Category Archives: December 2023

Performance Equine Delivers an Early Christmas Present by Providing Access to Life Saving Colic Surgery in Aiken


Colic. The very word strikes fear into every horse owner. Mild cases can often be managed medically and resolved without ever leaving the farm, but for cases that end up requiring surgery, time is the greatest enemy. Having access to a full-service surgery center nearby is one of the best chances owners can give their horses for a successful outcome. A surgical facility with a full-time equine surgeon capable of performing colic surgery is something that Aiken, despite its high horse population, has been sorely without until recently.

Dr. Sabrina Jacobs, owner and founder of Performance Equine Vets, is responsible for bringing these full-time surgeons to Aiken. Jacobs, who specializes in reproduction, opened Performance in 2004, and it has been expanding ever since. She employs board-certified surgeons, field vets, internal medicine specialists and veterinary assistants. The over 50-acre facility is home to a hospital and surgery center, a reproduction facility with neonatal intensive care and, most recently, a small animal department.

Prior to the recent addition of these full-time surgeons, the options for horses requiring colic surgery in Aiken were few. In the past, Jacobs would fly in a surgeon when available, but colics requiring surgery don’t wait, and the need for a full-time equine surgeon in Aiken was one she worked hard to fill. The only other option was referring and shipping the horses to either Tryon, North Carolina or to the University of Georgia in Athens. The three-hour drive to either facility can spell the difference in the outcome of a colic surgery, so having access to emergency surgery 24/7 in Aiken is a game changer.

The fragile nature of a horse’s digestive system and associated fear of colic shapes most horse owners’ daily choices for feed, hay, turn-out and supplements in constant efforts to prevent it, and “it” comes in many forms including sand, gas, an impaction, a strangulating lipoma and other causes. If the horse does not respond to medical management for colic, then surgery is the only life saving option left.

Two weeks ago my greatest fear was realized, as I arrived for evening chores and found my horse was down, cast on the fence, and thrashing in pain. I phoned a friend to help me extricate him from the fence, and I phoned Performance Equine, who immediately sent a vet on the way. My friend showed up and, on his way, he must have sounded the alarm because, within minutes, a small army of at least ten nearby concerned horse people surrounded us. They stayed to help until the vet arrived, and we waited what seemed like an eternity but was only about 35 minutes. Darkness fell on the pasture, but the collective energy pulling for this horse to survive was palpable, and I will be forever grateful for their support. The sense of community and shared love for our horses confirmed that, despite the battle with Aiken officials to save historic downtown over the last year, I had indeed made the right choice to make Aiken my new home.

The field vet and her assistant arrived, and, initially, my horse responded to treatment, but it didn’t last long. Two hours later he became uncomfortable again so he was transported to Performance for the remainder of the night to be treated there. By early the next morning, he was on the surgery table. Because we shipped him to the clinic when he became uncomfortable, he was already at the facility when the time came to make the decision for surgery. Not having to drive several hours to the nearest University helped give him the best chance of survival.

The continuum of care here is also extremely important, as it was already set up through the field vet that hauling him to the clinic would be the plan, should he become uncomfortable after her visit. There was no time wasted in a referral process. Friends called the clinic when we got him loaded and underway, and internal medicine vet, Dr. Rachelle Thompson, was waiting upon our arrival. She had already been briefed by the field vet, Dr. Hamrick, who initially treated him at the farm. Dr. Thompson oversaw his care throughout the night until the decision was made to take him to surgery when he was not responding to medical management — and while he was still a good candidate for surgery. Surgeon Dr. Stephanie Caston performed the surgery that would save his life. Internal Medicine Specialist Dr. Thompson stayed with him and assisted with the procedure, and then resumed his care upon recovery all the way through to his discharge. The transition from the field visit to hospitalization to surgery, all under one practice, contributed to a successful outcome and cannot be overstated.

