So, as President Obama appropriately questioned, “What is the best solution that is both moral and practical and best reflects the ideals and freedoms upon which our country is based?” He was clear to explain that implementation of either a Canadian-style system or an individual based system would both be a radical shift, and each represents extreme positions that would completely change the way healthcare is delivered in this country.

barack-obama-health

So, if we eliminate the extremes and concentrate on compromise, we begin to see signs of conciliation that might be embraced. For example, there appear to be very few people who would argue against providing “more security and stability to those who have health insurance.” The majority of Americans also seem to embrace the concept of providing some type of coverage for those who currently have none.

What the President and most of our elected representatives are avoiding in the conversation is talk about quality, safety, end of life care, wellness, prevention and outcome data.

Nash_inlay
David B. Nash, MD

I had the fortuitous opportunity to hear David B. Nash, MD, MBA and Dean of the Jefferson School of Population Health’s presentation on Population Health. At the risk of misquoting Dr. Nash, I will carefully attempt to touch on only a few of the facts, figures, and points that he made in his analysis of what it would take to fix the system.

One of the most profound points that Dr. Nash made was in seeking the answer to the following question:

What percent of adult Americans do all the following?

  1. Exercise 20 minutes 3x a week
  2. Don’t smoke
  3. Eat fruits and vegetables regularly
  4. Wear seatbelts regularly
  5. Are at appropriate BMI (Body Mass Index)

The answer surprised even this writer. Only 3% of American adults are following all five of these wellness and prevention guidelines, and 40% of deaths are the result of smoking, unhealthy diet, physical inactivity and alcohol use. In an interesting analysis of the President’s healthcare speech, finance author  J. André Weisbrod writes: “I see it as a Darwin Awards kind of issue. You are free to be stupid and I am free to not have to pay for your stupidity…”

Bundled payments, end-of-life counseling, evidence-based medicine, an emphasis on quality and systemic approaches to ensuring safety are only a few of the myriad suggestions recommended in Dr. Nash’s presentation.  Bottom line? The third rail of politics is limiting honest, open dialogue regarding reform, and time is running out.

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On Data Breaches

September 4th, 2009 by Nick Jacobs 1 comment »

About two years ago, I had a call from my local bank asking if I had purchased a washer and dryer… in Barcelona, Spain. Somewhere, someone had gained access to my credit card number, and used it illegally for that  purchase overseas.

It was not too long after that that another bank informed me that my card had to be canceled because of a data breach at a national chain store where I had purchased some clothing. (I have since come to learn that this data breach has already cost their parent company over $220M.) Then, a few weeks later, another card had to be canceled and re-registered.  Finally, about three months after that, restrictions were placed on still another set of cards due to similar, but entirely unrelated breaches. Three cards, three banks, multiple breaches …and my wallet was still firmly tucked in my back pocket.

Joe Carberry / David Chamberlin / FORBES magazine - data breaches - NickJacobs.org
In a recent article in Forbes Magazine, the facts and figures of this new, growing phenomena were outlined statistically so as to begin to bring some sense to the table regarding what we are facing.  The authors, Joe Carberry and David J. Chamberlin state that “Only 36% of C-level executives are confident their organizations will not suffer data breaches in the  next 12 months.”

As healthcare gears up to go completely electronic, we must remember that there are, for all practical purposes, entire countries dedicating serious efforts to breach the United States data banks.  Hackers are no longer  identified as stereotypical, 98 pound computer savants.  Many of them are professional criminals and terrorists.  As a former CEO, I always had to be cognizant of the risk, then do whatever we felt we could afford to do to help mitigate that risk.  Rarely, however, have I seen any type of comprehensive commitment to a comprehensive, multi-faceted approach to this effort.

computer security1_220The laws that address data breaches involve not only civil but also criminal penalties, and the individual laws of various states are most times very different.  It doesn’t matter if your business is located in only one state. What matters is where your customers are from, and if they are a diverse group, you must comply with each
state law regulating breach notification.

