By: Danielle Ulman
The University of Maryland Medical System’s storied history is chock full of larger-than-life personalities. In my reporting on the system’s 25th anniversary since it separated from the state, some interesting and humorous anecdotes emerged. Below are some tidbits that we couldn’t fit in the story in the paper…
After the system went private in 1984, some big changes had to be made to make it financially stable.
Frank Gunther, the first UMMS chairman of the board, told me one change was that the clinical chiefs at the University of Maryland Medical Center were going to be held accountable for their budgets, something that had never really been a practice. That didn’t quite sit right with R Adams Cowley, the world-renowned doctor behind the Shock Trauma Center, according to Gunther.
I have a very vivid memory of telling them they had to submit their budgets. And Dr. Cowley came in and said, “Here you go, see you next year.” And I said, “No, we’re going to be looking at this and making sure that you’re following your budget.” He was aghast that anyone would be looking at his budget and checking up on him.
The system also struggled with changing the employment culture. Those who stayed on from the old system were still state employees, with state benefits and two times as many holidays as system employees.
When Gov. Harry Hughes declared the Friday after Christmas a state holiday in 1986, it was great news for the state employees, but bad news for the system. The hospital system needed to run 24-7, and so it had to pay state employees double time for their work. It was a Christmas present that cost UMMS $400,000.
Morton Rapoport was the system’s CEO for more than two decades, beginning in 1982. He was trained as a doctor and had some management experience from his time at the medical school, but mostly he told me he was learning his business skills on the job.
It turned out his management style left a little something to be desired. The clinical chiefs of staff at the hospital publicly said that they wanted Rapoport out.
Around that time, Shock Trauma was getting new helicopters, and Cowley, its chief, had really been pushing for the state to pick a French company as the vendor. One day, Cowley called and said the CEO of the helicopter firm was in town and wanted to take Rapoport for a ride.
For a fleeting moment, perhaps an insane moment, I thought that the clinical chiefs had come up with an ingenious plan to remove me. I would be killed in a helicopter crash. ~Excerpted from Rapoport’s book “Alignment,” about the system’s privatization, written with Stephen C. Schimpff, the former executive vice president and chief operating officer of the system.
Rapoport only agreed to take the trip if Cowley came along, not knowing that the pilot would let Cowley take over the controls.