Introducing Jon Baker, MCDH Interim CEO

5/19/06

Jonathon Baker, MCDH Interim CEO, will be here three to six months.

Jonathon W. Baker began his tenure as the hospital’s Interim CEO on May 8, 2006.  During his first two weeks in office, Baker has made rounds and talked with as many members of staff and management as possible.  He has also participated in Board Committee meetings and has met with various community members. Baker is quickly earning respect and support both within the hospital and in the community.

Baker joins MCDH from Sonora, California.  He brings many years’ experience as a hospital administrator, including experience with small, rural District Hospitals.  He is expected to be here three to six months.  The following is an interview with Baker.

In your first two weeks, what is your impression of MCDH?

JB: We have a hospital that is needed by the community for the provision of primary and secondary care.  Employees and physicians feel strongly about providing a high quality product, and morale seems good.  It’s clear that people take pride in the hospital facility, and attempt to provide the latest technology for the types of care we offer.  I’m impressed with the desire of the staff to work on the hospital’s continued success and survival and to maintain a high quality of health care.  Lots of the pieces needed for success are in place, and just need to be pulled together with continuity of good interdepartmental communication to meet our goals.

What have you heard from hospital employees so far?

JB: The common string among employees is that the essence of success is here.  Accountability for reaching success in all areas of the hospital is desired and needed.  If we give people the ownership and empowerment to carry out the tasks they were hired to do, they will do so, and want to do so.  We must provide the empowerment to develop and meet both individual and organizational goals for success.

What is your assessment of the challenges faced by the hospital?

JB: Getting the funding into the hospital to provide service is a key challenge, as in any business.  The hospital has to be run like a business, and our product is high quality, empathetic health care.  We must look at the systems that provide cash, and get the bills out and cash in to buy the resources we need to meet the organization’s goals.

Changes in the important parameters of decreasing volumes and increasing costs are having a big impact on the hospital.  We must fix the processes to get the funding in here.

Are these challenges unique to our hospital?

JB: These challenges are not unique, particularly for small, rural, isolated hospitals.  Many hospitals throughout the state and the country are in the same situation.

What is your philosophy/approach to hospital administration?

JB: My style is to have high expectations, which includes accountability for the actions of everyone within the organization.  I believe in frankness, and seeking and resolving problems in an expedient manner.  I want people to do the job they were hired to do.  I believe in an interdepartmental and interpersonal teamwork approach to meeting the goals of the organization.

Why were you interested in becoming MCDH’s Interim CEO?

JB: I came out of retirement to take this position for a few reasons.  The challenges faced by MCDH are challenges that I have faced before, in other organizations.  These are exciting challenges to work with.  Another reason I sought the position is that I love this area, and the thought of living here for a while was appealing. 

What are the top priorities you plan to address during your time at MCDH?

JB: Among my top priorities are establishing a focus and direction for the hospital, and getting the financial situation stabilized.  With the experience I bring, I’d like to help lead the organization and employees to realize their potential.  Establishing the framework for the continued success of this hospital is important, so that the hospital can serve the needs of this community for the long term.

Do you anticipate making changes in the programs and services provided by the hospital?

JB: If changes can be and need to be made within the three to six months that I am here, then yes, we’ll make those changes.  Some changes are needed to improve the hospital’s financial stability, and employees need to be empowered to do their jobs and be held accountable.  My job as Interim CEO is not to fix everything, but to establish focus and direction to pass on to the next person to take on the CEO job full time.

Do you think that seeking Critical Access Hospital (CAH) status – a decision made by the Board just prior to your arrival – is a good thing for our community?

JB: Yes. CAH is set up to “save” small rural hospitals that are needed in healthcare throughout the nation.  It will provide a significant portion of the additional reimbursement we need to continue to provide high quality, necessary health care.

What is your opinion on other decisions pending at the Board level, such as affiliation and seeking a parcel tax?

JB: Affiliation with a larger system is a good idea for rural hospitals.  Tapping into the resources of established systems can be a prudent way to improve the financial and clinical performance of the hospital.

A parcel tax is another way for the community to assure that the hospital stays in its high quality role in the community.  It needs to be considered as another way to provide necessary funding.

How about a bit of personal information?

JB: My wife, Jean, is an instructional aide teaching at the elementary school level.  We have four grown children and two dogs.  Boating, golfing and walking with our dogs and Jean are favorite pastimes of mine.

Anything else you’d like to share with the community?

JB: I’m glad to be here.  I’m being received very well, which I see as a good sign that people really want this hospital to succeed.  It seems that everywhere I go, people know who I am and express their support, and I appreciate that.