SunStone Consulting, LLC, and Immersion Ltd., through their InfoLaunch suite of products, are positioned to assist you to prepare for any type of breach.  As Carberry and Chamberlin state, preparation must involve not only legal, but also communications, the C -suite, and risk management.  They further recommend the following steps:

1. Be prepared

2. Move quickly

3. Take action, and

4. Be responsible.

The  professional reputation damage that could be encountered by the hospital or physician practice that is not responsible, not prepared, slow moving, and not action-oriented can be devastating.

Are you prepared?

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Getting Money… Finding Money… Saving Money

August 29th, 2009 by Nick Jacobs 13 comments »

As a hospital CEO, one of the greatest challenges that I faced was that of resource allocation. Because my personal goals included making our organization:

  1. A facility that became recognized for its very high quality physicians
  2. A Planetree facility where you never had to “leave your dignity at the door”
  3. State of the art in every technological area
  4. The employer of choice in the area

…our financial challenges were sometimes overwhelming. This hospital was located in an area where the average salary was only $22,000 a year, the population continued to decrease, and there were three other hospitals within about eight miles of this facility.

money craneDue to these very real financial challenges, many of my nights during the eleven years of my presidency were sleepless ones. Consequently, it has become my personal mission in my consulting efforts to help remove the barriers for my former CEO peers so that they can meet their personal goals through a “Get, Find, or Save” philosophy.

Under the “Get new sources of funding” category, one of my successes was that of creating alternative solutions to very challenging problems. Many times we found new financial resources by following the “Road Less Traveled.” Although not all of these journeys were fruitful, the ones that were deserve to be replicated, so that other CEO’s might generate funds for their organizations using knowledge learned and perfected through these personal trials and errors. Included in this list were efforts in areas such as sophisticated diagnostics, the use of new high technology modalities, high-touch integrative medicine, special packages for wellness and prevention, a community workout facility, the use of molecular testing, and many more.

The “Find” portion of this equation comes from my associates at SunStone Consulting. Their particular skills and talents learned through years of work with the largest accounting firms have resulted in unique, proprietary software and knowledge that allows them to uncover monies already generated by your organization that otherwise might never be collected: Worker’s Comp, Transfer DRG’s, Pharmacy Charge master analysis, and a half dozen more areas bring these funds straight to your bottom line.

SunStone275

Finally, the “Save” piece of this puzzle is coming from a dozen new ideas, products, opportunities, and technologies that until very recently were generally unknown. Everything from software that provides your physicians with Continuing Medical Education Credits for researching their own patients to new Hazardous Medical Waste Recovery to FDA-approved technologies to identify wounds that have not yet manifested themselves. All of these are on the pallet for potential use in a hospital or clinical setting.

As the Executive Director of a 501(c) 3, nonprofit organization back in the early 1980’s, I remember hearing for the first time a hard core description of the personal qualities that should be considered by the executive when looking for a board member. While the original board member recruitment philosophy had been to seek out people who would either Work for or would bring Wealth or Wisdom to the organization, this particular advisor said, “We are looking for people who will Give Money, Get Money, or Get off the Board.”

physician_staff

Well, if you are looking to find already-earned yet not collected resources, to create new resources, or to work with companies that bring you extensive savings and value, or if you are just looking for a little more sleep, look to those who have successfully navigated the white waters and thrived.

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Nine Trillion Dollars in the Hole?

August 22nd, 2009 by Nick Jacobs 1 comment »

Let me be the first to admit that I was and am all about change. Change has been the only consistent thing in my life.  Today, however, when the deficit projection was revealed to be nine trillion dollars over the next ten years, my non-economist mind began to wonder where this is all going?

My son-in-law is coming home in the next several days from a one year deployment that saw him in harms way in Iraq for the last eight months, and now we all sit with our fingers crossed that we will not be facing a similar deployment not too many months from now to Afghanistan.

