Chief Fourth of July Officer

My first experience with hospital administrative titles was in 1967 as a 2nd Lieutenant in the Air Force assigned to Wilford Hall USAF Medical Center in San Antonio. The Hospital Commander was a physician Brigadier General. That was the only title/ rank that mattered.

Returning to NYC in 1972 a typical hospital had a President & CEO, EVP & COO, and an SVP & CFO.

I was taught that President was a title and CEO was a function, nonetheless over time many hospital leaders started referring to their title as CEO, a trend that continues.

On a rapid trajectory we have seen hospitals become regional hospital systems focusing on becoming integrated health care delivery systems, to mega systems focusing on geographic reach, to super-size systems which have started or taken over medical schools, functioning almost like insurance companies and investment banks.

And with that an explosion of C-Level titles.

But I digress.

So now we have, for example (curated from hospital web sites. Really!)….. Chief Medical Officer, Chief Information Officer, Chief Revenue Officer, Chief Affiliation Officer, Chief Learning Officer, Chief Experience Officer, Chief Managed Care and Business Development Officer, Chief Quality Officer, Chief Development Officer, Chief Public Relations Officer, Chief Procurement Officer, Chief Human Resources Officer, Chief Legal Officer, Chief Corporate Compliance Officer, Chief Financial Officer, Chief Operating Officer, Chief Marketing and Communications Officer, Chief Administrative Officer, Chief Nurse Executive, Chief Academic Officer, Chief Strategy Officer, Chief Information Officer, Chief Population Health Officer, Chief Diversity and Inclusion Officer, Chief Risk Officer, Chief Investment Officer, Chief Medical Information Officer, Chief Clinical Integration Network Development Officer, Chief Technology Officer, Chief IT Officer, Chief Sustainability Officer.

“We are living in the age of flattening org structures with the hope of making organizations more fair and efficient, yet employees still want to feel important (like they are progressing up the chain). This is the environment where title wackiness is allowed and encouraged to happen.” (A)

“The snag is that the familiar problems of monetary inflation apply to job-title inflation as well. The benefits of giving people a fancy new title are usually short-lived. The harm is long-lasting. People become cynical about their monikers (particularly when they are given in lieu of pay rises).” (B)

“What began with a C-suite of corporate leaders has morphed into a full-fledged assault on traditional chains of command, with a seemingly endless cascade of increasingly specialized, yet amorphous, positions in an unwieldy hodgepodge of matrixed responsibilities. It’s title inflation at its worst and often counterproductive to effective management.” (C)

C-Level titles have become so pervasive in some mega-systems it is unrealistic that they all report to the CEO or COO. So to reflect the operating TO it is likely a new top-tier-title strata will be necessary to explain who is really in charge and has final authority. Starting with something like Deputy CEO which will later become First Deputy CEO and later Senior First Deputy CEO – then similar clarifiers throughout the C-Suite.

Skipping a level up we already see major hospital systems with numerous Presidents presiding over different types of entities (e.g., hospitals, insurance companies, physician practices, imaging & urgi and surgi centers) and again, at some point differentiators will need to be added.

The key to the future might be the designation of a “Chief Corporate Title Tracking Officer”, unless the rumored so-called “C-Level Title Non- Proliferation Treaty” being advanced by some major academic medical centers becomes a reality.

And of course I am guilty too…using four academic titles…Clinical Professor, Preventive Medicine, Icahn School of Medicine at Mount Sinai; Adjunct Professor, Ziklin School of Business, Baruch College, C.U.N.Y.; Adjunct Professor, Rutgers School of Public Health; & Adjunct Professor, Rutgers School of Public Affairs and Administration.

(A) https://www.linkedin.com/pulse/era-title-inflation-upon-us-edward-kiledjian

(B) http://www.economist.com/node/16423358

(C) http://blogs.wsj.com/experts/2014/03/12/the-proliferation-of-c-suite-titles-is-insane/

Former hospital prez says: Designate local Zika centers now. Medical experts do not know if, or where, or how much, or on what trajectory the Zika virus may spread across the United States.

Former hospital prez says: Designate local Zika centers now
Hudson Reporter
http://www.hudsonreporter.com/view/full_story/27199087/article-Former-hospital-prez-says–Designate-local-Zika-centers-now-?instance=top_story
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0122

The following is an editorial submitted by Dr. Jonathan M. Metsch, a health educator and the former CEO of Jersey City Medical Center who is also a Hoboken resident

Medical experts do not know if, or where, or how much, or on what trajectory the Zika virus may spread across the United States. Nor do they know how else Zika might spread besides by certain types of mosquitos and by some types of sexual activity. However, the risks to pregnant women are well documented.

In fact, on Tuesday, a Honduran woman with the Zika virus gave birth at Hackensack University Medical Center to a baby girl with birth defects, and one of her doctors said they appear to be caused by the mosquito-borne virus, according to a story in the New York Times.

Of the more than 500 Zika cases so far in the U.S., all involved people infected in outbreak areas in South America, Central America, or the Caribbean, or people who had sex with infected travelers, the Times reported. The story noted that mosquitoes aren’t yet spreading Zika in the continental U.S., but experts predict small outbreaks are possible as mosquito season heats up.

Yes, it’s true that Zika is different from Ebola. But there are lessons to be learned from the 2014 Ebola scare relevant to planning for Zika. For example, Zika should not be considered treatable at any or every hospital.

