Harenski leads Valley poll

By measures of quantity, front page prominence displays and news substance, Harenski, 51, was an overwhelming choice for the purely honorary title annually bestowed on one Valley person who makes a lot of big news for good or ill.

And even though he was removed by the hospital district board at mid-year in a negotiated contract-buyout, Harenski's controversial name continued to play a role in the November election, which saw a turnover in board leadership.

One of Harenski's longtime supporters, Shirley Sayles, failed to win re-election. Another supporter, Dr. John Manning, retired from the board after participating in the administrator's ouster. Two candidates, Dr. Donald Bean, and Lancaster fiscal administrator Gary Hill, won election on platforms that were critical of Harenski's leadership.

Harenski's name and face had page-one prominence on 34 occasions in 1998, and his name figured elsewhere in the newspaper on more than 60 publication days.

Assemblyman George Runner was 1997 Newsmaker of the Year.

Harenski's parting shot, quoted by reporter Bob Wilson, who chronicled the health-care CEO's stormy final year, was:

"I'm getting $275,000, and I was off for two months and got paid about $40,000. That seems like a pretty good deal. Wouldn't you take it?"

The unanimous board action to sever relations with Harenski in August followed a July 10 decision by the board to put the CEO on indefinite paid leave, pending settlement of a contract dispute that had been going on for months.

As a result of the dispute, Harenski's attorney wrote an ultimatum to settle the contract by July 23 or face a lawsuit.

Basically, Harenski talked himself out of a job.

Not all the news about Harenski was wrapped in controversy, however.

A professional administrator who attracted strong supporters along with detractors, Harenski began the year with major recognition by his peers. In March, Harenski was elected to the board of the Association of California Hospital Districts, which oversees the 60 hospital districts in California.

Harenski was also among the Antelope Valley Hospital people celebrating this year's 93% score from the Joint Commission on Accreditation of Health Care Organizations. The commission is a Chicago association that inspects hospitals and health-care agencies throughout the nation.

Harenski, who has more than 20 years of hospital administration experience, also made news for AV Hospital on the financial side since coming to the Antelope Valley from Daughters of Charity Health Services in Austin, Texas, where he was CEO for five years.

On arrival at the then 341-bed AV Hospital, Harenski said his top priorities would be planning for long-term growth and controlling costs.

In his first year, AV Hospital downsized its staff, accepting 166 retirements and voluntary resignations, and reported a budget surplus at year's end. Still, 15 midlevel managers were terminated the following spring.

By July 1994, Antelope Valley Hospital officials said earnings more than tripled because of increasing contracted care, work force reductions and expanding services. For the fiscal year ending June 30 that year, the hospital reported a $5.1 million surplus on revenues of $103.2 million, compared to a $1.3 million surplus on revenues of $103.7 million a year earlier.

By 1996, AV Hospital projected a $4.3 million surplus for the fiscal year and a $5 million surplus for the next one.

And the surplus was achieved despite a 5% pay increase for all 1,300 staff members, primarily because of increased revenues from the 350-bed hospital's new subacute care unit and expanding maternity services.

Harenski noted that the increase was also won without raising room rates.

In 1997, Harenski stated that hospital district reserves were at $53 million.