How does one maintain two wars, keep soldiers stationed post-World War II in Italy, Germany, and Turkey, to name a few, and in South Korea plus continuing to remain in Iraq, and now push more and more into Afghanistan without bankrupting this country?  Is it possible that very very smart people are not capable of figuring out that in a down economy, the finances will continue to go south until we are, like the USSR in the Cold War, going broke?

When do we begin to see that the previous several administrations lead us into a mindset of borrowing against our future to the extent that we may not have a future, and when will we say, “Okay, enough, let’s stop feeding trillions into wars, and start trying to figure out the rest of this economic equation?”  It clearly is no longer a war on terror, but what is it?  If it is an economic war intended to create jobs a.k.a., the argument for or against the F-22 cuts, can’t we find a better way?

health_debate_specterThe people who seem the most upset about the health care debate are clearly the people who have healthcare, and the people who are least likely to speak out are the young women and children who have no coverage.  Not only will they not speak out, they also don’t, for the most part, vote.  If anyone believes that we are not in some way paying for the 46 or 47 million uninsured now, they are clearly delusional.  Ask a hospital CEO how much the facility charges for an aspirin or a Q-tip.  It’s not because these items cost so much more in a hospital setting, it’s because there is not enough money to go around when patient after patient presents at their doors without healthcare coverage.

We have acquiesced to AIG, to the very large banking institutions, to the automobile manufactures, and to numerous major financial houses.  We have placed billions of our tax dollars into their hands and have watched as their CEO’s, like that of AIG, continue to make millions in salaries with millions more in bonuses.  We have continued to wage wars that were clearly called “Republican Wars” during the last administration, and have no name now.  And we are watching our Social Security and Medicare accounts dwindle more quickly than anyone could ever have imagined.

Far be it from me to take a political stand on such complex economic matters, but it does seem very certain that our futures are tied inextricably together and, unless we slow down our expenditures, find ways to be more fiacally responsible, and, take care of our fellow man, we seem to be heading down a very destructive path.  Alan Greenspan’s admission of missing the economic targets of not too many years ago rings in my ears as he said, “I underestimated the greed.”  Maybe we have all underestimated the greed for too long.

As a professional giver of advice, let me conclude by saying that we can make this work. We can pull back the reins, slow the spending, and still move the economy.  It’s no different than managing our own personal economics; live below your means, save, take care of the necessities, and realize that not all belts can wrap around a 44″ waist. But all of this takes some serious discipline, something that our leaders seem to have been missing for a very long time.  We can’t continue to talk our way out of trouble;  serious, positive action is the key.

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Thinking at the Beach

August 13th, 2009 by Nick Jacobs 39 comments »

In January, my journey to create a new division for SunStone Consulting, LLC, began, and, with the economy in a deep slump, it appeared to be a journey fraught with almost insurmountable challenges.  How does one begin a new division during a time when most organizations were digging deeply into self-preservation mode?

Photo credit: Generation Y Travel
Outer Banks, NC | Photo credit: Generation Y Travel

The first concept that we explored was to help organizations, groups, councils, and associations assist their members while providing either a stream of income or discounts for these organizations.  Several companies responded positively to this idea: Chambers of Commerce, Hospital organizations, and others signed on for involvement in these relationships.

By March, nearly 20 companies had come on board and 12 more have followed since then.  We brought on two additional marketing specialists to assist us with these contacts.  The areas of interest ranged from Environmental to Government; software to construction projects, from hazardous waste to  fund raising, building quality initiatives into employee job descriptions; and economic development to educational training for management.

Once it was clear that this component of the new division was going to be functional and effective, we placed our focus and emphasis on direct consulting, which, due to the economy, was a much greater challenge.  This effort started very slowly as organization after organization expressed sincere interest but most also faced serious budgetary challenges.  Of course, for SunStone Consulting’s other financial divisions, because they specialize in finding the money that typically was already earned by the hospital or assisting with compliance and billing issues, business remained strong.

telemedicine_connectsDuring this time some very interesting assignments appeared including:  a university wellness program, multiple brain-oriented companies, as well as two PTSD, and two combat wound injury-related programs.  This part of the new division is now beginning to flourish with assignments ranging from the military to a hospital-based disaster recovery center, from telemedicine in rural hospitals to development efforts in Indiana, New Jersey and Pennsylvania, and California.

