Robert Wood Johnson University Hospital and Health System

The residency consisted of two six-week rotations at each of the four system hospitals. At each site, the Resident was introduced to a new area of hospital administration under the mentorship of executive and/or senior management. Each site offered a different culture of project experiences, ranging from consolidating clinic services to training managers in the use of benchmarking software. Short-term project work included a proposal for a disease management program, a database to track engineering system failures, and an 8-year marketing trend analysis for hospital service lines. Through project work, the Resident was able to work collaboratively with all levels of management and in some cases, facilitate interdepartmental cooperative efforts. The residency rotation design provided a number of unique opportunities, including involvement in an award-winning national quality review process and close interaction with leadership during a CEO change. Secondary benefits of the rotation design were a comparative view of leadership styles and an understanding of strategic alliances between hospitals.