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Rutgers Newark SPAA/ UMDNJ SPH

• HEALTH CARE “TRANSFORMATION”

MANAGEMENT*

• “Project Management –• The Hardest Part about Getting

Started………… is Getting Started”

• September, 2013

• *syllabus is subject to change

• Jonathan M. Metsch, Dr. P.H.

• Adjunct Professor, Health Systems & Policy, UMDNJ School of Public Health

• Clinical Professor, Preventive Medicine, Mount Sinai School of Medicine

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SPAA Student Learning Outcomes

• to be able to lead and manage in public governance

• to participate in and contribute to the public policy process

• to analyze, synthesize, think critically, solve problems, and make decisions

• to articulate and apply a public service prospective

• to communicate and interact productively with a diverse and changing workforce and citizenship

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Course Objectives

• 1. To learn the basics about the American health care system

• 2. To understand the implications of the Affordable Care Act

• 3. To learn to use the Case Study method as an analytical tool

• 4. To start using an “evidence-based” approach to management

• 5. To be a successful contributor in small group meetings

• 6. To get comfortable being a discussion leader

• 7. To meet and interact with industry leaders (your future bosses)

• 8. To begin a personal career diary of “Lessons Learned”

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Lessons Learned

• Start a diary of 3 Lessons Learned each week from the cases, speakers, required reading and/ or workplace/ news media. Start with week 1 (also see articles posted on Blackboard)

• Post your Lessons Learned on Blackboard after each class & email to jonathan.metsch@rutgers.edu

• After the December 11th class, list all 36 Lessons Learned then synthesize them into an Essay on Leadership

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Week 1 - Case Study Method 1

• Discussion Cases• “The First Day”• Hoboken Swine Flu Task Force• Food Sustainability• Changing Accreditation

Agencies• “Is There a Doctor in the

House”

• Harvard Case Studies – PowerPoint Template

• Syllabus• Homework• Final Case Study Project• Lessons Learned• Purchasing Harvard Case Studies*• Harvard Case Study Discussion

Leaders• Grades• Blackboard• ________________

• Read • The Case Study Method on Blackboard

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Week 2 - Case Study Method 2

• Discussion Cases• Hudson Cradle• The Jubilee Center• Child Advocacy Center• Hudson County Child Abuse

Prevention Center• “Camp”

• Homework*• The Cradle Dilemma• kel511

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Week 3- The Affordable Care Act

• Elizabeth A. Ryan, Esq.

• President & CEO, New Jersey Hospital Association

• http://www.njha.com/

• Reading• Reading: Summary of 2010 Health Care

Reform Legislation: • http://www.aha.org/advocacy-issues/tool

s-resources/advisory/2010/100419-legislative-adv.pdf

• American Public Health Association• http://www.apha.org/advocacy/Health+R

eform/

• Homework• Find five controversies about the ACA

like:• Ambiguity in Health Law Could Make

Family Coverage Too Costly for Many• http://www.nytimes.com/2012/08/12/us

/ambiguity-in-health-law-could-make-family-coverage-too-costly.html?_r=1&ref=health

• (but not Medicaid expansion or Health Care Exchanges)

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Week 4 –Hospital Sustainability

• Mr. Michael D'Agnes • President and CEO • Raritan Bay Medical Center• http://www.rbmc.org/

• Homework *• Newton-Wellsley Hospital• HBS 9-609-088

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Week 5 – The Changing World of Physicians

• Frank Goldstein, M.B.A., FACHE• Vice President, Physician Services,

Meridian Health• http://www.meridianhealth.com/

MH/AboutUs/index.cfm

• Previously, President, Summit Medical Group (1990-1998)

• Homework*• Performance Management at

Intermountain Healthcare• HBS 9-609-103

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Week 6 – Hospital Finance

• Mr. Sean Hopkins• Senior Vice President, Health

Economics• New Jersey Hospital Association

• Homework*• Evidence-Based Management• HBS R0601E

• Reading*• What More Evidence Do You

Need?• HBS R1005X

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Week 7 - Building a Regional Medical Center

• Case Study - Jersey City Medical Center

• Homework *• Jeanette Clough at Mount Auburn

Hospital• HBS 9-406-068

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Week 8 - Restructuring a Failing Public Hospital

• Case Study – Hoboken Hospital

• Homework *• Collaborating to Improve• HBS 9-608-054

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Week 9 - Technology

• Mr. Mahesh Uberoi (President and CEO) and Mr. Varun Anand (Vice President – Technology).