As we move forward into this next quarter, it is clear that the new division will produce results through rewarding relationships for all companies involved.

Some of you have asked me how this effort relates to having been a hospital CEO, and that answer is clear.  As a CEO, my days were filled with challenges, with literally dozens of special efforts emanating from numerous areas.  For example, here is a typical  list of topics dealt with on a CEO’s agenda:   meetings regarding the following:

  • Community Fitness Center
  • Tissue Repository
  • Breast Center
  • Hospice
  • OB department expansion
  • Pharmacy
  • Operating Rooms scheduling
  • Emergency Department
  • a construction project
  • marketing efforts for a new initiative
  • finance

If you can’t multi-task, the position of CEO is not a place to be, and keeping up with these consulting clients is just as stimulating.

By March, nearly 20 companies had come on board and 12 more have followed since then.  We brought on two additional marketing specialists to assist us with these contacts.
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Loyalty and The Life of a CEO

August 9th, 2009 by Nick Jacobs 12 comments »

Since stepping back from my CEO role, I have had time to reflect upon the toll that a position like that can take on any individual regardless of the thickness of their epidermis. I have come to realize that anyone who is completely in charge of an organization faces many of the same challenges.

CEO_scales256As a young man, I had serious delusions about what it would be like to be in the role of President. It was kind of a Superman fantasy: Yes, I would be kind, understanding, and fair. It would be my further commitment to be honest, forthright, and ethical in every way. My obligation would be to the people and the patients at all levels. My motto would be “Truth, justice, and the American way.”

Then the big day came, and my tenure began. It took about an hour to realize that it was now my personal responsibility to do everything necessary to generate all of the money needed to make payroll for the employees. In an area with a disappearing population base, that was an extremely challenging task, and as the Sisters of Mercy used to say, “No money; no mission.”

During the money quest, the issues of loyalty and fairness were always rearing their ugly heads. Could you, in this very self-centered culture, ever really expect people to be loyal no matter what your commitment had been to them? I would minimally try to play the role of a benevolent, servant-leader.

I was the guy who would reach out to people who needed a break and then provide them with that break; sometimes against the conventional wisdom. What did I expect in return from them?  Simple loyalty. Time and time again, however, those same people who might never have had the opportunity that they were given would turn on me. It became almost predictable.

It took them a long time to believe that they were capable of doing the job that I had personally selected them to take, but usually as soon as they reached their comfort zone they would begin to turn away. Maybe it is just human nature, but even Mighty Mouse would have been disillusioned by this recurring situation.

The other CEO reality is that fairness is situational and so subject to interpretation that it becomes impossible to please or satisfy everyone. The nature of our new collective employee psyches seems to be one of “If it’s not done directly for me, then it’s not fair.” The list of individuals who were brought to the leadership stage over my 22 years in healthcare was voluminous. Dozens of people were given consideration for their education, salaries, promotions, and advancements, yet if one other person was recognized in a similar way, the hue and cry was often, “It’s not fair.”

superman_couch

So, looking back over two decades of running hospitals, foundations, a research institute, and several other spin-off companies, an appropriate summary for any future leader is to “go with your gut.” With that in mind:

You are not now and will never be a superhero.

You are a human being with human frailties.

You cannot right the world or repair dysfunctional childhoods, marriages, or lifestyles through your benevolence.

However:

You can do what you believe will result in the most good for the most people.

You can respect the fact that your efforts could help to continue payrolls for hundreds or even thousands of families.

You can embrace the fact that the vast majority of your mistakes will not be fatal to anyone, but you also need to learn to cut your losses and deal with the disloyal.

One of my mentors used to pull me aside periodically and say, “Nick, you’re doing a great job, but you need to lighten up. We only pass through here once. So, try to enjoy yourself, my friend.”

