Onondaga Case Management, Again

So I ate lunch—homemade bean soup, cornbread crackers, a banana ice pop and iced tea—and then had a medical massage, which always is a really, really good thing, and a gift from a Christian. Lots of people like to say lots of really, really bad things about Christians, particularly how they start wars and kill a lot of people, but I know some Christians who are really, really loving and do kind things like give me free massages, so I get massages with love.

So I promised myself that I was going to spend the rest of the afternoon reading and sleeping because I’ve been pushing myself pretty hard, and have a couple of strenuous days coming up and I need to be prepared. I read for fifteen minutes, as is my wont. Once I tried to go to sleep without reading for fifteen minutes and instead of sleeping I got awaker and awaker and finally had to get up and start my whole sleep routine all over again. Let that be a lesson to you. I’ve never since gone to sleep without reading first.

Currently I’m reading Sara Paretsky’s Blacklist, featuring V.I. Warshawski, private investigator. V.I. has fallen into a nasty, dirty pond, discovered a dead man, and caught a terrible cold. I am 99 pages into the book and still haven’t decided if it is worth reading, but that’s irrelevant to this story.

I read, I went to sleep, and fifteen minutes later the phone rang. Don’t you just love it? I need to get someone to teach me how to turn the damn thing off because no phone call is ever as good as the nap it interrupts. The caller was some intake female from Onondaga Case Management.

I do not like Onondaga Case Management. I had a case manager from them several years ago. She started out great but then went off the rails. She was telling me about her 40 first dates from a dating service—39 of whom wanted to have sex with her—and her son’s trip through the ICU, and her separated husband’s suicide attempt. Also, when we went for coffee, I had to pay for hers, and her car always seemed to break down on the day of my appointment, and so on and so forth. If the client is so messed up that she needs a case manager, then she also needs not to be burdened with somebody else’s life crises. It’s called professionalism.

So I called her supervisor to beg for relief. Of course, the supervisor did not take the call. She let it go to voice mail and did not return it: she went and talked to the case manager, who said everything was fine. So I waited a couple of days and called another supervisor, who also let it go to voice mail, then talked to the case manager, who said everything was fine.

Holy crap! What are you supposed to do when your case manager has gone off the rails? I put all the problems in a letter to the agency director. Thereafter, the case manager was removed from my case. And I was not given a new case manager. They decided I didn’t need one. WTF?!

I was treated most unfairly, but the one point that I did hammer home was that somebody’s got to check up on the case managers! You can’t just let them have their way and take their word for it that everything is fine! In human services you can’t just abandon quality control! Some guy’s working the manufacturing line and putting the widgets on backwards and nobody notices? That’s what they do in human services.

What they should be doing is having the supervisor meet regularly—maybe once every six months—with the client and say “How’s it going? What do you and your case manager do together?” Since the debacle that I made them aware of, I’ve heard that Onondaga Case Management (OCM) is now doing something like that—but not with me. Me they kicked out.

Let me tell you another story of something I got fixed at OCM, nearly at the cost of my life. I applied for services there and they refused me, saying I didn’t need services. Well, it turned out that there’s a specific list of things you should have, and if you don’t have them then you should get a case manager who will help you get them—stuff like a safe, affordable home, Food Stamps, Medicaid, and so on.

Well, “they” decided I didn’t need help. But I was falling apart. Things got worse and worse, and I kept applying to OCM for help and they kept refusing me. Even when I ended up in the hospital and the social worker applied for me, I still got turned down. I was desperately in need and no longer could cope with anything, but The System, in its august wonderfulness, would not help me.

Wrought with despair, I took an overdose of drugs and spent a month in the ICU on life-support. After which, my doctor said “You do not go home without a case manager.” Then he called the head of the agency and I got a case manager. I was pretty pissed off; you shouldn’t have to die to get help, but that is the way it works in the psychiatric system in Onondaga County.

What I found out later was that OCM had one—and only one—girl doing intake. She never re-evaluated my case. She decided “no” once, and never again looked to see if my circumstances had changed.

I don’t know what OCM did with Sharon Frisbee, the intake woman, but the intake process was turned over to a committee, thereby increasing the possibility that someone will actually pay attention to the people petitioning for help.