According to the federal Center for Disease Control (CDC), “There is no vaccine to prevent or medicine to treat (the) Zika virus.”

One might argue that any hospital can take care of a Zika patient. But since there is no treatment, there’s an elevated risk for microcephaly – a birth defect that leaves babies with malformed heads and brains – and serious possible sequela such as Guillain–Barré syndrome, and since we cannot predict the trajectory or volume of a Zika surge, patients should initially be aggregated to develop evidenced-based care protocols.

The federal government should immediately develop guidelines for Zika regional referral centers (ZRRC)s, followed quickly by the designation of ZRRCs.

If there is no surge as mosquito season spreads across the county and if the severity of index cases is minimal, where to admit Zika patients can be reconsidered. But it would be better to start with robust, focused preparation and adapt to the situation as it actually emerges.

Meeting the virus head-on

In 2014, I suggested several anchor principles for Ebola preparedness in New Jersey, as hospitals of all sizes and scope “marketed” their Ebola readiness, only to learn that it took well over 20/ 25 full time staff to care for one Ebola patient (and 50 in Dallas!).

These recommendations included that every hospital that certified its Emergency Room as ready for Ebola be subject to at least three separate drills using a standardized form, and then be subject to random “secret shopper” inspections; that anyone with a confirmed or suspected Ebola diagnosis be immediately transferred to a regional center hospital designated by national standardized criteria which could demonstrate that it has sufficient nursing staff “volunteers” to care for a least five patients round the clock; and that isolation hospitals be readied for instant activation, whether a closed hospital prepared for Ebola now and standing by, or a “virtual” hospital ready-to-go in military fashion.

Also there was a need to minimize Ebola patients walking into an ER unannounced, and suggested a statewide 800 number be established so patients can call ahead and be transported by a prepared ambulance team and taken to a regional center.

Similar organizing principles are urgently need to be established for tiered Zika hospital preparedness. Here are some thoughts.

1. There should not be an automatic default to just designating Ebola Centers as ZRRCs, although there is likely to be significant overlap.

2. Zika Centers should be academic medical centers with respected, comprehensive infectious disease diagnostic/ treatment and research capabilities, and rigorous infection control programs. They should also offer robust, comprehensive perinatology, neonatology, and pediatric neurology services, with the most sophisticated imaging capabilities (and Zika-related “reading” expertise).

3. National leadership in clinical trials.

4. A track record of successful, large scale clinical Rapid Response.

5. Organizational wherewithal to address intensive resource absorption.

6. Start preliminary planning for Zika care out of the initial designated ZRRCs.

Zika protocols will be templates for are other mosquito borne diseases lurking on the horizon, such as Chikungunya, MERS, and Dengue.

– Jonathan M. Metsch, Dr.P.H.

Clinical Professor, Preventive Medicine, Icahn School of Medicine at Mount Sinai

Adjunct Professor, Management, Zicklin School of Business, Baruch College, C.U.N.Y.
Adjunct Professor, Rutgers School of Public Affairs and Administration & Rutgers School of Public Health
President & CEO, LibertyHealth/ Jersey City Medical Center (1989-2006)

 

Hospital web site archeology

When “googling” for hospital information we often wind up at hospital web sites.

Hospital web sites are marketing based so how does one find and aggregate key elements and then do comparative analysis?

You can use these web sites for this exercise, all hospitals I have been involved with

Jersey City Medical Center (I was President & CEO from 1989-2006)   http://www.barnabashealth.org/Jersey-City-Medical-Center/About-Us.aspx

Mount Sinai Hospital (various positions at the medical school and medical center from 1979-1989, leaving as an SVP)   http://www.mountsinai.org/?lastName=O

CarePoint Health/ Hoboken (I was on the Board of the Hoboken Municipal Hospital Authority for three years)   https://www.carepointhealth.org/hoboken-university-medical-center#xDk1A

Meadowlands Hospital Medical Center (was part of LibertyHealth with Jersey City Medical Center) http://meadowlandshospital.org/

Ok, let’s get started:

Find ABOUT US. This is the picture painting how the hospital wants to be envisioned.

Find the MISSION STATEMENT, a formal summary of the aims and values of the hospital, as approved by the Board of Trustees and required for accreditation.

Compare ABOUT US and the MISSION STATEMENT. Are they clear and consistent?

Find ACCREDITATION. This gets trickier. A long list of certifications is not in of itself important. What is important is are they evidenced-based, completed by an arms-length review, and for a fixed period of time then must be renewed. You can google the agency and find the methodology used.

Find QUALITY. Again quality recognition awards should be evidenced-based, completed by an arms-length review, and for a fixed period of time then must be renewed. You can google the agency and find the methodology used.

Find AFFILIATIONS. A medical school affiliation is an excellent benchmark, however is it robust or ceremonial?

Go to LEADERSHIP/ BOARD OF TRUSTEES. Are Board member recognized community leaders?

And then go to

HOSPITAL COMPARE https://www.medicare.gov/hospitalcompare/search.html At this MEDICARE site you can compare hospital performance metrics.

THE LEAPFROG GROUP http://www.leapfroggroup.org/compare-hospitals an independent organization where you can compare hospital quality metrics

AGENCY FOR HEALTHCARE RESEARCH AND QUALITY http://archive.ahrq.gov/consumer/qnt/qnthosp.htm “How can you choose the best quality hospital for the care you need?”

AVOID for-profit “hospital quality” web sites which sell marketing packages to hospitals which pay to be surveyed!