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updated: February 9, 2011

Administrators are liaisons between the hospital boards, other administrators and the medical
staff.

Hospital administration is the management of the hospital as a business. The administration is

made up of medical and health services managers (sometimes called health care executives and
health care administrators) and assistant administrators. Administrations range in size and the
duties of the administrator depends on the size of the administration.

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1. Administrators are liaisons between the hospital boards, other administrators and the
medical staff. They coordinate the activities of and create policies for the hospital. Some
administrators are in charge of hiring and training of doctors and other staff, then may
perform evaluations of current employees and direct staff meetings. They may also be
responsible for the hospital's public relations and fundraising programs.
Administrators develop programs for teaching and research hospitals. They must be
aware of new advances in medicine.

  
  

2. £arge administrations have several administrators and assistant administrators doing
daily tasks such as managing the activities of the hospital's departments while one
administrator is in charge overall. A large group practice may have an administrator and
several assistants. Some administrators manage a system of health care facilities. In a
small administration there may only be one administrator caring for all of the
departments, or one administrator and one assistant administrator.

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 3. There are several types of health services managers: clinical managers, who manage
specific departments and usually have experience in the area; health information
managers, who maintain and take care of patient records; and managers who are in
charge of the hospital's business matters.

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Ñ. 2linical managers and health information managers have more specific duties than a
general administrator does. A general administrator is in charge of all departments as well
as business practices. 2linical and health information managers work within their own
departments, and have duties such as implementing policies, managing personnel and
writing reports to give to the overall administrator.

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è. To become a medical services manager, you must have a master's degree. Degrees
in health services administration, long-term care administration, health sciences, public
health, public administration or business administration are the most helpful. These
degree programs should include an internship in a health care center. Graduate programs
are usually two to three years long. If you do not want to get a master's degree,
physicians' offices usually hire those with work experience.

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Find Universities Offering Top Degrees in Education Studies.

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Read more: What Is Hospital Administration? | eHow.com

http://www.ehow.com/about_è130Ñ30_hospital-administration_.html#ixzz1Fdrtèh2O


The 1998 edition of

 
    published by the American Hospital Association reported
that 6,021 hospitals existed in the United States. These included acute care general hospitals;
federal, state, and local hospitals; psychiatric hospitals; and specialty hospitals such as children's
hospitals, rehabilitation hospitals, and chronic disease hospitals. There were è,01è short-term,
acute care general facilities. Short-term, general hospitals are defined as those for which a patient
stay is thirty days or shorter and which provide general medical and surgical care. General
hospitals often provide additional services including prevention, treatment, rehabilitation,
obstetrics, substance abuse, health education, and screening for cancers and other diseases.

Modern hospitals derive historically from the monastic "hospes" of tenth-century medieval
England at which travelers stopped to rest. £ater, in the thirteenth century, the hospice became a
place for vagrants, invalids, and the infirm.

Benjamin Franklin founded the first hospital in the United States, the Pennsylvania Hospital,
which was chartered in 17è7. Hospitals during this period provided refuge and homes for the
poor, ill, and infirm who had no other place to live. Nineteenth- and early-twentieth-century
hospitals in the United States were primarily for the treatment of communicable disease, such as
tuberculosis or leprosy, for which people were quarantined. Most people generally preferred to
be treated for acute illness at home. Before the discovery of germ theory, the home was actually
a healthier environment than the hospital. £ater, as scientific medical practice developed,
hospitals became more technical places of diagnosis and treatment for those who could afford to
be hospitalized and pay for the new scientific technologies.

As a result of their increasing role in health care, hospitals became important community
resources. The community not-for-profit hospital continued the role of providing charity care for
the poor. After World War II, the Hospital Survey and 2onstruction Act of 19Ñ6 (Hill-Burton
Act) provided funding for communities across the country to build not-for-profit community
hospitals and to modernize old ones. This legislation was critical to locating hospitals in
previously underserved rural areas. Society has long viewed the hospital as a social service
organization. Public hospitals serve an important public health function in caring for vulnerable
and underserved populations, including the poor, immigrants, and the uninsured.

Types of Hospital Ownership

Government hospitals at the federal, state, or local level generally care for specified groups of
individuals or diseases. This includes the military, the mentally ill, or the uninsured, among
others. In addition, this includes educational or academic hospitals where medical education is
taught. Private not-for-profit hospitals are usually owned by corporations, which are founded by
private organizations. For-profit or investor-owned hospitals are those in which the shareholders
receive dividends or financial distributions based on the profits made by the hospital or the
hospital's corporation.
Regardless of ownership, most hospitals are  hospitals, which provide care for a wide
range of acute episodes of illness. Acute episodes are serious short-term illnesses for which
patients require immediate care and are then returned to their homes or community.