And now years have gone by and I need help again and some bleeping dorkhead in Rochester has referred me to Onondaga Case Management when I requested a different agency.

How many lessons, and at what price, do I have to teach OCM?

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HUD Inspector General’s Office

Dear HUD Inspector General:

My name is Anne C Woodlen and I live at McCarthy Manor, 501 S. Crouse Ave., Syracuse, N.Y. 13210. My email is rabbitsfoot291@outlook.com I am 68 years old and multiply disabled. McCarthy Manor is owned by Related Companies (http://www.related.com/our-company ) and is a HUD-subsidized property for people over 65 or disabled.

We have 183 tenants in an eight-story building and we only have one elevator. The second elevator broke down on February 2 and has not been repaired. About fifty of the tenants are in wheelchairs and about another 25 use walkers. You only can get two wheelchairs in the elevator at a time.

The reason the second elevator has not been repaired is because the owner, Related, and the elevator company, Schindler, can’t agree on who’s going to pay for it.

Related bought the property around 2007, got a $1.5 million grant, and rehabbed the place, including the elevators. February 2, 2015, there was a major breakdown that took one elevator out of service. Now Schindler says Related has to pay and Related says Schindler has to pay and they will not fix the elevator for the tenants.

Meanwhile, 183 people, 50 in wheelchairs, 25 with walkers, and a couple of dozen with dogs all have to squeeze in one elevator. There are times when the line waiting for the elevator goes across the lobby, out the door, and down the sidewalk. Everybody is fighting with everybody else. The dogs are biting each other. Tenants are taking each other to court. The landlords are ordering us into mediation. The problem is that we are not being served as we are supposed to be.

I, personally, have talked to the manager, Dana Natale. She pre-dates the Related Company and was a wonderful manager but now Related has tied her hands and ordered her not to talk.

I have talked to Jessica Chiamulera, District Manager, (Related Management, Telephone: (315) 475-5027, Fax: (315) 475-2928, jchiamulera@related.com), who issues public relations statements instead of dealing with the problems, and gets about half the facts wrong.

I have talked to Betty Perry, CPM®, Regional Manager – (Region 4) (RELATED MANAGEMENT, Office: (631) 284-3417, Mobile: (646) 522-4217, FAX: (631) 727-4412). She refuses to take any responsibility, repeating over and over that she’s only had the property for a year, and she gets the other half the facts wrong. Both people are stone-walling the tenants with lies and half-truths.

Hector Panero is the senior vice president at Related who is responsible for the property. I call or email, and he kicks it back to Perry, who continues to do nothing.

I have contacted Tom Druelinger, our project manager at HUD. He does nothing except forward complaints to CGI, whose call-takers in New York City will not listen to old, confused tenants, and then get the facts wrong. I am too old and sick to keep up with those damn kids, and when I asked for more time under the ADA, they gave me one week and then closed my case.

We had a fire here about a month ago (the second bad fire in about 15 months). I woke up to smoke billowing up past my window. I live on the eighth floor. People in wheelchairs in a fire? That’s a two-man carry down the stairs for each tenant and that’s impossible for the Fire Department.

The fire chief and I agreed that if they have to evacuate the tenants then it will be in body bags. The chief has called the situation “intolerable” but says there’s nothing he can do about it: the code only calls for one elevator.

The tenants here are at each other’s throats because we simply cannot live our lives safely and in a healthy manor with only one elevator. Our home health aides need about fifteen minutes for each one-way trip in the elevator to get the laundry washed and dried.

For God’s sake, will you please help us? Related Management does not care a fig about the tenants; they only care about the money. WILL YOU PLEASE MAKE RELATED MANAGEMENT SERVE US ADEQUATELY, EVEN THOUGH WE ARE POOR?


Anne C Woodlen

P.S. There are multiple other serious problems that have arisen since Related bought McCarthy Manor, but I am too sick to detail them now.

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The Non-Medical Medical Program

This is a complaint against Central Park Rehabilitation & Nursing Center, Administrator Patrick Calli, and Patty Wilson, director of the Adult Day Care Program. Central Park is located at 116 Martin Luther King East, Syracuse, N.Y. 13205, telephone (315) 475-1641. It is owned by Upstate Services Group of Spring Valley, N.Y.