Now that was good advice.

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The List

July 25th, 2009 by Nick Jacobs 4 comments »

Okay, so if you are in healthcare administration and you have any interest in what’s going on in my world, just take a quick read of this descriptive list of services from various organizations with whom I have become aligned.

healthcare_puzzle450

In terms of creating value for any of you, the first organization that I obviously believe should be on your list is SunStone Consulting.  In order to help explain our work, think of the following list:  Transfer DRGs, Worker’s Comp, Compliance and RAC readiness assessments.  These represent just a few of the professional services in which SunStone specializes for hospitals.

What about the rest of the list?

  1. Virtual elimination of  “accounts receivable.”
  2. The building of software bridges to anywhere.
  3. Expertise in telemedicine delivery.
  4. Business flow software systems, like Legos, that can be added for any business unit.
  5. Research software that delivers, white papers, proteomic and genomic research results, and pharmaceutical tie-ins through its unique search engine.
  6. Marketing research for any occasions.
  7. Business development and lobbying services.
  8. Food services.
  9. Environmental savings and income solutions.
  10. Educational training in all aspects of management expertise.
  11. Biofeedback systems for stress management.
  12. Hazardous waste disposal.
  13. Response systems for data breaches, i.e, notification mailings and call centers.
  14. REIT-type investment and building solutions for expansion projects.
  15. Searches for all executive and executive medical and PhD leadership positions.
  16. HR software to ensure objective  employee evaluations for quality improvement.
  17. 24 hour translation services for hospitals and physician office practices.
  18. Comprehensive  proteomic lab services for sophisticated oncology/cancer testing.
  19. Electronic Medical Records
  20. Physician office billing systems.
  21. Strategic planning expertise for hospital medical staffs.
  22. Physician practice diagnosis and “repair.”
  23. Grant writing and fund raising for all aspects of healthcare: residencies, research, job training, nursing schools, and so much more.

If you need to find funds, are looking to have money returned to you that you have rightfully earned, want to improve your business quality and efficiency, are in need of comprehensive analysis to help you start, improve, or garner maximum profitability from a business unit, or just want to improve your bottom line, follow the money . . .

Check out SunStone Consulting’s Global Solutions, and give me a call.  It’s what we do.  (This was not a paid announcement.  Rather, I just wanted to let you know what I’m up to besides board, administrative, and personal consulting and assistance.)

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Non-traditional Thinking Pays Off

July 19th, 2009 by Nick Jacobs 12 comments »
health_montageWho would ever consider having 24-hour ’round-the-clock family visiting in a hospital; beds for loved ones to stay overnight; deli-style counters on the patient floors to serve hot meals to loved ones, patients, and staff; popcorn machines in the lobbies; bread baking in the hallways; live music, massage, aroma, pet, humor, and drumming therapy; decorative fountains; and special mammography gowns for modesty? We did, and that was over 12 years ago. Our patient population tripled through the emergency room. The budget tripled, and the number of employees almost tripled.

At a lecture I once attended, Dr. Leland Kaiser said, Give me the creative leader every time. They will always win over the traditional one.”

Well, yesterday, I met a creative leader. This young business entrepreneur was only about 34 years old. He owned a construction business that specialized in concrete. You know, poured basements, slabs, sidewalks, and driveways. When we discussed the current business climate, he smiled and said, “I’ve done okay.” Well, we all know that the construction business is literally on the skids right now and has been since the crash last year. NPR news ran a segment on Thursday about the 12,000 new government jobs being created in the Washington DC/Northern VA area. Seemed like good news until they said that these jobs represented only about a third of the more than 30,000 construction jobs that had been lost to date there.

