Today’s round of questions, my smart-aleck replies, and the real answers:

Question: I recently played Asheville Muni and heard some good news about restoration. It sounds like FEMA will pay for restoring the front nine of the golf course that was destroyed in Helene. Is this correct? Is this in exchange for using the front nine as a potential debris storage site? Also, what is the timetable for restoring the front nine? And what’s the estimated cost?

My answer: I’m still a little flabbergasted that Helene managed to take down hundreds of thousands of trees in western North Carolina but left standing the one stupid tree I hit every single time off the tee on number 13. Every time.

Real answer: Let’s not get too far ahead of ourselves. Chris Corl, the city of Asheville’s director of community and regional entertainment facilities, said there’s not “a lot of certainty yet related to the future of the course.”

“We are working towards a restoration of the Muni; however, to be clear, we still have yet to fully identify funding for the project,” Corl said. “It is assumed that FEMA public assistance funding will be available to restore the front nine of the course, however, not yet confirmed.”

The Muni, designed by noted golf course architect Donadl Ross, dates to 1927 and has a rich history. The front nine, parts of which border Swannanoa River Road, sustained heavy damage from Helene, including multiple greens that were destroyed and fairways laden with a heavy deposit of silt.

The city is working with a consulting firm, Hagerty Consulting, “to work through the process, starting with an official damage assessment.” The city did agree to let the front nine be used to store storm debris, but that “does not have anything to do with the restoration project,” Corl said.

“We don’t have a timeline yet for the project and, unfortunately, we don’t have a timeline for the timeline,” Corl said. “Our operator, Commonwealth Golf Partners, has been working on construction estimates for us to understand the potential costs associated.”

The repairs will be extensive — and expensive.

“Depending on the final scope and scale of the project, we’re currently estimating costs between $5 million and $7 million, the bulk of these expenses being full replacement of the irrigation system and repair and replacement of sections of stormwater piping,” Corl said. “For clarity, the new stormwater work completed this past summer was not damaged in the storm.”

The city had just completed a lot of work on the course before Helene hit Sept. 27. Pre-Helene, the city had secured nearly $3 million for repairs and upgrades to the historic course, and it had spent hundreds of thousands of dollars on new bunkers and tee boxes, upgraded greens, and trimming and removing trees.

But not the one that overhangs the 13th fairway.

Question: Since Swannanoa River Road was completely destroyed near the WNC Nature Center and is being rebuilt from scratch, any chance they’re leaving enough room for a sidewalk or bike lane? People used to walk and bike that curve all the time, even at night. The Greenway master plan includes this section, connecting the Nature Center/Rec Pool/Azalea Park with Biltmore Village and the existing Wilma Dykeman Greenway. I live near the VA hospital and have been patiently waiting for that section of the greenway to be completed so I can more safely ride my bike to UNCA.

My answer: I’m pretty sure Tunnel Road to I-240 would be a much faster route, but if you’d prefer not to take your life into your own hands, I understand.

Real answer: The destruction in this area, evident in the photo the reader sent in, is pretty mind-boggling. The NCDOT is on the job, but it’s getting the basics done first.

“The completed repairs — building the road back wide enough for two 11-foot lanes and guardrail — are temporary repairs,” NCDOT spokesperson David Uchiyama said via email. “The permanent repairs will follow in the near future.”

Uchiyama pointed out that Helene is the costliest storm in the history of the North Carolina Department of Transportation.

“The damage in many highway corridors across western North Carolina, requiring restoration of infrastructure within federal reimbursement guidelines, continue to be our primary focus,” Uchiyama said. “Federal Emergency Funds cover most, but not all, of the cost to replace lost infrastructure.”

Improvements such as sidewalks and bike lanes along the roadway the reader asked about remain a possibility further into the future.

“Sidewalks and bike lanes that were not in place before the storm damage are considered ‘betterments,” Uchiyama said. “Local NCDOT engineers are engaged with our federal partners to determine if any types of betterment are eligible for federal assistance, or if alternative funding is available to cover cost of betterments during the reconstruction process.”

Question: In the United States, interstate highways are even-numbered for east-west routes and odd-numbered for north-south routes. On a map, I-26 is way more north-south in its projected route. Why the even number and east-west signage? 

My answer: On a map, I-26 always looks uncrowded, too. I’m more concerned about that.

Real answer: This question arises periodically, I suspect, from people who move here and realize this corridor through Asheville really does not run east-west at all. They are not wrong.

I went back to Uchiyama for this one, and he noted that the American Association of State Highway Transportation Officials developed the procedure for numbering interstate routes in the 1950s.