Director Patty Wilson wrongfully denied me admittance to the Adult Day Care Program and, when I attempted to file a complaint, Administrator Patrick Calli would not listen to me.

I applied for admittance to the Day Away Program. Only after the fact did I read the web site (http://www.centralparkrehab.com/day-away-program.13-0-13-.html) and discover that Central Park does not address itself to the patient; it addresses itself to the patient’s care giver. Apparently Central Park does not consider its patients to be sentient beings and worthy of being spoken to as independent and valid people.

On Monday, April 20, Director Patty Wilson came to my home for an appointment scheduled for 3:00 p.m. She arrived twenty minutes late and stayed for an hour and ten minutes. She almost immediately informed me that the nurse who should have accompanied her was not present because she, the nurse, had a doctor’s appointment that the director had not known about. I thought it odd that a director would not know when her subordinate would or would not be at work.

When the conversation reached a point where I spoke of my major illness, myalgic encephalomyelitis/ systemic exertion intolerance disease (ME/SEID) Ms Wilson interrupted me to say that she was a social worker, not a nurse, and had no medical training. Thus dissuaded, I made no further mention of my medical problems, which include:
1. MYALGIC ENCEPHALOMYELITIS (ME)/SYSTEMIC EXERTION INTOLERANCE DISEASE (SEID)–Electric wheelchair, electric hospital bed, home health aides
2. Intolerant of all long-term medications–Particularly, cannot take insulin, DDAVP, HCTZ or antidepressants; currently treating with homeopathics
3. Diabetes mellitus, type II –A1c 15 (normal below 7); glucose average 448 (normal below 120)
4. Nephrogenic diabetes insipidus—24-hour urine above 7 liters (normal is below 2); indwelling Foley catheter
5. Chronic kidney disease–GFR ranges from 58 to 32 (normal above 60)
6. Unstable severe obstructive sleep apnea–Auto BiPAP (re-sets with every breath)
7. Depression—Intermittent due to chronic hyperglycemia and chronic fatigue
8. Morbid obesity
9. Executive dysfunction learning disability
10. Fibromyalgia
11. Cataracts–1.5, with trifocals
12. Left ventricular hypertrophy
13. Right branch bundle block

At the end of the interview, Ms Wilson scheduled me for a visit to Central Park on Wednesday, April 29, that would include lunch and a 1:00 p.m. appointment for a medical history with the nurse.

On that day, Ms Wilson called to cancel my visit because she had a personal situation with which to deal. I was scheduled to visit for about two hours—lunch and a nursing interview. Why couldn’t that proceed without the director, who had already interviewed me extensively? What is Ms Wilson’s problem that her little program cannot continue without her presence? Ms Wilson stated that the Central Park day program is authorized for fifty patients, however only has twenty. Why is that?

Ms Wilson said she would call back the next day to reschedule my visit. She did not call back the next day or the day after.

On Monday, I tried to call her but was routed to her voice mail. I asked the receptionist who Ms Wilson’s supervisor was and was told it was Administrator Patrick Calli. I left a message for him, and got a return phone call from Ms Wilson in the afternoon.

Ms Wilson stated that she had “a long conversation” with the nurse and “they” decided I was not medically eligible for the program. A woman with no medical training refused to listen to my medical history, then had a long conversation with a subordinate nurse and “they” denied me admittance.

The nurse had no knowledge of my medical history, and the director had no understanding of it, yet they put their heads together and banned me from the program based on their perception of my lack of medical need.

On Monday, Tuesday and Wednesday, I left messages for Administrator Calli, requesting a return call because I had been treated unfairly and wanted to file a complaint. Mr. Calli did not return any of my calls.

On Wednesday, May 6, my power of attorney, Dr. Stephen Wechsler, began to attempt to contact Mr. Calli. Mr. Calli returned two of Dr. Wechsler’s calls, however they played telephone tag and did not connect.

The administrator of Central Park made no attempt to listen to an elderly female patient-applicant’s complaint, but did return calls to the male doctor who was her power of attorney. Patrick Calli, again, made it clear that Central Park does not consider patients to be important. How many inpatients at Central Park are trying to voice their complaints and being ignored?