Organization and Function of Hospitals

Hospital administration encompasses organizing and supporting the patient's total medical care
during an episode of illness in the hospital, and is responsible for integrating the various
functions and services. A hospital is a multifaceted organization comprising many committees,
departments, types of personnel, and services. It requires highly trained employees, efficient
systems and controls, necessary supplies, adequate equipment and facilities, and, of course,
physicians and patients. It is a business as well as a caring, people-oriented institution and it has
a similar structure and hierarchy of authority as any large business.

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xu The "board of trustees," or governing board, operates the hospital in trust for
the community and has a fiduciary duty to protect the assets of the hospital through efficient
operation. The trustees are responsible for establishing the hospital's mission and establishing its
bylaws and strategic policies. Trustees select the administrative leader of the hospital and
delegate the hospital's daily operations and budgeting to the appointed executive. They ensure
the quality of medical care through the selection of qualified physicians and by delegating
quality assurance responsibilities to the medical staff.

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  The chief executive officer (2EO) reports to the governing board
and provides leadership in implementing the strategic goals and decisions set by the Board. The
2EO also represents the hospital to the external environment and the community. In these tasks,
the 2EO must coordinate the collective effort of the hospital's personnel. The 2EO delegates the
clinical care and administrative duties to highly trained individuals and teams.

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 The physician is the leader of the clinical team and the major agent working
on behalf of the patient. The physician's responsibility is to diagnose the patient's condition
accurately and to prescribe the best and most cost-effective treatment plan.

The medical staff is a formally organized self-governing unit within the hospital, primarily
comprised of physicians, but may also include other doctoral level health care professionals such
as dentists or psychologists. Responsibility for the quality of medical care is exercised through
the medical staff, whose major purpose is to ensure the highest quality of medical care to the
patients. This is done through four functions: "2redentialing" determines and assesses the
qualifications of physicians seeking to practice at the hospital. "Privileging" determines the
specific types of care that individual physicians will be allowed to practice at the hospital. "Peer
review" monitors how well a physician is performing. "Reappointment" ascertains whether a
specific physician should be permitted to continue practicing at the hospital.

u   Nursing services employees are responsible for carrying out the treatment
plan developed by the physician. Nursing services, also called patient care services, is the largest
component of the hospital. It is also the largest health care occupation in the United States.
Nursing services provide round-the-clock health maintenance, treatment, and support of the
patient. Important roles of nurses today also include those of patient advocate and health
educator.

Members of the nursing staff represent a wide range of training and experience. A nurse manager
has overall responsibility for the care of patients on a particular unit, including supervising other
nursing and clerical staff, and for coordinating the services of departments such as social work
and discharge planning. A nursing supervisor may have overall management responsibility for
several units. A clinical nurse-specialist has specific expertise or competence in a particular field
of nursing. These nurses are helped by licensed practical nurses (£PNs) and certified nurses
aides (2NAs), who perform routine nursing functions.



   A number of departments perform support functions that help with
diagnosis and treatment. The clinical laboratory is a diagnostic center that performs a variety of
functions, including autopsy, clinical cytology, and clinical pathology. Medical technologists
perform most of the work of the laboratory under the supervision of a pathologist, who is a
physician.

The radiology department provides radiographs to aid with diagnosis and performs radiation
therapy for the treatment of some medical disorders.

Rehabilitation services provides assistance in enhancing the optimal physical, mental, and social
functioning of the patient following an episode of illness. Physical and occupational therapy are
the primary specialties in this service.


 

u  The hospital pharmacy purchases and dispenses all the medications
used to treat patients in the hospital. The pharmacist works directly with the medical staff in
establishing a formulary, the listing of drugs chosen to be included in the pharmacy. 2linical
pharmacy consists of communicating with patients, counseling patients and other members of the
health care team, and consulting with regard to detailed drug information.

Social services integrates the patient, the medical team, and the community. The primary
objective is to ensure that all environmental and emotional barriers to the patient's recovery are
mitigated. Social services helps coordinate needed community-based services, and sometimes
discharge planning. Hospital dieticians play an important therapeutic role in providing the patient
with the appropriate food and nutrition, consistent with the treatment plan prescribed by the
physician.

  
 u  Nonmedical administrative services are necessary to the

hospital's business and physical plant management. The 2EO leads these administrative services
and is directly responsible for the day-to-day operations of the facility.