“I-26 began running east-west from Charleston to Columbia in 1960,” Uchiyama said, referring to those cities in South Carolina. “The interstate expanded from there. The path of I-26 — whether created just for the interstate or as other highways expanded and absorbed the identification — then expanded out from Columbia to what we know it as today.”

I-26 used to end in Asheville, but it’s been extended into northern Buncombe as “Future I-26,” then into Madison County with a new section of I-26 built in the early part of this century and through Tennessee, where it eventually meets up with Interstate 81.

In other words, it’s sort of evolved from what was mostly an east-west highway into what it is today.

Uchiyama cited the Federal Highway Administration, which notes, “An occasional inconsistency is inevitable in a complicated, evolving network. They cause little difficulty for the traveling public. Most motorists are not aware of the numbering pattern; when driving in areas with which they are unfamiliar, motorists choose routes based on maps, signs, or directions received along the way.”

Asheville Watchdog is a nonprofit news team producing stories that matter to Asheville and Buncombe County. Got a question? Send it to John Boyle at jboyle@avlwatchdog.org or 828-337-0941. His Answer Man columns appear each Tuesday and Friday. The Watchdog’s reporting is made possible by donations from the community. To show your support for this vital public service go to avlwatchdog.org/support-our-publication/.

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A Mission Hospital pharmacist who supervised a team that tracked medication histories and prevented errors is suing the hospital, its corporate owner, and her boss after she was fired for posting a comment on social media criticizing what she described as inadequate staffing in her department.

The lawsuit, filed in Buncombe County Superior Court on Dec. 13, alleges that Mission prevented medication reconciliation supervisor Andrea Leone from making hires that would have kept her team fully staffed and then tried to silence her. 

“Defendants’ primary purpose was to squelch Leone’s voice by firing her, and thereby hide and conceal from the public the dangerous and unsafe conditions that HCA’s cost-cutting practices and patient-to-staff ratios are creating,” the complaint states. 

Medication reconciliation is a subgroup of pharmacy employees whose job is to ensure patients get the right medications as they are admitted and discharged from the hospital and as their care evolves.

Asheville Watchdog sought comment from Mission Health spokesperson Nancy Lindell but did not receive a response.

Mission maintained in its firing of Leone that she violated a leadership code of conduct and shared proprietary information about staffing levels and ratios, according to the lawsuit and the termination documents it cited. 

Instead, the lawsuit states, she had the right and responsibility to warn her managers and the public about unsafe staffing levels in her department.

In May, Leone commented on LinkedIn, responding to an article posted there regarding how Mission’s loss of medical staff since HCA Healthcare bought the Mission Health system in 2019 for $1.5 billion had contributed to a spike in profits.

“I’m a pharmacist supervisor at Mission, responsible for transitions in care (primarily med histories on admission, barriers to access, safety on continued meds, and reconciliation at discharge),” Leone said in her May 15 comment on the career networking site. “The [full time employee] battle is real here. … We are constantly ‘in the red’ despite having as many as 90 open shifts not covered last schedule period. Fortunately for patients, staff picks up many extra shift [sic]. Unfortunately, positions have been ‘cut’ bc we are considered overstaffed. Surge pay incentives pick up shifts, but not influence overall FTEs [fulltime employees]. It’s an unsafe practice leading to burnout.”

Two days after Leone’s social media post, an HCA employee in Nashville took a screenshot of it and forwarded it to administrators in Asheville, according to the lawsuit. On May 23, Leone received a termination notice signed by her direct supervisor, Christine Dresback.

Dresback wrote in the notice that, “Sharing such information, staffing ratios and expressing concern for patient safety and staff burnout, violates the Leadership Responsibilities of the HCA Code of Conduct specific to supervisors,’’ according to the lawsuit.

The notice described its expectations for leaders’ conduct: “While all HCA Healthcare colleagues are obligated to follow our Code [of Conduct], we expect our leaders to set the example, to be in every respect a model. We expect everyone in the organization with supervisory responsibility to exercise that responsibility in a manner that is kind, sensitive, thoughtful and respectful.”

Boxes checked on the termination notice, which is attached to the lawsuit, show Leone was fired for  “Conduct/Behavior” and for “Policy Violation.”

 “Andrea Leone was terminated because she stood up against HCA’s cost-cutting practices, practices which jeopardize consumer health and safety by reducing hospital staff to unsafe levels,” Leone’s attorney Jake Snider told The Watchdog on Monday. 