I would like a substantive investigation of the Central Park Adult Day Program. Why is it under-utilized? Why is Director Patty Wilson over-stepping her boundaries and making medical decisions without medical credentials? Why is Administrator Patrick Calli overlooking the problem?

Anne C Woodlen

The above complaint was filed—
–With the NYS Dept. of Health, against Central Park.
–With the NYS Dept. of Health, against the license of Administrator Patrick Calli.
–With the NYS Dept. of Education, against Patty Wilson, who claims to be a social worker, which is not verifiable on-line.
–With Medicare/Medicaid.
–With Upstate Services Group, owner of Central Park.

Posted in American medical industry, Government Services, Medicaid, Medical care, Medicare, Nursing home, Poverty, Powerlessness, Values | Tagged , , , , , , , | Leave a comment

Our Front Door

Dear Ms Chiamulera (area supervisor for Related Management):

Your letter to me on 4/20 was variously uninformed, unreasonable and offensive. When I do not respond to you please be aware that it is not because I agree with you; it is because I am too sick to waste the energy. Nevertheless, one particular paragraph continues to haunt me. You wrote:

“The front door of the site [McCarthy Manor] is functional, however, it does have a broken opener, which means that the door needs to be pulled closed. There is signage on the door providing instructions as to temporary door operations until the repair can be finalized. The new opener was ordered on March 24, 2015, the day that the service technician responded to the site, which was the same day the issue was reported to the office. Due to the 4 week lead time for the part required to restore the door to full operation it will be arriving this Friday (4/24) and will be installed the same day.”

The front door was nonfunctional. For the first three weeks, it carried a sign that said “Please close door.” The door stood open most of the time, thereby denying security to the 176 elderly and disabled people who live here. Does not HUD require security? A woman whose apartment looked on the front door reported that after dark, teenagers, pregnant women and others who clearly did not live here were able to come and go at will. In instances where there is no security, homeless people come in and sleep in our Community Room. Thanks ever so much for caring about us, your tenants, and protecting our safety.

After three weeks of your open-door policy, on a Friday, my aide called from the front door to be let in at 8:00 a.m. I buzzed her in three times. At no time would the door open so that my aide could get in to take care of me. I called the office, left a message reporting the problem, and asked for a call back. I did not get one. How do you justify the office staff not responding to a tenant’s query?

All weekend, we went without the ability to buzz people in, or get in and out ourselves.

On Monday, I wrote to you and others. Only after receiving my letter did you post “signage on the door providing instructions.” The signage basically said ‘fob the lock open then push or pull the door.”

It is at that point that your tenants cursed you.

We freaking can’t ‘push or pull!’ That’s why this building is equipped with press-plate door-openers! Ninety-one percent of us are disabled! About fifty of us are in wheelchairs! About another twenty-five tenants use walkers! What kind of insensitive moron are you that you dare to tell people who are disabled to act as if they aren’t?

Push or pull? That’s what you, and the rest of the able-bodied management team at Related, do. That is not what your tenants do! Have you ever watched an old man push a walker up to a door, then try to reach over the walker to push open the door?

I am 5’1” which is about the height of many of the elderly women who use wheelchairs, and the freaking press bar on the door is above my shoulder. It is well above my center of gravity. Just exactly how did you have in mind that I should push-or-pull?

You and the rest of Related’s management didn’t have anything in mind. You are insensitive to the point of cruelty. You look at a door; you do not look at your tenants who have to go through the door.

We rented here because McCarthy Manor accommodated our disabilities. You had a legal responsibility to continue that accommodation. You didn’t even try. At minimum wage, you could have hired someone to monitor the door, opening or closing it as necessary. You didn’t do it. One-half of the double doors is always kept locked. Did you investigate whether that side could be unlocked and linked to the press-plate so we could get in and out? Did you look for any alternative to your final solution of posting a sign that said “Out of order?”

You and your superior, Betty Perry, have both told me that you’re experienced in building management. I assumed that meant managing buildings with tenants who are disabled. Apparently I was wrong. How can you be so bloody insensitive? Not to mention violate our rights under the ADA. For a month.

I wish you could have been beside the front door for the past month and heard what your tenants said about you as they tried to enter and exit their home.