When I asked our young rock star how he did it, he smiled and said, “I got this idea.” The number of times that those words have come out of my mouth is virtually immeasurable. Yet someone else has later described the related actions as an accidentally brilliant strategy. My response to him was, “So, what was the idea?” He smiled and said, “As soon as I got a bill, I paid it, that day, that minute, that instant.” As an employee of an accounting-type firm, my mind began to race with the traditional thoughts of “Oh, my gosh, how foolish. He could be getting interest on his money for 30, 60, or even 90 days, and he is paying his bills when they arrive?,” I thought to myself.

He then began to explain the outcome of his decision. “My suppliers love me, and because they don’t have to add in late fees, collection costs, lost interest, or simply lost money from late or uncollectable accounts receivable, this practice got their attention. Because they, in his words, “loved him,” he was able to negotiate better pick-up times for the concrete. This made him more flexible and productive as the trucks arrived at 8:00 AM with the morning’s first load of cement. The suppliers were also willing to negotiate lower prices for him than they could for the other contractors with whom he competed. Why? Because he paid them promptly every time.

He then went on to say that because his costs were lower than the other contractors, he could lower his prices to the builders with whom he wanted to do serious business, and, instead of the six or eight regulars that kept him going in the good times, he was now able to attract about 28 builders who wanted to work with him because he was on time, did good work, and, of course, was less expensive.

So, when he told me that he was doing okay, it meant that none of his employees had lost their jobs, his income had not gone down, and his business was virtually booming in an economy that has meant bankruptcy for more traditional construction oriented businesses. The really great news, however, is that this guy is a long lost, distant cousin about whom I had never known until just a month ago. So, I guess creativity runs in the family. Oh, yeah, and he’s a heck of a musician, too. Seems like Leland was right.

A Blueprint for Transformational Change: Nick Jacobs’ 2009 Graduate School address at St. Francis University’s 2009 commencement ceremonies

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Don’t Drink the Water?

July 8th, 2009 by Nick Jacobs 2 comments »

Ever wonder about this whole water, nutrition, thrown-away-or-passed-through-pill thing?  I was talking to a friend who was explaining her box filled with powered, bio accessible supplements to me.   You know, the kind you drink in a milk shake in the morning.  She explained that her house had a septic system and that the annual visit by the septic maintenance truck was usually an occasion to discuss topics that the rest of us don’t get into on any given day.  Interestingly, she asked the septic  guy if things have changed “down there” over the years. (I know, I know. Too much information.)

His answer was terse.  He said, “Yep, all we see now when we start our work is pills, undigested pills.”  I’ve written blog posts about the lack of filtration capability built (or not built) into our water purification systems, and suggested that you move to Chicago if you have high cholesterol because there are so many lipids in the water.

Nicholas D. Kristof, Pulitzer Prize winning columnist for the New York Times has always been one of my literary heroes.  His coverage of Darfur, his reports on the Iraq war, Afghanistan, China, and gender rights issues have all captured my attention and admiration.  His column last Sunday in The New York Times, It’s Time to Learn from Frogs, was deeply disturbing and raised issues that should capture not only our imaginations but also should tickle our most profound concerns.

three legged frog
Photo credit: Discovery Channel/TreeHugger.com

For those of you who did not read it, the basic thesis was one of caution as we see our amphibian friends sprouting extra legs and some developing stunted genitals, while some of their fish companions are devolving into intersex fish that display female characteristics and produce eggs.  The reason for these changes is being attributed to a class of chemicals that scientists refer to as endocrine disruptors.  Some are passed into the environment through the urine of human females on estrogen treatments.  Although these theories for the disruptive changes in nature are still only theories, we have also begun to see a serious percentage of male babies  (7%) being born with undescended testicles and 1 percent being born with the urethra exiting the penis improperly.  Obesity may also be impacted by chemicals that contributors.

As the founder and former CEO of a research institute, our scientists constantly reminded me that 75% of our cancers were produced from the environment.  As we saw completely substantiated reasons in our economy to add man-made chemicals to retard spoilage, discourage bug infestations, and produce larger chicken breasts, or more attractive fruits and vegetables, the cascade of potential consequences caused by these decisions were never really known to us.

