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Wrong Richard Long?

Dr. Richard W. Long

Chief Marketing Officer

UPMC Hamot

HQ Phone: (814) 877-6000

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UPMC Hamot

201 State Street

Erie, Pennsylvania 16550

United States

Company Description

UPMC Hamot is a 412-bed tertiary care facility, regional referral hub and Level II Trauma Center located in Erie, Pa. Supported by a 400-member medical staff and 3,100 dedicated employees, UPMC Hamot's mission is to serve its patients, communities, and on ... more

Find other employees at this company (757)

Background Information

Employment History

Chief Marketing Officer

Hamot Medical Center

Chief Marketing Officer



Board Member
EmergyCare Inc

American College of Chest Physicians

Royal College of Surgeons of Canada

American College of Cardiology


Colgate University

McGill University Medical School


Web References (45 Total References)

"We're fortunate to have a guy ... [cached]

"We're fortunate to have a guy like John here in Erie," said Dr. Richard Long, UPMC Hamot's chief medical officer, who has known Lubahn for 25 years.

"John brought that residency program through good times and tough times," Long said.

Board of Directors | Emergycare [cached]

Dr. Richard Long Chief Medical Officer, UPMC Hamot

Dr. Richard ... [cached]

Dr. Richard Long Chief Medical Officer, UPMC Hamot

"The agreement is important, but it's ... [cached]

"The agreement is important, but it's not a question of being in Highmark's network but giving patients who want to come to Hamot the ability to come here for medical care," said Richard Long, M.D., Hamot's chief medical officer.

Long and Steve Danch, Hamot's chief financial officer, both said the hospital's patient census is up from 2013 despite the Highmark-UPMC battles and the emergence of Community Blue, Highmark's narrow-network plan that excludes Hamot.
The number of patients in Hamot's intensive care units had declined in 2014, but that is because of internal changes and not the insurance market, Long said.
"We have added critical care physicians and opened up a number of intermediate unit beds that have allowed us to make changes in the ICUs that allow faster patient throughput," Long said.

UPMC incorporated Hamot into its ... [cached]

UPMC incorporated Hamot into its electronic records setup one night last September after 500 workers from Pittsburgh spent two weeks in Erie, according to Hamot Chief Medical Officer Dr. Richard Long.

Hamot's old system had 64 subsystems, according to Long.
Hamot had spent $30 million over 10 years on the old setup, which had deficiencies including limited programs for doctors, finance and human resources and some components' inability to "talk" to others, Long and Hamot spokeswoman Carly Manino said.
The kind of change UPMC bestowed would have cost $40 million if Hamot had remained independent, according to Long.
UPMC has spent billions on its technology systems, which are "the Cadillac versions of everything," Long said.
Hamot couldn't have afforded those services on its own, because it lacks the population base to support them, Burbules and Long said.
Specialists come to Erie also to cover patient needs when there's a shortage of a particular kind of doctor, Long said.
UPMC pediatrician specialists in gastroenterology, pulmonary care, endocrinology and cardiac care also come routinely for clinics at the Shriners Hospital in Erie, helping to keep it open, Long said.
Patients appreciate having services in town, Long said.
The merger has given Hamot access to various best practices through regular committee meetings with representatives from all the hospital affiliates, according to Long.
A "huge initiative" is the Clinical Decision Unit that congregates observation patients - those too sick to go home, but not sick enough to admit.
Their numbers were up to 7,000 last year, 1,500 more than the year before, Long said.
Grouping them allows nurses to focus on getting them in and out - or admitted - quickly, without compromising safety.
The hospital gets only about 25 percent as much reimbursement for observation patients as the $7,000 a day it has been getting recently for inpatients, and payers expect those observation patients to be out of the unit within 24 to 36 hours, according to Long.
"It behooves you to move them through," he said.
There's also patient satisfaction.
"If you come in with a minor problem, [you] don't want to sit in here," Long said.
A common observation diagnosis is chest pain, and the unit nurses are focused on EKGs, blood tests and stress tests that can differentiate between those who need help and those who don't.
It was much harder to focus on patients who ended up with indigestion under the old system, when they were next door to one recovering from open heart surgery patients, Long said.
Every day the clinical decision staff reviews the status of all its patients, with the expectation of moving a percentage along.
"Every hospital in the country is dealing with this," Long said. "It's the new normal."
Another best practice initiative seeks to quicken emergency department "throughput" with the help of UPMC Mercy.
The goal is to get patients out the door within 150 minutes or admitted to the hospital within 210 minutes.
Since Hamot began working on the problem, its numbers have improved, and are now within the guidelines, Long said.
"You hear stories of eight-hour waits in emergency rooms," he said. "You can't have it."
The best-practice committees cover issues such as quality metrics, information technology, purchasing and pharmacy, and the best ideas get adopted by vote, Long said.
It's a two-way street, for UPMC adopts ideas from local affiliates.
It has adopted Hamot's clinical information system and its practice of posting banners with a slogan to encourage frequent hand-washing systemwide, according to Long and Manino.
Many Hamot doctors were worried when they first learned about the possibility of merger with the "giant to the south," Long conceded.
The fears have not come true, Long said.

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