Anne C Woodlen

Posted in disability, HUD-subsidized housing, Poverty, power wheelchairs, Powerlessness | Tagged , , , , , , , , , | Leave a comment

Where Does It Stop?

Complaint against 8th-floor Patti

Dear [Manager] Dana,

On Sunday evening around 7:30 I entered the first floor lobby to get the elevator up to my apartment. Patti and the little boy were there. The elevator button had not been pushed and Patti was sitting [in her wheelchair] too close to it for me to reach the button. I said, “Excuse me,” and she began to berate me. She told me that she was first and she was taking the elevator and I couldn’t get on.

[We have only had one elevator for 176 apartments for several months. It was unacceptable that Patti should commandeer the only elevator for her personal use. Myself and other people told her that.]

Jacquie had come out with me. A man also was in the lobby waiting for the elevator. Patti’s yelling was so loud that it drew Tony out of the Community Room. Jacquie clearly told Patti that if she wanted to wait then she could [have the elevator for herself] but she couldn’t keep me off the elevator.

Patti called me “a fucking bitch” and slapped me. Jacquie immediately told Patti she was going to file a complaint against Patti for assaulting me. Patti responded with great derision directed at management. Invoking management authority meant nothing and did not restrain her.

The elevator came and Patti accused me of deliberately running into her. In fact, as the witnesses stated, she backed into me. She boarded the elevator and I followed her [in my wheelchair]far enough to keep the door open, then she stopped suddenly and I bumped into her. Again she accused me of deliberately running into her.

Patti continued to yell at me, despite the man in the lobby trying to talk her down. I boarded the elevator after Patti and she leaned forward and put her face into mine and continued to yell and say scurrilous things to me while we rode up to the eighth floor. The child was crying. Her attempt to comfort him consisted of her telling him what I terrible person I am.

Throughout, I did not get angry, did not raise my voice, did not swear and did not engage in physical aggression.

How many complaints have I filed against Patti? Every time she is within twenty feet of me, she starts harassing and bullying me. She is irrational and out of control; she starts the trouble.

In the Community Room, before the elevator incident, Patti repeatedly and loudly shook a plastic bottle of ice. It was extremely irritating but I completely ignored her. At one point, she deliberately said something about “her freedom” and shook the bottle at me. Jacquie reports that other people in the Community Room were tense and anxious, watching her behavior.

What are you going to do to put a stop to it? If you cannot get her to stop harassing me then I want her evicted. Patti has no right to behave this way in common areas of the building. I refuse to have this tenant continue to curse and strike me when I’m minding my own business.

Please advise by return email what action you will take.

Anne C Woodlen

Good Morning Ms. Woodlen:

I am sorry to hear of the incident that occurred on Sunday evening. My first question to myself was why weren’t the police immediately called upon the assault that you are reporting? No one has the right to assault anyone regardless of their personal feelings and physical violence will not be tolerated. However, given we have received a different version of events from Patti, we are currently trying to interview the witnesses you mentioned so that we can gain a greater perspective of what occurred and to validate the sequence of events. There is apparently one witness who has no relationship with either you or Patti and therefore can provide a statement that has no perceived bias. We are also reviewing the surveillance tapes to see if any of the events were captured on the camera and can provide additional documentation and validation.

As you are probably well aware, it is very difficult to secure an eviction when we are not able to present into court validation or evidence of harassment, intimidation and/or violence when residents do not take the appropriate responsible actions by removing themselves from the situation and calling the police immediately to report the alleged crime. Understandably, Landlord-Tenant courts are reluctant to evict someone when claims of lease violations are not validated through evidence of police or other third party intervention and are based solely on resident complaints, particularly when we have no one willing to appear in court and testify and provide documentation of their testimony.

We expect all our residents to respect each other and provide common courtesies regardless of their personal friendships, likes and/or dislikes of each other. Upon completion of our investigation, please be advised we will take the appropriate action against all parties involved in disrespectful or violent behavior.


Betty Perry, CPM®
Regional Manager – (Region 4)

Dear Ms Perry,

You are apparently unaware of the how the police treat the residents of McCarthy Manor. They denigrate us and refer to use with child-like terms. They dislike being called here and have no desire to help us. Indeed, one resident slapping another is their idea of stupid nonsense and they do not want to be called.

