The Inside News
Raider revenge
Inside News
Save the Post effort; LEA’s outdoor weekend; Museum’s big gift
Fryeburg Academy avenges early season losses to LR, improve playoff chances
Calendar . . . . . . . 6A-7A
Pages 7A-8A
Classifieds . . . . . . . . . 6B Country Living . . . 7A-9A Directory . . . . . . . . . . 5B
Page 1B
Obituaries . . . . . . . . . 6A Opinions . . . . . . 6B-10B Police/Court . . . . . . . . 4A Sports . . . . . . . . . 1B-5B Student News . . . . . . . . Games . . . . . . . . . . . . 5B Weather . . . . . . . . . . . 6B
Serving Bridgton and the surrounding towns of Western Maine since 1870. Vol. 150, No. 6
20 PAGES - 2 Sections
Bridgton, Maine
February 7, 2019
(USPS 065-020)
www.bridgton.com
SEVENTY-FIVE CENTS
Group suggests hospital’s sale
UNVEILING AN ALTERNATIVE? — Rob Slattery, a member of the Pondicherry Group Leadership Committee, spoke to the Rotary Club about a possible push by MaineHealth to acquire Bridgton Hospital. (Rivet Photo)
CMH response The News contacted Central Maine Healthcare in response to points made during The Pondicherry Group’s presentation to the Bridgton Lakes Region Rotary Club. Kate Carlisle, director of Public Relations and Community Affairs for Central Maine Healthcare provided the following responses: BN. Has The Pondicherry Group reached out to Central Maine Healthcare regarding the possible sale of Bridgton Hospital assets, and has there been any conversation regarding the group’s inquiry? CMH. The Pondicherry Group has not contacted Central Maine Healthcare regarding a sale of Bridgton Hospital assets. BN. Has MaineHealth’s CEO reached out to Central Maine Healthcare regarding the possible sale of Bridgton Hospital assets, and if so, any comment regarding those conversations or if other meetings/conversations are planned? CMH. Central Maine Healthcare has not received a formal proposal by MaineHealth regarding a sale of Bridgton assets. Bridgton Hospital is not for sale. BN. Points mentioned in the presentation, which could either be verified by CMH or comment on: • Number of births declined 68% from 2017; 38 total in 2018. CMH: There has been a decrease in births in the region, as well as nationally. But, Central Maine Healthcare is not walking away from obstetrics; in fact, the program has been rebuilt, adding augmented midwifery and a new full-time obstetrician. Our OB suites are currently being updated and we offer regular classes in maternal health and mom-and-baby care. • BH consistently furloughs staff due to low volumes? CMH: Like all hospitals in Maine and throughout the country, Bridgton Hospital adjusts staffing based on patient census and acuity. This is neither an unusual nor alarming practice. It is the fiscally responsible response to meet the daily needs of our patients and in no way RESPONSE, Page 3A
By Wayne E. Rivet Staff Writer Rob Slattery has heard the concerns and confusion felt by area residents, who no longer have primary care physicians at Bridgton Hospital. He understands the frustration regarding what the future holds for those seeking services to manage chronic conditions or even planning to have children. “Having been on the inside, I was able to determine what some of the root causes were and it has escalated since that time two years ago,” Slattery told Bridgton-Lake Region Rotary Club members at a meeting last Thursday at the Bridgton Community Center. “…We have all had to change how we access health care because of what has been happening at Bridgton Hospital.” Slattery resigned as vice president of Bridgton Hospital last July. He stayed “very involved” in
community needs assessment — a statewide process for healthcare systems, including MaineHealth and Central Maine Healthcare, to look at data and determine community health needs. He founded Allons!Health, an advisory and healthcare solutions company “focusing on integrating delivery capacity and maximizing access to health care.” “I met some friends along the way that were very disenfranchised with the direction things were going [at Bridgton Hospital]. We identified that many of the needs were not being met. There was a coming together of groups of people. We call ourselves the Pondicherry Group,” Slattery said. The Pondicherry Group consists of about 18 members, some who will remain “behind the scenes” due to possible conflicts, while five are acting as the “lead-
ership committee.” They include: • Slattery, who is the former vice president of Bridgton Hospital and current president/CEO at Allons!Health. He resides in Sweden. • David Welbourn, former senior vice president at the Lahey Clinic and former president/CEO at Essex County Community Foundation. He is retired and resides in Andover, Mass., and Bridgton. • Dani Mooney, director of Lakes Region Substance Awareness Coalition (LRSAC) and a certified Health Education specialist. She has experience working in the VA healthcare system. She resides in North Bridgton. • Cathy Finck, former director of a Drug-Free Community Coalition and retired Prevention specialist. She is the LRSAC board president, and resides in Bridgton. • James (Jim) Cossey,
Rear Admiral U.S. Navy (Retired), nuclear submarine officer, assistant vice president and senior defense analyst. Jim resides in Bridgton. Seeing the departure locally of many physicians over the past year to other nearby facilities [Stephens Memorial in Norway and Memorial Hospital in North Conway, N.H.], the group saw the issue of healthcare access reaching a “critical stage.” “We have hit a wall trying to communicate with Central Maine Healthcare. Actually, there’s been no communication, and it wasn’t for us not trying,” Slattery said. “Our purpose statement is to advocate for the people who live in the Lake Region and those who do business here. We do not want just simple access — a walk-in visit — but more of a primary care, recognizing some people have multiple chronic conditions PONDICHERRY, Page 2A