• MphRx*

• http://www.mphrx.com/

• Cloud Computing/ Improving Care

• * Professor Metsch has a business relationship with MphRx

• Reading• Coming Next: Using an App as Prescribed• http://www.nytimes.com/2012/08/20/technology

/coming-next-doctors-prescribing-apps-to-patients.html?pagewanted=all

• Free Online Course Will Rely on Multiple Sites• http://www.nytimes.com/2012/08/21/education/

mechanical-mooc-to-rely-on-free-learning-sites.html?_r=1

• Active in Cloud, Amazon Reshapes Computing• http://www.nytimes.com/2012/08/28/technology

/active-in-cloud-amazon-reshapes-computing.html?adxnnl=1&adxnnlx=1346270470-MWRwLi4wKeZbpMw8j4qpjg

• Homework• Find and compare four

examples of Hospital Performance Dashboards

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Week 10 – “Managed Care”

• Annette Catino, M.B.A.• President & CEO, QualCare• https://www.qualcareinc.com/

• “A Seat at the Table”

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Week 11 – Academic Medical Centers

• Denise Rodgers, M.D.• (Interim) President• http://www.umdnj.edu/

• Reading • The future of academic medical centers:

Strategies to avoid a margin meltdown• http://www.pwc.com/us/en/health-indus

tries/publications/the-future-of-academic-medical-centers.jhtml

• Academic Medical Centers at a Tipping Point

• http://www.deloitte.com/us/AMCtippingpoint

• UM med school’s big ambitions led to big layoffshttp://www.miamiherald.com/2012/07/22/2918375/um-med-schools-big-ambitions-led.html

• Hospital Transformation Strategies

• Homework• Find 5 examples of

hospital transformations

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Week 12 – The Future of Hospitals in NJ

• Henry Amoroso, Esq.• President, HJA Strategies; • Member, Nowell Amoroso Klein

Bierman, PA• Associate Professor, Department

of Legal Studies, Seton Hall University

• Previously: President and CEO, Cathedral Healthcare System and Saint Vincent Catholic Medical Centers

• Homework• Identify five aspects of

(Governor) Christie Administration Hospital Policy

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Week 13 – Student Case Studies

• Student Case Study Presentations

• Topic Due: October 9th

• (Post on Blackboard)

• First PP Draft: October 23rdth

• Second PP Draft: Nov. 6thth

• Post on Blackboard

• Email to jonathan.metsch@rutgers.edu

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Week 14 – NJ Commissioner of Health

• Mary E. O’Dowd, M.P.H.• New Jersey Commissioner of

Health

• “Management “Wisdom”

• Lessons Learned

What is a lesson learned?

• A lesson learned is useful project management information gained through experience that your organization should retain for future use and that can be relevant to other organizations. Depending on the lesson, it could be a valuable technique or an outcome that you wish to repeat or it could be an undesirable result you wish to avoid. Often, identifying your lessons learned is as simple as asking the question, “What worked well or what didn’t work so well?”

• Lessons learned can be categorized as:• something learned from experience, • an adverse experience that is captured and shared to avoid a recurrence, • an innovative approach that is captured and shared to promote repeat application, or • the knowledge acquired from an innovation or an adverse experience that leads to a

process improvement.