Recently on a weekend, UPS left a carton in front of the apartment of a neighbor whom I knew not to be home. Since the carton needed refrigeration, I took it into my home until it could be properly dispersed on Monday morning. The carton contained $2000 worth of insulin. A policeman came to my home and informed me that I was guilty of malicious mischief and he would be returning in 20 minutes with another policeman and an arrest warrant for me.

When it comes to the elderly and disabled, the Syracuse police are bullies. That is why I did not call them. Should there be any more physical contact from Patti in the future, I will call them. Then I will pursue prosecution of Related for letting a bully continue to harass me.

Anne C Woodlen

Posted in disability, HUD-subsidized housing, Poverty, power wheelchairs | Tagged , , , , | Leave a comment

Crouse PromptCare = Diagnosis + Cops

I went to Crouse PromptCare at 11:15 a.m. Signed in. Did not get called to check in with insurance, etc.

At 11:35 a.m. got called into a treatment room with Peter, a nurse. He couldn’t get blood pressure but did get (normal) oxygen and temperature.

Shortly thereafter got student physician assistant who looked at the hundreds of large blood spots on my legs and ankles. Ruled out bedbugs, fleas, scabies, laundry detergent and drug allergies.

Shortly thereafter got physician assistant. I asked her if she knew I had SEID/ME (systemic exertion intolerance disease/myalgic encephalomyelitis). Yes, she said, she knew I had chronic fatigue. This constitutes a loud and aggressive declaration that she had no idea how complex and serious SEID/ME is. She is dismissing it as nothing of consequence.

She announced the blood spots were petechiae-something. Said she would order blood work to look at autoimmune disease, kidney trouble or bleeding disorder then she would transfer me to the Emergency Room. I respectfully decline the ER but did ask for the blood work. I asked her how long it would take to get the results. She said an hour to an hour-and-a-half.

I say, “After the blood is drawn then I’ll go out and have lunch and come back.” It was noon. Because of the ME/SEID, my blood sugar may climb to over 600 if I don’t have lunch at noon. The Joslin Diabetes Center attending physician doesn’t understand that; there is absolutely no point in trying to explain it to an urgent care PA.

She says, “No. You cannot leave the waiting room. If you do then you will have to go out AMA.” WTF? I was not aware that asking for a diagnosis meant I was being taken prisoner.

I ask her to give me a scrip for the bloodwork and I will have it done at my own lab. She refuses.

I state that I am going out AMA. I leave, then return. There is a group of about eight employees standing around and the PA who saw me is loudly telling them all about me. HIPAA, HIPAA, HIPAA. The staff think nothing of spreading my business amongst all of them, though they wouldn’t tell a stranger. There is no discretion, courtesy or respect for privacy among them.

I ask to have the ID bracelet cut off and am told that will be done at the front desk. I return to the front desk, the bracelet is removed, and we establish that I don’t have a (pink? green?) discharge sheet because I am going out AMA. I never was given admitting paperwork to fill out in the first place. I think about the group in the back getting the PA’s version of our encounter. I want my version on record, too, so I tell the clerk I’d like to see whoever is in charge.

She offers me the telephone number for “guest relations.”

I say “I am not a guest; I am a patient.” Nobody treats their guests this rudely; the medical industry does treat its patients like this.

She says, “Well, that’s what we call it.” I am bloody sick of things being called what they are not. I insist that I want to see somebody on-site with authority. She leaves, then comes back to tell me that “all the supervisors are in a training session.”

I tell her I don’t believe her. The physician assistant who saw me is the highest ranking staff person on the premises? Either the clerk is lying or that’s an irresponsible way to run a business.

The clerk leaves again. When she comes back, I ask her to give me the “Petechiae-something” diagnosis in writing. She refuses because I am going out AMA. What?! The PA made the diagnosis but won’t write it down? The clerk mentions that Security has been called, so I leave, pursed by a big guy in a uniform.

I go to Dunkin Donuts, get a chicken salad sandwich on a croissant roll and call my doctor’s office (he is out of the country) and tell his PA I’ve got lots of big petechiae. She rattles off a list of tests she will phone into my lab. Later I go to the lab, have the blood drawn, and will go back today to get the results.

There now, that wasn’t hard, was it?