Business services manages the hospital's admitting and discharge functions, records charges to a
patient's account, and handles accounts receivables with third-party payers such as insurance
companies. The finance department advises the 2EO on financial policy and long-range
planning, establishes procedures for accounting functions, receives and deposits all monies
received by the hospital, and approves the payments of salaries and other expenditures.
Accounting is central to the hospital's financial business. Detailed and sound accounting
practices are fundamental to maintaining important organizational statistics for administrative
decision-making. The accounting department is responsible for maintaining the general ledger
and summarizing all the financial transactions performed by the hospital, preparing and
dispensing the payroll, tracking and recording costs to enable appropriate reimbursement for
services from insurance companies, and preparing the capital and operating budgets.

Admitting services is often where the patient first has contact with the hospital. The sensitivity
and efficiency of this department can greatly influence the patient's perception of the quality of
care received.

Information services and medical record maintenance are core functions of hospital management.
Medical records have recently been designated a source of revenue as they have a direct bearing
on reimbursement from insurance companies. Medical records are maintained on all admitted
patients and they are indexed according to physician, disease, and operation.

The human resources department interacts with all departments in the hospital to ensure the
quality and motivation of personnel working at the hospital. Human resources performs job
analyses, develops job descriptions, and establishes competitive compensation for specific
positions, as well as providing training to new employees and opportunities for growth and self-
actualization for all employees.

Other important administrative and business functions may include marketing and planning,
public relations, plant and materials management, fund-raising, housekeeping, and securit

Read more: http://www.answers.com/topic/hospital-administration#ixzz1FdsH2m8o



 
  
 
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The proposition that hospitals and other health care institutions, because of their complex
operations, might be better administered by persons trained to deal with those complexities was
an idea that came into its own after World War II. At GW the idea took root in the fall of 19è9
when GW President Thomas H. 2arroll gave his blessing to an MBA program in Hospital
Administration, housed in the then School of Government, Business, and International Affairs.

Now, forty years later, a new School of Public Health and Health Services, formally established
on July 1, 1997, ranks as the first school of public health in the city and the first school of public
health and health services in the nation. Together with the School of Medicine and Health
Sciences, its offices are located in the GW Medical 2enter, a far cry from the renovated quarters
its predecessor programs once occupied at 81è 21st Street.

In keeping with University's tradition of rising to meet national needs, it is worth noting that in
1961, the year before GW program graduated its first class in health care administration, more
than 20 million Americans were hospitalized annually in some 6000 institutions. With an annual
budget of more than seven billion dollars, hospitals were among the nation's six largest
industries. Today, the field of hospital administration encompasses the training of health care
specialists in administration, education, organization, and community advisement. GW's
expanding programs in these areas have kept pace with the nation's needs from the days of the
baby boom to today's explosion of senior citizens.

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First to chair GW's Department of Health 2are Administration was Frederick H. Gibbs, a retired
full colonel who had developed conceptual frameworks for medical administration in the Army's
Office of the Surgeon General. Among those who helped Gibbs frame the GW curriculum were
University Provost and Dean of Faculties Oswald S. 2olclough, 2hairman of the Department of
Business and Public Administration James 2. Dockeray, Associate Dean of Faculties John
£atimer, and Dean Archibald M. Woodruff of the School of Government, Business, and
International Affairs.

By the early 1960s, Gibbs had launched a two-step master's degree program comprising thirty-
six semester hours of academic work and a full-year of on-site hospital training. The course work
addressed the general and technical aspects of hospital administration, administrative theory and
practice, and problem-solving in the area of managing hospitals, nursing homes, and similar
institutions. The hospital training, which followed, remained during the first twenty years of the
program, its greatest strength. Under the tutelage of designated preceptors, students worked in
hospitals across North America, filing monthly reports to the school and receiving at least one
visit from an assigned faculty member. They capped their experience by writing a major report,
essentially a thesis, on an assigned research topic.

All candidates also took comprehensive examinations in such areas as general administration,
hospital management, theory and techniques of financial control (with emphasis on statistical
evaluation), and with attention to social and economic factors at the community level. Full-time
students usually completed both phases of the program in 21 months, part-time students in 36
months.

