Columbia Valley Regional Medical Center v. Bannert

112 S.W.3d 193, 2003 WL 21543156
CourtCourt of Appeals of Texas
DecidedAugust 25, 2003
Docket13-01-095-CV
StatusPublished
Cited by34 cases

This text of 112 S.W.3d 193 (Columbia Valley Regional Medical Center v. Bannert) is published on Counsel Stack Legal Research, covering Court of Appeals of Texas primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Columbia Valley Regional Medical Center v. Bannert, 112 S.W.3d 193, 2003 WL 21543156 (Tex. Ct. App. 2003).

Opinion

OPINION

Opinion by Justice J. BONNER DORSEY (Retired).

This is an action by Julie Bannert against her former employer, Columbia Valley Regional Medical Center (“Columbia”), and two of its managers, Charles Sexton and Rhue LaMont. The action arose after Columbia fired Bannert for dishonesty. Athough Bannert alleged numerous causes of action relating to her termination, only defamation was submitted to the jury, which found for Bannert, awarding her over $1.5 million in actual and punitive damages. The supposed defamation occurred in a memorandum dated September 1, 1999, from Rhue LaMont, Columbia’s chief nursing officer (“CNO”), to Charles Sexton, its chief executive officer (“CEO”). This document, or “file,” appeared on the shared drive of the hospital’s computer system and was discovered by a hospital employee under Bannert’s supervision. The authenticity of this memorandum, as originating from appellant LaMont, is sharply contested.

Appellants challenge the judgment and verdict by twelve issues. We focus on whether the memorandum was libelous, and whether there is any legally sufficient evidence to support the jury’s finding of the vital fact that LaMont authored the memorandum. We hold the memorandum is not libelous as a matter of law and the evidence is legally insufficient that the memorandum was authored by LaMont. We reverse and render judgment that ap-pellee take nothing.

*196 I. Facts

Bannert was director of perioperative services at Columbia. In that position she reported directly to LaMont, who became Columbia’s CNO in June of 1999. La-Mont, on touring Bannert’s department, noted problems in primarily administrative matters. LaMont initially provided Ban-nert with an assistant, but she subsequently asked Bannert to be the clinical nurse manager of perioperative services, a lesser position with fewer administrative duties.

On October 20, 1999, LaMont and Joanne Duming, the hospital’s director of human resources, met with Bannert to discuss rumors about Bannert circulating in the hospital. Those rumors were that Bannert: (1) used drugs and would go home to take a “hit” and (2) acted inappropriately in the work place, specifically an incident in which she lifted her skirt and revealed her underwear to co-workers. Bannert denied the rumors and demanded to meet her accusers. Infuriated that she had been “ambushed” by the meeting, Bannert also was incensed by the resulting memorandum of November 1, 1999, from LaMont detailing the meeting. A few days later, Bannert responded with her own memorandum to LaMont with a copy to Sexton, Columbia’s CEO.

The September Memo

Michael Catlett worked for Bannert in the hospital as an operating-room scheduler. His wife also worked as an operating room nurse under Bannert’s supervision. He testified that on November 12, 1999, while using the hospital computer’s “shared drive” (the “S” drive), he opened a file and read the following memorandum:

To: Charles Sexton
From: Rhue Lamont
CC:
Date: 09/01/99
Re: Perioperative Services
As we discussed on 08/28/99, I have attempted to find cause for the dismissal of J. Bannert. She does not meet my ideal as a director and the apparent lack of discipline in her department is an affront to the professionalism I expect in any department under me. Her professional duties however have resulted in nothing we can use to relieve her of the position. My attempts to overload her with extra duties and assigned tasks have not only failed to frustrate her into resignation, but personnel working under her have rallied to help her with the added work. This in spite of pressures to reduce FTE’s and hours. Repeated requests to step down from her current position have resulted in refusal. I will now attempt to gain her resignation by creating rumors for un-professionalism, substance abuse, lewdness, and will enlist Human Resources in documenting the allegations in her Personnel Record. Due to her short temper confronting her with these allegations should result in either, her anger or her resignation, or at least grounds for probation; for which we should then be able to find any reason for her dismissal.
If these tactics do not work, we will have to dismiss her without cause and deal with the consequences as they arise.
I believe that due to her long standing relationship with the surgeons her dismissal would result- negatively for Columbia/HCA. I have attempted to reduce the effect this may have on services by increasing her workload and time outside of her department, and there-by decreasing the amount of time for direct contact with the surgeons and staff. This will in effect ease her out and open the window for problems to develop. *197 These problems I can then document as her inability to manage.
Employees loyal to her will probably leave on a wide level, following her to another position in another local organization, resulting in an immediate lack of care, and a reduction in services until replacements could be found. For this reason we must document her un-pro-fessionalism and behavior and disseminate it widely within the local community to reduce the possibility of her finding another position where her current personnel would be able to migrate immediately. Once divided we should be able to eliminate, as necessary, those personnel that do not conform to my standards.
If these tactics work, we should be able to bring in the new director before Jan. 1, and complete the re-organization of this facility, bringing it up to my standards. I will continue to keep you informed as always.

(Bold emphasis added; underline in original.)

Catlett copied the memo to a diskette and gave a copy of the memo to Bannert. She in turn gave the memo to Tamara Cowen, Columbia’s ethics compliance officer. Cowen notified legal counsel and Sexton, who denied knowledge of the memo and told her to investigate it. Cow-en asked Rocky Lopez, Columbia’s director of information systems, to find the source of the memo. He concluded that the memo originated from Bannert’s office computer.

At trial, LaMont, Bannert, and Catlett each denied writing the memorandum. Sexton denied receiving it. Bannert initially told Cowen she had found a copy of the memo under her door when she came to work on Monday, November 15, but later said she found it on her desk. She finally admitted that Catlett had handed it to her. Bannert was fired for dishonesty after Lopez’s investigation revealed the memo came from her office computer and was placed on the shared drive.

II. The Verdict.

In answering the first question the jury found that Sexton and LaMont “proximately caused the defamation of Julie Bannert.” The jury charge defined both slander and libel and instructed the jury regarding what constitutes a cause of action for defamation. In its second answer, the jury found that Sexton and LaMont’s conduct was within the “course and scope” of their authority with Columbia.

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Bluebook (online)
112 S.W.3d 193, 2003 WL 21543156, Counsel Stack Legal Research, https://law.counselstack.com/opinion/columbia-valley-regional-medical-center-v-bannert-texapp-2003.