A Rare Breed is Becoming Even More Rare

Equine vets, whether they be surgeons, specialists, or field vets have always been a different breed, a special breed. And they need to be. These vets put in long hours, in all weather, and it usually pays quite a bit less than their small animal counterparts can command working a 9-5 job spaying cats. Equine surgeons have always been in limited supply because of the extensive training they require, but today there is actually a documented shortage of all equine vets. A July 2023 article by Justin High, DVM in Quarter Horse News accurately describes the situation saying ” The expectations, standards and history within equine veterinary medicine were built by hard-working, task-oriented perfectionists who laid the ground work where few people these days care to walk.”

In today’s culture filled with millennials who want balance in their life, good old fashioned grit is becoming nearly extinct, and that appears to be one of the main reasons identified for the shortage. The internal medicine vet assigned to my horse (who didn’t even look old enough to be a vet) possessed that grit in spades. She was on call and working every day my horse was hospitalized and throughout the weekend. Dr. Rachelle Thompson is the stuff real equine vets are made of and a rarity of her generation no matter what profession they are in.

Staying IndependentPerformance defies the odds

The clinic is solely owned by Jacobs and in a time when veterinarian-owned facilities are becoming a rarity. Similar to the trend in human medicine, many veterinarian-owned practices are being bought up by much larger corporations. From a horse owner’s prospective, I feel the benefit to patients of having an independently-owned facility is the autonomy of your doctor regarding medical decisions. Corporate-owned facilities can shackle doctors by dictating cost-saving measures handed down by third parties whose job it is to mind the profit margin, and whose decisions might not always constitute the highest standard of care.

Hats off to Dr. Jacobs for bucking the current trend of corporately- owned facilities, for assembling a team of dedicated vets, and for raising the bar in Aiken by providing 24/7 access to life saving emergency surgery. As more horse people continue to find and migrate to Aiken the need for quality care only continues to grow, and Jacobs is answering the call.

Dr. Stephanie Caston (left), Dr. Rachelle Thompson (center), Dr. Sabrina Jacobs (right)

A big thank you to Dr. Sabrina Jacobs, Dr. Rachelle Thompson, Dr. Stephanie Caston, Dr. Brianna Hamrick, and to Technicians Cheyenne, Victoria, Emily and all of the staff at Performance for the best Christmas present ever — my horse’s life.

We were sidelined for this year’s Hoofbeats parade but thanks to Performance we are already looking forward to that stirrup cup in front of the Willcox next year.

The Aiken Corporation’s Amentum Model: An Afterword

Twenty years have passed since the Aiken Corporation last took on a major project. If the City of Aiken is intent on awarding the Aiken Corporation a no-bid $20 million contract to develop the “mixed-use“ spec building, then City Council should, at the very least, hold discussions on the history of the Aiken Corporation’s Westinghouse/Washington/Amentum project from 1998-2002.

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As documented in the October 2023  “Amentum Model”1 series, the “boondoggle” moniker has been attached to several Aiken Corporation projects over the past 20 years: the train depot, the Willow Run spec building, and the 2002 Westinghouse/Washington/Amentum building. This afterword, which includes updated information from recent FOIA (Freedom of Information Act) requests, focuses on the 2002 Westinghouse/Washington/Amentum building.

Sticker shock

According to a local newspaper headline in February 2002, the Aiken City Council reacted with “shock”2 upon learning that an additional $1.5 million was being requested to complete the Aiken Community Playhouse (Performing Arts Center) side of the building. The $1.5 million request brought this Aiken Corporation project — which had started at a modest $0.5 million in November 1998, then crept to $2.5 million in March 1999, then evolved to $6.0 million by August 2000 — to a new high of $7.7 million in February 2002.

