Nearly a decade ago, when David Fox assumed the role of president and CEO of Advocate Good Samaritan Hospital, Downers Grove, Illinois, the Malcolm Baldrige National Quality Award-winning hospital held a somewhat moderate quality ranking. Employee satisfaction ranked in the 46th percentile and its physician hospital organization (PHO) was paying
In 2008, when Sandra L. Coletta, MBA, accepted the position of president and CEO of Kent Hospital, Providence, Rhode Island, she knew that she would be facing significant challenges when implementing organizational changes at the institution. At the time, Kent Hospital ranked in New England’s lowest percentile in overall client satisfaction. Its emergency department earned customer complaints of poor quality patient service and medical care. To add another mark against its already marred reputation, the hospital was in the middle of a high-profile lawsuit, filed by actor James Woods, who blamed the facility for the wrongful death of his brother, Michael J. Woods.
If Richard Afable, MD, MPH, president and CEO of Hoag Memorial Hospital Presbyterian, Newport Beach, California, told you he was closing down one of the largest orthopedics programs in California and entering into an orthopedics specialty hospital joint venture with his physicians, you might think about sending him job leads.