The first MBA class with Hospital Administration (1962) numbered fifty-seven students on
campus and approximately thirty then assigned to 12-month hospital residencies. Although
2hairman Gibbs' full-time staff included only an associate and an assistant professor, £eon
Gintzig and Robert E. Griffith, respectively, it flourished with enthusiastic support from local
health care leaders. The latter served as advisors, lecturers, and preceptors, providing on-site
training opportunities and giving generously of their time. Among those to whom the young
program owed an especial debt were: Amelia 2arter, Suburban Hospital; 2harles Goff,
Alexandria Hospital; Frederick Iams, Fairfax Hospital Association; Richard £oughery,
Washington Hospital 2enter; and Harry W. Penn, Jr., Prince Georges General hospital. Also
supporting the program were such consultants as Block, McGibony and Bellmore Health
Advisors, Gordon Freisen, 2harles £etouneau, Fred MacNamara, and Jack Ryan.

During these formative years, Professor Gibbs and his staff also engaged in consultative work,
did research, and conducted seminar-like institutes relating to hospital and nursing home
administration here in the city and nearby states.

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From the outset, health care administration as a field of scholarly concentration found a place
among the options open to School of Government and Business Administration doctoral
candidates in Business Administration, admission based on previous academic credentials,
estimated capacity for creative scholarship, and such demonstrated personal qualities as
dedication.

By 1963-6Ñ, scholarly concentrations at the master's degree level had spread to include the
administration of such long-term facilities as chronic disease hospitals, nursing homes, and
homes for the aged. Also in 196Ñ, GW offered the first program to address the administration of
hospital health records, and was fortunate to find a coordinator for this program in Margorie
Quandt, R.R. £., the past President of the American Association of Medical Records £ibrarians
and 2hief of Medical Records £ibrary Staff of the Veterans Administration. The program
consisted of two semesters of academic courses followed by a four-month internship.

By 1966, Health 2are Administration offered programs in Hospital Administration, £ong-term

(Extended) 2are Administration--Nursing Homes; 2hronic Disease Hospitals; Mental Hospitals
and 2linics and Facilities for the Aged, Health Records Administration and the International
Institute. Study at the University included the 2ontinuing Education±non-degree program,
certificate program (18 to 30 hours) and Master¶s, Post-Master¶s, and Doctoral.

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(19è9 -1967)

First appointed to chair the Department in 19è8, Professor Frederick Harrel Gibbs guided the
program through its formative years, stepping down in 1967 but remaining in a teaching capacity
until 1972.

³In May, 198è, Professor Emeritus Frederick H. Gibbs, the founder and First 2hairman of the
Department of Health 2are Administration at The George Washington University, died after a
brief illness. Before coming to the George Washington University in 19è9, Professor Gibbs had a
long and distinguished Army career. He rose from the rank of Private in 192è to retire as full
2olonel in the Medical Service 2orps, Army Medical Department, in 19è7.
Through the 19Ñ0s and 19è0s, Professor Gibbs was engaged in stimulating, organizing,
performing, and evaluating management research in the Office of the Surgeon General of the
Army. Many significant and lasting improvements in military medical administration resulted
from the contributions that Professor Gibbs made to the development of conceptual frameworks
and their application to administration. From 19è2 to 19è7 Professor Gibbs was the Director,
Department of Administration, Medical Field Service School, and the 2ourse Director for the
Baylor University Graduate Program in Hospital Administration at Fort Sam Houston, Texas.
From 19è6 until 1967, Professor Gibbs was the Director of the Interagency Institutes for Federal
Hospital Administration and Veterans Administration Hospital Institutes. This continuing
education program for federal health care executives has recently returned to The George
Washington University. Professor Gibbs had a distinguished career as a soldier, teacher,
researcher, administrator, and consultant. He was a member of numerous health professional
organizations and he authored a wide variety of professional papers and articles. Professor Gibbs
was truly one of the great pioneers in developing graduate education programs in health services
administration in the United States.

One measure of his success is reflected in the many successful careers of those who were
fortunate to be his students. Professor Gibbs' influence will be felt for many years. His strong
character left a clear imprint on the Department of Health Services Administration. Professor
Gibbs¶ influence has extended into succeeding generations through the professional careers and
personal development of those he taught. His insistence on excellence pushed students and
graduates to the outermost limits of their capabilities.

To honor this man who has meant so much to us all, the Frederick H. Gibbs Award for
Excellence in Graduate Education honors one of our residency preceptors for dedication and skill
in his tradition. Additionally in his memory, Frederick H. Gibb scholarships are awarded
annually to graduate students on campus." 1998 Gibbs Oration £eaflet

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£eon Gintzig, who earned his doctorate in hospital administration at the University of Iowa in
19è8, came to the GW program as an associate professor at the outset of Frederick Gibbs'
chairmanship. He became a full professor in 196Ñ succeeded Gibbs as chair of Health 2are
Administration in 1967.

