Emblematic of the problems of which Obama speaks as being inconsistent with the drive to reform healthcare by cutting fiscal waste, the recent ouster of the University of Chicago Medical Center CEO speaks volumes on an apparent new level of accountability leaders in similar posts across this nation’s academic health centers face during the current intense healthcare delivery debate. Imagine a torrent of dissent among the organization’s linestaff and patients — wielding pitchforks amid spikes of flamethrowing bazookas as they robustly ascend the administrative office’s hallowed halls in search of its lavishly paid chief executive’s head.

Ouch! Okay, picture the anger among the tertiary care center’s employees and faculty sans all the pichfork drama, and you get the picture. The CEO’s resignation comes amid a wave of controversy over the medical center’s strategic direction, including an ongoing effort to redirect patients with routine problems — often low-income or uninsured patients — to nearby hospitals and clinics for treatment. Additionally, under the chief’s leadership, a $100-million budget cut earlier this year resulted in 450 layoffs, even though the medical center’s bottom line remained healthy, and put in motion plans for a new, $700-million hospital pavilion and other projects.

One can only wonder how much of this reflects on Barack Obama and his quest for heatlhcare savings transparency, as his wife — as executive VP of the medical center — oversaw a program begun by the center’s CEO as an effort to increase the amount of highly specialized care the hospital delivers by partnering with other South Side Chicago medical providers to take more-routine cases. The program, which began under Michelle Obama’s exec VP tenure, now is run by Eric Whitaker, one of Obama’s best friends. It has drawn criticism from community groups and scrutiny from elected officials, including U.S. Rep. Bobby Rush (D-Chicago) and U.S. Sen. Chuck Grassley. | LINK

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