Mr. Kristof ends his op-ed by stating that “Those deformed frogs and intersex fish – not to mention the growing number of deformities in newborn boys-should jolt us once again.”

Could someone pass the “Fresh Mountain Spring Water?”  Oh, yeah, the one that’s full of heavy metals from the acid rains.  You know, that Grey Goose is looking better every day.

For further reading:

What Are Endocrine Disruptors?

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Happy 4th of July…(Sort of)

July 3rd, 2009 by Nick Jacobs 28 comments »

Recently, my youngest child —a wife and mom in her 30’s,  got a new job that came with a company cell phone, a Blackberry. The problem was that she had a “Friends and Family” cell Phone plan, and no longer needed her old phone.  She called the wireless company, explained the situation, and they said, “We’re sorry, but the telephone bill is in your husband’s name, and only he can change this.”  She painfully explained that he is in the Army National Guard in the middle of a war zone.  The wireless carrier’s “Customer Care” representative replied, “I’m sorry, but he must call in, give us his Social Security number and the password or nothing can be changed.  There are no exceptions.”

American soldiers with the 101st Airborne Assualt Division at Camp Pennsylvania make phone calls from a makeshift, and often malfunctioning, phone center. - Photo by Benjamin Lowy/Corbis -Image © Benjamin Lowy/Corbis
American soldiers with the 101st Airborne Assualt Division at Camp Pennsylvania make phone calls from a makeshift, and often malfunctioning, phone center. – Photo by Benjamin Lowy/Corbis -Image © Benjamin Lowy/Corbis

She explained, ”He does not have a telephone to call you from his base in the desert.” The service representative said, “ Then he must send us his Power of Attorney.”  This frustrated young army wife and mother of three said, “We’re not adopting a child or buying a house, we’re trying to change a wireless plan?”   “Let’s see, Osama Bin Laden is still making DVD’s, but you can’t change a phone plan?,” she went on.   “That’s correct,” came the icy cold reply.

Undaunted by this setback, we went to the local wireless store hoping that we would find an employee who was not the Tin Man from the “Wizard of Oz.”  The young lady patiently waited the 20 or so minutes until her name was called, went up to the associate at the counter and said, “I’d like to take this phone off the family plan and move it over to my new company.”   “I’m sorry, he said.  “The bill is in your husband’s name.”  She explained that her husband was deployed.  The mystified sales associate said, “I’ll check with my manager.”

The Tin Woodman speaks

You guessed it,” the manager said, “Just have your husband call.” “He doesn’t have a phone,” she exclaimed.  By this time everyone was listening intently.  The young man said once again, “Have him call.”  It was at that point that I lost it and said, “He’s in the war! They shot at him today.”  A few stations away, a man who was obviously a veteran yelled out, “Give me his numbers, I’ll put a war movie in the DVD and call these jerks for him.”  The next woman over just shook her head.  Undaunted, the red faced associate stuck to his guns.

Clearly corporate America was making a point.  War?  What war?  Who cares?  “Rules are rules, and they will not be altered!”  This was the third time in as many months that she was greeted with this type of callous big business attitude.  Because it was in a new location, the local cable company would not put cable into their home to provide access for the family to communicate with their dad via the internet for under $3,000.  Even when she explained the desperation of a war mom separated from her husband for a year, their reply was simple, “No, it’s $3000,  or no cable.”

She then asked that her satellite TV be discontinued, and was told that she would be assessed another several hundred dollars because the contract had not expired.  She once again explained the Iraq situation and the need for high speed cable, but they replied, “Sorry, but that’s the way it is.”

So, let’s all take this opportunity to thank our wireless company, the cable company, the satellite company, and every other United States-based company who so fervently support our troops and their families. Sung to the tune of America the Beautiful:

The magnitude of gratitude expressed by corporate greed;
Tells all our soldiers everywhere we’re grateful, yes indeed.
We’ll fleece you here and fleece you there as you protect our homes
Just watch us help your families until you all come home . . . NOT!

In the words of Stephen Colbert, you’re on notice.

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