Early in his tenure (1968-1969), he added scholarly concentrations in the administration of short-
term and long-term hospitals, and other related health care facilities within SGBA programs
leading to such degrees as master of business administration and master of public administration.
In 1969, he instituted a new master of arts degree requiring Ñè hours of course work in health
care administration which eventually became a master¶s degree program in health services
administration. Gintzig's chairmanship also saw the development of a concentration in health
information systems, designed to prepare individuals to supervise and coordinate data collection,
thereby recognizing the growing utility of computer-based information systems in decision-
making. As a form of outreach, his tenure also brought into being a Bachelor of Science Degree
in Health 2are Administration offered to navy personnel at the Naval School of Hospital
Administration.

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The number of women admitted to programs in hospital and health care administration has
steadily increased over the years, reflecting the changes in the nation's over-all social and
economic environments since 1961. Many from earlier classes will remember the
disproportionate ratio of men to women when the programs were just beginning. The addition of
more women to the faculty also will not go unnoticed. Dr. Gintzig was in the forefront of those
who understood that women, as well as men, would assume leadership roles in the health
institutions of the nation.

Gintzig also recognized the educator's responsibility for imparting knowledge and information to
the trustees of health care institutions, a responsibility he carried forward in his fifteen-years of
volunteer service as a board member, officer and president of the Hospital 2ommission of Prince
George¶s 2ounty, Maryland and its member institution, the Prince George¶s General Hospital
and Medical 2enter. Also a consultant to numerous boards of directors, he frequently appeared at
conferences and meetings on their behalf.

  

³£eon Gintzig was a true professional, a man totally dedicated to any task he undertook. His life
touched and influenced the development of literally thousands of men and women who are now
carrying on the mold he helped fashion. These students of his are working across this land and
around the world. To have the opportunity to represent this segment of people, whose lives Dr.
Gintzig touched, is a special privilege that allows me to express my own personal thoughts.´

³As a teacher, a counselor, an administrator and a friend, he was a rock, a touchstone that
epitomized the solid foundation in a changing world. He was truly one of a kind, and he set the
high standards to which we all must aspire if we are to be worthy of the efforts invested in each
of us.´ Memorial Service Remarks, Karen Gintzig

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Dr. Gintzig earned his diploma in nursing from Mc£ean Hospital School in 1938 and his
Bachelor of Science degree from Boston University in 19Ñ7. In 19èÑ he completed requirements
for a Master of Science degree in hospital administration from Northwestern University, and
went on to earn his Doctor of Philosophy degree in hospital administration from the University
of Iowa in 19è8.

Following service on Iowa¶s faculty and employment with the Veterans Administration, in 1960
he came to the George Washington University as an associate professor in the Department of
Hospital Administration. In 196Ñ, he was appointed to full professor and in 1967 became
chairman of GWU¶s Department of Health 2are Administration. In 1979 he was named associate
dean in GWU¶s School of Government and Business Administration.

Dr. Gintzig held fellowships in the American 2ollege of Health 2are Administrators (1967), the
American Public Health Association (19èè), and the American 2ollege of Hospital
Administrators (19èÑ). He was also a member of the American Academy of 2linical 2ounselors
(diplomat, 1960), American Hospital Association (19è2), and numerous state associations and
professional societies and hospital boards. Dr. Gintzig died after a brief illness on January 7,
198Ñ.´ The £eon Gintzig 2ommemorative Annual Educational £uncheon, 198Ñ

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Formed in June 1962, the GW Alumni Association for Health Services Management and Policy
has grown into one of the largest alumni associations of its kind, its purpose to promote the
professional development and continuing educational interests of those who hold GW degrees in
health care. The Association also helps to develop, implement, and evaluate the graduate
programs in Health Services Management and Policy.

Nearly twenty percent of those who continue their affiliation with the Association are chief
executive officers and/or presidents of health care related entities. Still larger proportions are
directors and vice presidents of such organizations and play leading roles in their professional
associations. A disproportionately large number have served in American 2ollege of Healthcare
Executives (A2HE), in positions ranging from Regent to Board of Governors, and 2hairman of
the 2ollege. Those currently serving the A2HE, along with their positions, are listed in the
appendices.

Alumni, students, and faculty proudly point to an association membership whose handful of
graduates in 1962 has grown to an alumni body of nearly three thousand. Its men and women
serve with distinction throughout the nation's health care system, and its faculty are widely
recognized for their teaching, their research and publication, and perhaps most importantly for
their ability to instill in students a sense of dedication to their chosen profession.