Requests for the independent audit that never took place

In March-April 2002, the local newspaper editorial pages and City Council meetings featured numerous citizen requests for an independent, third-party audit to better understand the enormous escalations and costs to ensure this never happened again. As one citizen wrote, “There should be an independent third-party audit of the project to determine what went wrong and what went right, that would be a public document so that all citizens could have access to the report.”3

Two of the most vocal requests for an independent audit came from City Council members. According to the minutes of a March 25, 2002 second reading and public hearing on an ordinance to loan Aiken Corporation $3.5 million, Councilman Richard Smith said there should be “both a financial audit and a management audit of the relationship between the Aiken Corporation, and the city of Aiken.” He made a motion to amend the ordinance, as a term of the City’s loan to Aiken Corporation, for “an independent management audit,” and said that he “did not feel this could be done objectively in-house.”

Councilman Smith’s motion was seconded by Councilwoman Jane Vaughters. Discussion ensued over the cost of an independent audit. Controversy was added by the concern that an independent audit constituted an “investigation” and that the Council’s critical discussion of the project was “insinuating” things. (See screenshot, below from meeting minutes).


In this same screenshot is a statement that carries sage perspective for the present: “Councilman Smith stated this is not aimed at people, but is talking about the institutions in which we work. He said this is to find out if there’s a better way for these institutions to interact. He said he felt it was worth an audit of how the Aiken Corporation and the city do business.”

Herein, Councilman Smith addressed a dynamic that still exists and has surfaced in recent projects, including Project Pascalis and the SRNL Lab project, where personal insult is perceived, or individual umbrage is taken, over critical discussions on institutions. This should raise a healthy degree of concern over whether the individuals involved have developed such a personal or psychological investment in the project or their relationships with their colleagues that they are blinded to seeing the institutions with objectivity.

At the end of the City Council’s March 25, 2002 discussion on the audit, Mayor Cavanaugh stated that he was “not ready to vote on an amendment on an evaluation at this point.” He wanted counsel to have a chance to review the proposed amendment in writing before making a decision. He stated the matter could be placed on the next work session for discussion, Councilman Smith withdrew his motion for the amendment for an independent, third-party audit, to which Councilwoman Vaughters agreed.

During the subsequent April 8, 2002 work session, an agreement was reached to conduct an in-house management audit. City Manager Roger LeDuc stated that, once the audit was completed, a work session would be scheduled to discuss the audit. In the meantime, a financial audit of the playhouse was to be completed.

This financial audit was not completed. With the independent, third-party audit now off the table, an in-house management audit was to be conducted by City Attorney, Richard Pearce. Integral to the audit was a list of points and questions that Councilman Smith had provided to Council and to all parties in the project. According to a May 1, 2002 newspaper article, “Smith said the questionnaire has the specific questions that he gave to council and wanted to use as the project assignment for an independent management audit.”4

According to this same newspaper article, “Pearce stated he will schedule a meeting to discuss the audit after all the questionnaires have been returned to his office.”4

The Pearce audit was completed on June 5, 2002. On June 10, City Manager, Roger LeDuc was quoted in the local newspaper stating that the Pearce audit revealed “no irregularities in the construction of the Washington government complex on Newberry Street” and that “communications breakdowns were responsible for much of the confusion in the project’s execution.” Mr. LeDuc said that a discussion on the audit would take place in that evening’s City Council meeting. 5

Requests for a discussion that never took place

The Pearce audit was not discussed in the June 10 City Council meeting, nor in the June 24 City Council meeting, despite several prior requests by Councilman Smith to have this discussion. The Pearce audit and a future financial audit were mentioned in brief, however, during a 7:00 a.m. City Council work session on June 18, 2002, as shown in the screenshot of the meeting minutes, below.

Requests for a financial audit that never took place

A FOIA filed on October 3, 2023 requested four items — the Pearce management audit, the financial audit(s), the list of questions that Councilman Smith submitted to Richard Pearce, and any records of Council discussions on the completed audits. The City responded on October 4 with one result — the PDF6 of the Pearce management audit:

Subsequent examination of the Pearce audit revealed a missing expert document, which prompted a second FOIA request on October 5.7 A response was received from the City on October 19, 2023:

“The City of Aiken has determined that it does not have a copy of ‘the statement opinion by Phillip H. Porter, Jr. regarding project management systems.’ The City also does not have any documents responsive to this request.”