AN EYE-LEVEL LOOK taken by Bridgton Planning Board member Deb Brusini at a scale model created by the Save Kennard Street group showing the neighborhood and the proposed Hotel Bridgton project unveiled at last week’s public hearing. Unable to start their own deliberations, planners will continue the hearing in March. No date has been scheduled. Full recap of the hearing will appear in next week’s edition. (Rivet Photo)
Two vie for old Naples Town Hall lease
By Dawn De Busk Staff Writer NAPLES — The town’s information center director would like to use the old town hall this summer. So would the Bluesfest organizers. Brenda Leo, who runs the Naples Tourism and Information Center, asked to use the old town hall, the larger of two brick buildings on the Village Green. Last summer, the center was housed in the smaller building, which is approximately 10x10 feet and has no bathroom or running water. Leo cited mold issues in the walls and on the ceiling as another reason that she no longer wants to be at that location. Leo expressed her desire to use the old town hall during the Naples Board of Selectmen meeting on Monday. She spoke
during public participation although the lease renewal for the old town hall was placed later on the agenda. Leo said she could improve the tourism services by having a larger, more aesthetic space with a functional restroom. The larger space would allow her to hold conferences and special events. With that space, she could hold an open house for local nonprofits like the Edes Falls Sewing Circle. When she was working on a brochure to promote Naples, it was embarrassing to meet with professional people in the tiny run-down building next to the old town hall, Leo said. The Maine Blues Festival Foundation has been leasing the old town hall. The cost is $100 a month. The foundation meets monthly, and more often prior to Bluesfest. Additionally, the foundation set up a muse-
um there. The Naples selectmen decided to table the lease renewal of the old town hall until all parties are present. Naples Town Manager John Hawley apologized. He said that he had been contacted by Bluesfest organizer Kevin Kimball who asked if it was necessary to be at the meeting for the lease renewal. Unaware of Leo’s interest in the building, Hawley had told him he did not have to be present. Chairman Jim Grattelo said, “This was a trial — we did it last year. They are only paying $100 a month.” “I know that we had some issues. There was smoking and drinking going on in the building. This is a town-owned building,” Grattelo said. “We as a selectboard should make a decision.” The Bluesfest Foundation “could move
into the smaller building for what they need: the so-called museum and a place to meet,” he said. “The need is there for a visitors’ building,” Grattelo said. Leo agreed saying, “I could really expand what I do if I have more space.” Earlier, during public participation, she stressed the importance of “getting people into the building and using it.” “It is usable now. Some tiles need to be retouched. The bathroom needs to be upgraded. I could get some volunteers to paint the walls,” she said. It was mentioned that if the move were approved, the town manager could add a small amount of maintenance money to the visitors’ center budget. “We want to make it look nice for the public,” Grattelo said.
Conversation: Dottie Chalmers Cutter
Editor’s Note: This story appeared in the November/ December HR Magazine, and The News has been granted permission to publish the article. By Desda Moss Dottie Chalmers Cutter is honored to be the HR leader of a long-standing family business, but it’s a role that comes with tremendous responsibility. After all, what’s at stake goes beyond sales and profitability to what will be the Chalmers’ legacy. “I know I have big shoes to fill,” says Cutter, vice president of operations at the Chalmers Insurance Group, based in Bridgton. She overTHE NEXT GENERATION — Dottie Chalmers sees 85 employees in the comCutter and her cousin Jim are the fourth generation to pany’s commercial and personal lines, and leads the area run their family’s insurance business.
of agency assistance across its nine offices in Maine and New Hampshire. She also supervises members of the middle-management team. In January, Cutter and her cousin, Jim, bought the company from her father and uncle, officially becoming the fourth generation to own and operate the business. The acquisition only strengthened the cousins’ bond. “We grew up on the same street in Bridgton, one mile apart. We’re only one year apart in age — he’s older! — and we attended Bowdoin College together. We have been working in the family business together for 14 years, and we complement each other.” Just like their predecessors
did, she says. “Jim is very much just like his dad, Bruce: the consummate salesman. Jim thrives off of the entire sales process — in particular, growing our niche specialty of insuring boys and girls summer camps in New England. I, however, am more similar to my dad, Bill, with an interest in and knack for insurance operations and agency management. The business needs
both skill sets. It’s certainly an honor to walk in our fathers’ footsteps and carry on their great work and legacy.” Cutter recently spoke to HR Magazine about her career journey. Family Ties I’m the middle child, with one older brother, Nicholas, and a younger sister, Marney. I grew up on the same street as my grandparents and cousDOTTIE, Page 3A
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