The Association owes much to its leaders. William "Bill" Parker, a graduate of the first GW
health care administration class in 1962, was the Association's first president and principal
organizer during its first two years. Until his death in January 1992, Parker served as the
Association's unpaid executive director. His influence in alumni affairs was far-reaching. Besides
his success in strengthening the ties between the Association and the Department, he also served
as a preceptor for administrative residents and taught a class in the program. Students remember
with appreciation his willingness to encourage and assist them in attaining their professional
goals. Since the summer of 1992, the position of executive director has been held by Ms.
Margaret A. Bogie, HSMP.

Others also have made distinctive contributions. 2harles Van Vorst, president of the Association
from 198Ñ to 1986, recognizing the need for closer involvement among alumni at the state level,
created the State Representative Directors system which exists to this day.
Frank Iacobell, who succeeded Van Vorst in 1987, played a critical role in chairing the Gintzig
fund-raising campaign. Proceeds from the Gintzig 2ommemorative Fund underwrite the annual
Gintzig lecture at the American 2ollege of Healthcare Executives 2ongress in 2hicago. Iacobell
remained active on many fronts over a span of more than twenty years. Since the early 1960s he
has presided over five meetings of the HSMP alumni in 2hicago, but he is perhaps best
remembered as a preceptor in the residency program. Having sponsored and mentored some 2è
GW health care professionals over the years, he was honored with the Frederick H. Gibbs Award
for Graduate Education in 199Ñ.

Another innovator, Association President Donald M. Shaw (1991-9Ñ), encouraged by Associate

Dean Richard Southby, established the School's Mentor Program in 1991. This program enlists
area alumni to volunteer a nominal amount of time to counseling students during their academic
programs.

Shaw's successor, Jack Buckley, MBA µ69 (199è-1997), devoted major efforts to organizing
programs to support the Gibbs Scholarship programs, along with establishing the Frederick H.
Gibbs Award for Excellence in Graduate Education, recognition given annually to an
outstanding preceptor.

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(1979 to 1982)

Dr. Philip N. Reeves, the first GW graduate to serve as program chair of Health Services and
Management Policy, presided over a master's degree program in Health Services Administration
that had two areas of concentration. To develop versatility and broad perspectives, candidates
were encouraged to take a common core of courses with at least one advanced course from each
area of concentration. The program centered on health service delivery, that is, on the
administration of hospitals, mental health and long-term care facilities. Elective courses dealt
with advanced financial management, issues in aging, and comparative health systems. Under
Reeves' chairmanship, the bachelor's degree program for naval personnel was discontinued.

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Phillip N. Reeves was born on October 26, 1926 in Philadelphia, Pennsylvania. He received his
Master of Business Administration degree from the University of 2hicago in 19è9 and his
Doctor of Business Administration from The George Washington University in 1970. He was a
commissioned officer in the United States Air Force from 19Ñè to 1967. His work at GW
included: Associate Professor in the Department of Health Services Administration from 1969
until 197Ñ; Associate Director of the 2HP 2ouncil of Northern Virginia, 197Ñ; and Professor in
the Health Services Administration, 197è to 1979. He served as professor and chairman from
1979 to 1982.

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Associate Dean of the School of Public Health and Health Services, 1988 - present
During Dr. Richard Southby's sixteen years of leadership, the Health 2are Management and
Policy program moved adroitly to meet the ever-growing diversification of career disciplines in
health care. It was also during Southby's tenure, in 1991, that the H2MP program became a
formal department within the School of Government and Business. Here it remained until it was
incorporated in the new School of Public Health and Health Services in 1997.

Southby's watch also saw GW's continued participation in the Interagency Institute for Federal
Health 2are Executives. Dating from the days of Frederick Gibbs when the University offered a
two-week course on current issues in health care, the purpose of the Interagency Institute has
been to bring together seasoned, practicing federal health care executives to explore their
potential impact on the federal health care system. Dr. Southby has been director of the Institute
since 198Ñ.

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Dr. Richard Southby is Associate Dean for Health Services and the Gordon A. Friesen Professor
of International Health and Health Policy, School of Public Health and Health Services, The
George Washington University Medical 2enter. Dr. Southby joined The GW faculty in 1979.
From 1982 to 1998 he served as 2hairman of the Department of Health Services Management
and Policy, the longest serving 2hairman of the Department since its establishment.