• http://ocio.os.doc.gov/CommerceITGroups/Commerce_IT_Review_Board/PROD01_007947

Capturing Those Lessons Learned

• Do you capture your lessons learned? If you do, how effectively do you capture them?• There are many reasons why lessons learned are not captured, or, if they are captured, not used,

including:• Lack of time• Lack of management support• Lack of resources• Lack of clear guidelines around collecting lessons learned• Lack of processes to capture lessons learned• Lack of knowledge base to store and search lessons learned for future use• We all have good intentions to do so, but often don’t get around to effectively capturing lessons

learned from projects. Often, if we do try to capture lessons learned, we do so at the very end of the project – getting the team together to try to remember what worked and what didn’t. With short projects – maybe just a few weeks in duration – this might work well some of the time. The team hasn’t forgotten anything. Just catch them before they are off to the next project!

• http://www.ginaabudi.com/capturing-those-lessons-learned/

Management Lessons I Learned Working At Apple

• A tech company should be run by engineers, not managers• Build a culture of respect between managers and employees• Give employees the freedom to own and improve the products• Challenge your employees to grow• Deadlines are crucial• Don't play the "feature game" with your competition• Hire people who are insanely passionate about your product• It's important to emphasize work/life balance• You should maintain that startup culture, even when you're a big

company

• http://www.businessinsider.com/management-lessons-i-learned-working-at-apple-2010-7?op=1

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Professor Metsch• Dr. Metsch, Clinical Professor, Preventive Medicine, Mount Sinai School of Medicine and Adjunct Professor, Health Systems and Policy, UMDNJ SPH, will be teaching

this academic year at the Baruch/ Mount Sinai MBA Program in Health Care Administration, and the School of Public Affairs and Administration, Rutgers Newark.

• Dr. Metsch was President and CEO of LibertyHealth/ Jersey City Medical Center (and Associate Dean for Jersey City Medical Center, Mount Sinai School of Medicine) from 1989-2006 during which time Jersey City Medical Center: was designated as a Regional Perinatal Center, Level II Trauma Center, Teaching Hospital Cancer Program, a Children's Hospital, and a Medical Coordination Center (for statewide disaster preparedness); started cardiac surgery/ interventional cardiology; and became a major teaching affiliate of Mount Sinai School of Medicine. A total replacement hospital was opened on a new site in 2004.

• • Dr. Metsch was Chairman of the Board of the New Jersey Hospital Association and served on the Boards of the Seton Hall University School of Graduate Medical

Education, the Hudson County AIDS Consortium, the State Health Planning Board, the Hudson County Perinatal Consortium, and The Hospital Alliance of New Jersey. Dr. Metsch served on the Governor's Advisory Commission on Hospitals, the Task Force on Affordability and Accessibility of Health Care in New Jersey, the Governor’s Advisory Council on AIDS, and the Department of Human Services HMO-Hospital Workgroup.

• • Dr. Metsch is a Board member of Jewish Family Service of MetroWest, and recently served on the Board of Associated Camps and as a Leadership Newark Coach. He

was the Founder of Hudson Cradle and served on the Board of the Hudson County Child Abuse Prevention Center, and the Steering Committee of MetroWest CARES.

• • From September, 2009 to November, 2011 Dr. Metsch was a Commissioner of the Hoboken Municipal Hospital Authority, and part of the team that “privatized” this

City-owned hospital. He was also the organizer and co-chairman of the Hoboken H1N1 Swine Flu Task Force.• • From 1972-1989 Dr. Metsch worked at The Mount Sinai Medical Center (NYC) as: a faculty member of the Baruch-Mount Sinai Graduate Program in Health Care

Administration; Administrator of Mount Sinai Services, City Hospital Center at Elmhurst; Associate Dean for Administration of Mount Sinai School of Medicine; and Senior Vice President for Administration, MSMC.

• • From 1967-1970 he was on active duty in the U.S. Air Force leaving with the rank of Captain. Dr. Metsch earned: a B.A. from Queens College of the City University of

New York; an M.P.A. from the University at Albany, State University of New York; and a Dr.P.H. from the University of North Carolina at Chapel Hill (from which he received the School of Public Health’s 2005 Harriet Hylton Barr Distinguished Alumni Award).

• • Dr. Metsch is a strategy consultant to MphRx. http://www.mphrx.com/ MphRx offers cloud based solutions for storing, retrieving and sharing clinical images and data and is

implementing a comprehensive array of "instant" clinical applications.