Follow-up requests8 were made to the City on October 20 and November 1, 2023 for the other three items in the October 3 FOIA request. Responses from the City confirmed that the City is not “in possession” of the other three items. Two additional PDFs were provided, however, and were attached to the City’s October 19 Porter response.9 These PDFs contained two consolidated financial statements and accompanying information for 2001-2003 for the Aiken Corporation, and its newly-created, for-profit arm, LED of Aiken, Inc. Neither PDF contained a financial audit of the Washington Group (Amentum) project.

Requests for records


Twenty-one years down the road, the Pearce audit should have been posted online in the City of Aiken document repository, so that all citizens could have access to the report, but it was not. The filing of a FOIA (Freedom of Information Act) request was necessary to access the Pearce audit.

The situation today

Twenty years have passed since the Aiken Corporation last took on a major project. The Aiken Corporation is presently pursuing the $20 million spec building for SRNL. The Aiken Corporation board members have predicted a successful outcome for this project based on their expertise with the “Amentum Model,” as they have dubbed it. 

If the City of Aiken is intent on awarding the Aiken Corporation a no-bid $20 million contract to develop the “mixed-use“ spec building, then City Council should, at the very least, hold discussions on the history of the Washington/Amentum project from 1998-2002 with particular focus on whatever audits were and were not conducted, so that the errors of the past are not repeated on an even grander scale. 

From here — rather than asking the citizens of Aiken to take any individual’s word for it that the Amentum Model has ultimately been a success — show us, in dollars and cents over the past 25 years, how this is so. To paraphrase Councilman Smith’s words from 2002, this is not aimed at people, but at the institutions in which we work. 

Concerning the Aiken Corporation, local citizens have a right to a clear understanding of how, or even why, the Aiken Corporation and the City do business together. It’s 2023, and the members of both of these institutions are still struggling decades later to explain the relationship. Officials on the Monday-night City Council dais are confusing colleagues and business partners with family. We, of course, expect family members to side with one another through thick and thin, but is this a way to run a city?

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FOOTNOTES

  1. The Aiken Corporation’s Amentum Model: From Corporate Coup to Loosey Goosey
    Part One: The Playhouse Considers a Move
    Part Two: A Corporate Coup
    Part Three: Loosey Goosey
  2. Daily, Karen, “Council has stage fright – Community Playhouse seeks $1.5 million to finish theater,” Aiken Standard, February 9, 2002.
  3. Wessinger, Tommy B., “Playhouse project needs independent audit,” Aiken Standard, April 5, 2002.
  4. Daily, Karen, “”Construction process at Washington Complex under review,” Aiken Standard, May 1, 2002.
  5. City Council to Discuss Audit on Downtown Complex,” Aiken Standard, June 10, 2002.
CLICK TO EXPAND FOOTNOTES

  1. June 2002 PDF of the Richard Pearce Management Audit and other documents obtained via FOIA request #328-2023 on October 3, 2023
  1. FOIA Request 334-2028, filed on October 5, 2023 and the City’s response, sent October 19, 2023. (Click image to view full size)

The City’s October 19, 2023 response to FOIA #334-2023 (Click image to view full size).

  1. Follow-up correspondence from October 20, 2023-November 7, 2023 regarding FOIA requests 328-2023 and 334-2023. (Click images to view full size).

  1. During the course of the November correspondence, above, the City’s October 19 response to FOIA request #334-2023 was amended to add two PDFs to “the two financial audits of the Aiken Corporation” that were referenced in City Solicitor Laura Jordan’s letter of November 7, 2023..

    The amended response to FOIA Request #334-2023. (Click image to view full size).

These two audits contain consolidated financial statements and accompanying information (see attachments below) for the numerous 2001-2003 Aiken Corporation-LED projects, including the Washington-Playhouse (Amentum) project, however, there is no dedicated audit of the Washington-Playhouse (Amentum) project.

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