Jewish Hospital social register President Marty Bonick is out.
Bonick, president of the downtown Jewish Hospital Medical Campus and senior vice president of Jewish Hospital & St. Mary’s HealthCare, was fired, according to multiple sources.
Beyond being involved in the financial collapse of the Jewish system, Bonick may be best remembered for an October 2010 fashion spread titled “The Social CEO” in nFocus magazine, a magazine that covers Louisville’s social whirl.
This is from that probing article by Laura Snyder, who seemed confused by Bonick’s title:
When I ask Jewish Hospital & St. Mary’s HealthCare CEO, Marty Bonick, how he likes Louisville, he says, “It’s such a giving town. I’ve worn my tux more times since we moved here than I ever did before.” But that’s not the reason he’s known as the Social CEO. Even though he and his wife do the black-tie charity circuit, he’s known as the Social CEO because he is a leading figure in the use of social media in health care administration.
He wore his tux more times in Louisville than anywhere else! There you have it.
And indeed, Bonick’s blog and tweets are legendary, as is his “adrenaline-junky lifestyle.”
NFocus noted Bonick’s FaceBook page is “full of pictures of him driving fast cars—in one he’s in a racing helmet, driving a Porsche race car at Putnam Motor park—and a lot of posts about weekends on the lake with friends.”
Ah, the fun didn’t stop there!
In February, Insider Louisville dug up the fact that Bonick and other JHSMH officials – most were actually from the consulting firm, Huron Consulting Group, that ran the hospital – were headed to Orlando to share at a health care finance conference how they’d worked the miracle they’d worked. (Notice these shindigs are never in Akron.)
Here’s an excerpt from Bonick’s blog, unedited:
When I arrived 3 years ago, we were struggling on a number of fronts and it was obvious that we had a lot to turn-around. Financially our hospital had been losing money for 3 years running and our quality scores were lagging behind the top quartile performance that we expect to achieve.
Since that time our core measure and quality scores have improved year-over-year for the past three years and with the implementation of our multi-disciplanary service line teams we expect to see this trend continue into the future. Through our ACE process, we have made significant progress on our labor and supply costs and improved our revenue cycle to best-in-class performance levels achieving a days in accounts recievables consistantly in the low 40 days range. All of this has resulted in us “balancing our checkbook” as I like to say with the results being a dramatic financial improvement of nearly $30M over the past 3 years!
We never did figure out what “core measure” or “multi-disciplanary (spelling is correct) service line team” meant.
And oddly, JHSMH executives said later that without a merger with University of Louisville Hospital and Catholic Health Initiatives, their system would run out of money. This was after, of course, JHSMH had spent millions to pay Huron consultants for a turnaround.
Which never seemed to happen.
JHSMH posted an 2009 operating loss of $7.47 million. Oh, and JHSMH had a $10.5 million loss for Q1, 2010 after firing 500 people.
At the time, insiders were telling Insider Louisville the Jewish system was bleeding money due to a heavy reliance on coronary procedures for revenue, procedures that have decreased due to the increasing use of non-invasive surgery and medically coated stents.
Bonick is joining a long-list of people with “former Jewish Hospital executive” on their resumes.
Before joining Jewish Hospital in 2008, Bonick was CEO of Oklahoma State University Medical Center in Tulsa.
Shockingly, a Huron consultant will serve as interim president of Jewish Hospital Medical Center until a permanent replacement is found.