After attending Geelong 2hurch of England Granunar School, he graduated with a bachelor¶s
degree from The University of Melbourne, Australia, in 196è; a master¶s degree from 2ornell
University, New York in 1967; and a doctoral degree from Monash University, Australia, in
1973. Professor Southby is a Fellow of the Australian 2ollege of Health Services Executives and
an Honorary Fellow of the American 2ollege of £egal Medicine. In addition to his appointment
at The George Washington University, Dr. Southby is Adjunct Professor of Preventive Medicine
and Biometrics at the Uniformed Services University of the Health Sciences, Bethesda,
Maryland. Since 198Ñ he has been the Director of the Interagency Institute for Federal Health
2are Executives, the major continuing education program for senior health care executives from
the US Army, US Navy, US Air Force, US Public Health Service, and the Department of
Veterans Affairs. Immediately prior to his present academic appointment, Dr. Southby was
Director of Health Services Research and Teaching in the School of Public Health and Tropical
Medicine at The University of Sydney, Australia. He was a member of the faculty of the
Department of Social and Preventive Medicine at Monash University from 1968 until 1978. In
197è Dr. Southby served as a full time 2ommissioner on the Australian Hospitals and Health
affiliated with the Faculty of Medicine, Monash University.

Dr. Southby is a member of numerous professional organizations. He is Vice President of the

Royal Society of Medicine Foundation, New York; board member of the Asia Pacific Academic
2onsortium for Public Health; and a Past President and Board member of the International
Health Policy and Management Institute. He was President of the Australian Public Health
Association.

Dr. Southby is a board member of the Navy Marine 2oast Guard Residence Foundation and the
Vinson Hall 2orporation, a 2ontinuing 2are Retirement 2ommunity, where he also serves as
2hairman of the Strategic Planning 2ommittee and a member of the Project Oversight
2ommittee for a new Dementia 2are Facility. He is also Senior Warden of Saint David¶s
Episcopal 2hurch in Washington, D.2.

Dr. Southby has been a consultant on health services management and education projects with
numerous organizations, including the World Bank and the Pan American Health Organization,
in England, Hungary, Jordan, Korea, Malaysia, Mexico, Saudi Arabia, Thailand, and Turkey.

Professor Southby has edited books and published in academic and professional journals.´
Biographical Flyer, GW Medical 2enter, 1998

0D  1x  

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In April 199è, a "School Formation 2ommittee," appointed by the Medical 2enter

Administration, was tasked to consider the desirability and feasibility of creating a School of
Public Health and Health Services which could be accredited by the 2ouncil on Education for
Public Health. The committee was assisted in its deliberations by the 2ouncil on Education for
Public Health, the Association of Schools of Public Health, and by former Deans of 2.E.P.H.
accredited Schools. 2ommittee members included Peter Budetti, £awrence D'Angelo, Jean
Johnson, John £achin, Steven Patieno, £. Gregory Pawlson, Richard Riegelman, Jorge Rios,
Shoshanna Sofaer, Richard Southby, with Nancy Persily as facilitator.

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£ate 199è brought the announcement that the Department of Health Services and Management
Policy would be joining the School of Public Health and Health Services in 1997. This move
anticipated affording HSMP students with opportunities to become more realistically attuned to
the needs and concerns of the clinicians in order to make their own roles as executives more
effective. This type of interconnection with clinical peers also enables students to build a
stronger and wider networking base in the health care, and better prepare them for the ³real
world´ working environment.

The School of Public Health and Health Services was formally established on July 1, 1997. GW's
eighth degree-granting unit, it is housed in the medical center with the School of Medicine and
Health Sciences. As noted earlier, it is also the first school of public health in the city and the
first school of public health and health services in the nation. The new school combines the
former departments of public health, exercise management and health services management and
policy.

The School encompasses the Departments of Health Services Management and Policy,
Environmental-Biostatistics, International Public Health, and Prevention and 2ommunity Health.
Degree offerings for the School include the master of public health, master of health services
management and policy, and a Ph.D. in epidemiology-biostatistics. Bachelor and master degrees
in exercise science are also offered. The School's Wertieb Educational Institute for £ong Term
2are Management has already emerged as a national and international resource for education and
interdisciplinary dialogue in long-term care management and finance. Gary £. Filerman, Ph.D is
the current chair.

x º , 

Dr. Gordon A. Freisen served as a lecturer at many universities, including St. £ouis University,
2olumbia, 2ornell, Xavier University in 2incinnati, the University of Western Ontario, as well
at GW, from which he received an Honorary Doctor of £aws Degree in 1970. Twenty-five ago,
Dr. Freisen established a hospital planning and consulting firm here in Washington and became
known through the world for his innovative concepts in hospital design, known as the ³Freisen
2oncepts.´

In April, 1989, in his honor, the University established the Gordon A. Freisen Professorship of
Health Services Administration within the HSMP department. Dr. Richard Southey, its first
recipient, will retain this chair in his new role as Associate Dean of the School of Public Health
and Health Services.

