Rutgers Newark SPAA/ UMDNJ SPH
• HEALTH CARE
“TRANSFORMATION”
MANAGEMENT*
• “Project Management –
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The Hardest Part about Getting
Started………… is Getting Started”
• September, 2013
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• 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
*syllabus is subject to change
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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
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• 2. To understand the implications
of the Affordable Care Act
• 6. To get comfortable being a
discussion leader
• 3. To learn to use the Case Study
method as an analytical tool
• 7. To meet and interact with
industry leaders (your future
bosses)
• 4. To start using an “evidencebased” approach to management
5. To be a successful contributor
in small group meetings
• 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
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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
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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
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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
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• Elizabeth A. Ryan, Esq.
• President & CEO, New Jersey
Hospital Association
• http://www.njha.com/
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Reading
Reading: Summary of 2010 Health Care Reform
Legislation:
http://www.aha.org/advocacy-issues/toolsresources/advisory/2010/100419-legislativeadv.pdf
American Public Health Association
http://www.apha.org/advocacy/Health+Reform
/
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/ambig
uity-in-health-law-could-make-family-coveragetoo-costly.html?_r=1&ref=health
(but not Medicaid expansion or Health Care
Exchanges)
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Week 4 –Hospital Sustainability
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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
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* Professor Metsch has a business relationship with
MphRx
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Reading
Coming Next: Using an App as Prescribed
http://www.nytimes.com/2012/08/20/technology/comingnext-doctors-prescribing-apps-topatients.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-incloud-amazon-reshapescomputing.html?adxnnl=1&adxnnlx=1346270470MWRwLi4wKeZbpMw8j4qpjg
• 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/
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Reading
The future of academic medical centers:
Strategies to avoid a margin meltdown
http://www.pwc.com/us/en/healthindustries/publications/the-future-ofacademic-medical-centers.jhtml
Academic Medical Centers at a Tipping Point
http://www.deloitte.com/us/AMCtippingpoi
nt
UM med school’s big ambitions led to big
layoffs
http://www.miamiherald.com/2012/07/22/2
918375/um-med-schools-big-ambitionsled.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
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What is a lesson learned?
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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?”
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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.
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http://ocio.os.doc.gov/CommerceITGroups/Commerce_IT_Review_Board/PROD01_007947
Capturing Those Lessons Learned
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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
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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
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http://www.businessinsider.com/management-lessons-i-learned-working-at-apple-2010-7?op=1
Professor Metsch
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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.
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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.
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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).
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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.
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