It was all about Crouse’s attitude toward a complete stranger, and their complete ignorance about myalgic encephalomyelitis. After spending 104 days in Crouse Hospital in 2013, I established beyond any shadow of a doubt that there is no one working at Crouse who knows what myalgic encephalomyelitis is, or wants to learn. If they did, they would have treated me better.

I needed a medical professional to actually look at my legs, but my doctor and his PA were out of reach so I went to Crouse’s PromptCare.

I certainly hope I learned my lesson.

Posted in American medical industry, chronic fatigue, Medical care, Values | Tagged , , , , | Leave a comment

Related Management’s Reply

Good afternoon Ms. Woodlen,

We are aware of the unfortunate that occurred yesterday and are thankful that there were no injuries to anyone at the site. One of our experienced maintenance team members responded to the emergency call and completed a conference call with the entire management team, including myself following the safe end to the emergency. I’m sure that it was an upsetting situation for all our residents and must have been frightening to see the smoke past your window. Please allow me the opportunity to respond to your other inquiries as follows:

It is unfortunate that one of the two site elevators is out of service and will remain out of service for a while longer as the repairs required are rather extensive and took a tremendous amount of time and effort to trouble shoot and identify. Sadly, the repair is going to necessitate removing the elevator car, digging out the elevator pit to some extent and replacing equipment. We are trying to schedule the repairs so that it disrupts the residents as little as possible (it is going to be quite noisy and labor intensive). Engineers are currently finalizing the scope of work so that we can proceed with the repair/replacement.

The front door of the site is functional, however, it does have a broken opener, which means that the door needs to be pulled closed. There is signage on the door providing instructions as to temporary door operations until the repair can be finalized. The new opener was ordered on March 24, 2015, the day that the service technician responded to the site, which was the same day the issue was reported to the office. Due to the 4 week lead time for the part required to restore the door to full operation it will be arriving this Friday (4/24) and will be installed the same day.

We share your frustration about our inability to find qualified candidates for the vacant porter position. Of the 87 applicants who applied for the position only 7 were either eligible for consideration or completed the applicant process. We are aggressively interviewing for the vacant porter position, but in the meantime we have a cleaning company who is coming to the site a few days a week to assist with the maintenance of the bathroom and hallways.

We take all our residents’ concerns, suggestions and comments seriously. As you may recall, Ms. Betty Perry, Regional Manager flew up on February 11, 2015 to personally meet with you and other members of the Tenants Action Council to discuss your concerns and to find amicable resolutions to your comments. During this meeting, we discussed among other items, snow removal and the transit buses that service McCarthy Manor resident, the heating expense experienced by some residents and the resident pond located in the lobby. As a reminder of items discussed, please see the following.

This winter has been especially difficult to the severity and length of the storms and the extreme frigid temperatures that simply did not allow a thaw to occur during the various storms. The maintenance team worked diligently to ensure snow removal was performed timely and adequately, but there were times during the middle of the night where we had to allow the maintenance team members to rest before reporting back to work in the early morning hours to resume snow and ice removal. We acknowledged that this may have been inconvenient for a few residents who walk their pets in the middle of the night and provided some alternative recommendations.

We called all the various transport buses that service McCarthy Manor and confirmed that all providers found the snow removal was adequate and did not prohibit their ability to service our residents. We did have a few drivers state that because we offer a larger transport area at the back of the building, they have chosen to use the rear of the building to address safety concerns. This is driver call and we cannot mandate a third party service providers’ protocol.

As we advised you previously, we acknowledge that the pond area is in need of a cohesive and managed plan. We did locate an experienced person in interior fish ponds and have secured his services to address our pond issues. He has inspected the pond and will be forwarding us his recommendations to address the odor that is occasionally occurring in the lobby. Upon his rehabilitation of the pond, we will be advising residents that their personal efforts to decorate the pond area will have to stop so that we can manage the pond from the management office in a manner that is tasteful and appropriate for interior ponds.

We work with all our agency and municipal partners to ensure our residents are provided the best possible service and will continue to strive to meet your expectations. As always, you are welcome to reach out to the McCarthy Manor management team and will be happy to communicate with you to provide you responses and/or the status of any concern or suggestion you may bring to us.


Jessica Chiamulera
District Manager
Related Management

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