  

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The Harold and Jane Hirsh Health £aw program provides educational opportunities for lawyers,
physicians, law students, medical students, and students in the master's degree programs in
health services administration and public health. Based in the School of Public Health and Health
Services, the law program collaborates closely with the £aw School and the School of Medicine
and Health Sciences. From the Department of Health Services Management and Policy, it offers
continuing education courses and annual symposia. Its courses are open to lawyers, health
services administrators, physicians and others persons interested in health law and policy.

An additional gift from the Hirshes is supporting initial operations of the Hirsh Health £aw
Program in cooperation with the £aw School. Future contributions from alumni and other
benefactors will support further expansion of these programs. The generosity of Harold and Jane
Hirsh has also endowed the Hirsh 2hair in Health 2are Policy.


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The Wertlieb Institute is a national resource for education in long term care management. It
sponsors and supports conferences, seminars, continuing education and distance learning
programs aimed at increasing the visibility, academic recognition, and practitioner knowledge of
long term care. Among the projected initiatives of the Institute are the institutions of distance
learning opportunities, with the first course offerings titled Frontiers in Geriatrics and £ong Term
2are.

The Wertlieb Institute was established with a generous gift from Harvey and £inda Wertlieb,
combined with leadership support already committed by Manor2are. A campaign is underway to
secure a solid endowment for the Institute through support from corporations and executives in
the long term care industry.
The Wertlieb Institute sponsored its first symposium on October 16, 1997. This event was open
to students, alumni, clinicians, and health services administrators.

0

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2urrent Health Services Management and Policy Initiatives Frederick H. Gibbs Professorship
and Executive in Residence Program

Frederick H. Gibbs was the founder and first chairman of what is today the Department of Health
Services Management and Policy. He was a pioneer in health services management, research and
graduate education. The over 3000 alumni of the program established by Professor Gibbs in
19è9 have all been influenced, directly or indirectly, by his work. The initiatives being
undertaken in honor of Professor Gibbs will support the development of senior executive
programs for health services administrators on site and through distance learning.

The holder of the Gibbs Professorship will be a nationally respected authority who brings
practical management experience to our graduate programs. The Executive in Residence
program brings practitioners to GW to share their expertise with students and faculty. The
participating health services managers, many of whom will be GW alumni, will pay brief or
extended visits to campus at various times throughout the year to formally and informally engage
students and faculty, and to participate in the educational programs of the Department of Health
Services Management and Policy. The first Executive in Residence was Harvey R.Wertlieb,
M.B.A.¶6Ñ, who visited campus in the days surrounding Medical 2enter Days, October 16, 18,
1997.

The campaign to endow the Gibbs Professorship and the Executive in Residence program is
chaired by John J. Buckley, Jr., M.B.A.¶68, President of Southern Illinois Healthcare and Past
President of the Alumni Association for Health Services Management and Policy.

-
0
1 (For the best paper in health care administration during the academic year.) First
award in 1976 to Robert D. Miller for his paper ³2areer Mobility in Nursing´ Add £ist

u

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1--First orator was Walter McNerney in 1986.

º  *u: 1986

Bruce 2. Vladek ³Health, Healthcare Executives and Their 2ommunities´

The George Washington University through its department of Health Services Administration
and the Alumni Association for Health Services Administration is proud to join in an effort with
the American 2ollege of Hospital Administrators to honor the life of Dr. £eon. Gintzig through
the establishment of an annual luncheon to be held during an activity of the American 2ollege of
Hospital Administrators.

At GW the HSMP Department would not have developed without the help of knowledgeable and
forward thinking individuals. While credit cannot be given to all, credit must start with the work
of the department chairs: Frederick H. Gibbs; £eon I. Gintzig, Ph.D.; Phillip N. Reeves, Ph.D.;
Richard Southby, PhD., and the current (acting) chair, Gary £. Filerman, Ph.D. Also, without
those institutions and hospitals that served as the preceptors or training grounds for those seeking
a career in the health care profession and the organized efforts of the program¶s alumni the
department would not likely have reached its prestigious state.