“Leone’s termination serves two primary purposes for HCA. The first is that it acts to halt Leone herself from continuing to be able to complain and publicly share about HCA’s cost cutting practices of reducing staff to patient ratios to dangerous levels. The second purpose is to send a chilling message to other HCA employees. That message is to the effect of ‘Keep your mouth shut, or your livelihood could be put on the chopping block, just like Leone, who we’ve made an example of.’’’

Leone’s lawsuit arrives in the last weeks of a tumultuous year for Mission and HCA. In February, the U.S. Centers for Medicare & Medicaid Services (CMS) cited the hospital for violating federal standards of care. An investigation by the North Carolina Department of Health and Human Services and CMS resulted in an immediate jeopardy finding for Mission, the most severe sanction a healthcare facility can face. A 384-page CMS report showed four people died between 2022-2023 because of the hospital‘s failures in medical care and leadership. The deaths came during a five-month period in which the hospital had more than 450 nursing vacancies, a Watchdog investigation found in May.

In December 2023, North Carolina Attorney General Josh Stein sued HCA and Mission Health, alleging that they violated commitments made in the asset purchase agreement regarding cancer care and emergency services at Mission Hospital, with emphasis on staffing deficits. 

Pharmacy team faced short staffing, suit alleges

Leone was supposed to supervise a team of 18 people, according to the lawsuit: 10 technicians, three pharmacists, two residents and three interns. But for an extended period during Leone’s career at Mission, which started in October 2021, many of those positions were not filled.

“In 2022 and 2023 several employees under Leone either quit, were terminated or were moved out of her sub-department, resulting in her sub-department being understaffed,” the lawsuit said. “For an extended time, the department was staffed at only 60%.”

The entire pharmacy began to see reduced staffing levels and “was struggling to provide adequate medication monitoring to Mission patients,” the lawsuit said.

This endangered some patients, according to the lawsuit, which cited a 2022 incident in which a patient “coded.” The lawsuit alleges the patient stopped breathing and his “medication cart was not fully and properly stocked with the patient’s required prescription drugs — a responsibility of the understaffed pharmacy department (albeit a part of the department that Leone was not in charge of).”

In late 2023, the hospital froze hiring, according to the lawsuit, leading to a situation in which “there were not enough pharmacists to properly and safely monitor the drugs being prescribed and administered to patients at Mission Hospital.” 

Leone tried to communicate the severity of these issues to Mission leadership, but she was prevented from hiring staff, according to the lawsuit.

Following these alleged struggles, Leone commented on LinkedIn.

The lawsuit also argues that Leone’s termination was not justified because it was not specific enough. Though Mission’s termination letter says Leone was fired because the hospital’s “Expectation is that any social media postings by team members would avoid voicing any particulars around staffing ratios and proprietary information related to how staffing and productivity is measured,” it does not describe how staffing ratios are proprietary, according to the lawsuit.

Leone argued against her termination in handwritten notes, stating she had repeatedly tried to raise staffing concerns through “appropriate avenues,” but her “requests [had] been disregarded or not communicated leaving me with little option than to publical[ly] state my concerns. I feel this is nothing but retaliation.”

She wrote a multi-section rebuttal, refused to sign the termination paperwork, and attached hospital policies she argued were being misinterpreted. 

“I disagree that I do not uphold the code of conduct,” Leone wrote. “The information divulged was not proprietary but common knowledge within the department. I understand the avenue in which it was posted was a public forum but came from near 3 years of frustration from continuing to express concerns that were not addressed/acted on.”  

Leone now works as a part-time pharmacist at a CVS. Though she praised HCA for hiring her in 2021, she told The Watchdog in an exclusive interview that the hospital didn’t follow through with maintaining a functional medication reconciliation program. 

“HCA, you know, they did something good by layering on a supervisor to this program,” she said. “But when it came down to it, they couldn’t fully support their own good ideas because of their inherent lean towards profit over quality.” 

Physicians across the hospital have said the same, pointing to Mission’s staffing and program cutbacks to boost profit margins following the sale to HCA.

“What we should be wary of is — providers and people in the community in general — is that Mission is a monopoly here,” Leone said in the interview. “There’s not much choice if you’re very sick. And HCA has said publicly that they’re built to be bigger, so they’re going to continue to cannibalize these health systems that are in points of struggle for profit.”

Asheville Watchdog is a nonprofit news team producing stories that matter to Asheville and Buncombe County. Andrew R. Jones is a Watchdog investigative reporter. Email arjones@avlwatchdog.org. The Watchdog’s local reporting during this crisis is made possible by donations from the community. To show your support for this vital public service go to avlwatchdog.org/support-our-publication/.

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