Mr. Frank Iacobell, the oldest of the
two sons of Peter Iacobell, M.D., and Josephine Acierno
Iacobell, was born in Detroit on October 10, 1937. He
attended high school at St. Anthony's and college at
both John Carroll and Saint Bonaventure Universities.
After getting his undergraduate degree in 1960, he earned
a master's degree from George Washington University
Graduate School in 1963.
began his hospital administration career at Woman's
(Hutzel) Hospital in 1964, following a residency year
at Baltimore City Hospital and another year on a fellowship
at Washington County Hospital in Hagerstown, Maryland.
His position changed in 1966 from administrative assistant
to assistant director. In 1970, he was the hospital's
director or chief operating officer.
re-negotiated an earlier union contract and implemented
a fairer wage and salary program, provided health insurance,
and instituted a tuition reimbursement plan to encourage
lower grade employees to seek additional training in
order to be eligible for better jobs. He also completed
some major structural additions and hospital service
reorganizations during this period.
the president of Hutzel Hospital from 1980 to 1995.
Mr. Iacobell is currently semi-retired and does some
consulting work in the area of health care planning
and facility management
implementing job training and advancement programs
for unionized, primarily minority, employees at
Hutzel Hospital during the early 1960s.
You couldn't go to work in a nursing home unless
you had experience as a nurses aide. What
we would [do was] run you through a six-week program
as a nurse's aide, you would work maybe another
six weeks, [then] put application in to a nursing
home. The minute opportunity came, you left. So
we're running a training center for nursing homes
we met with the union, even though we had a couple
more years to go on our contract, and we gave
them three offersBlue Cross-Blue Shield
[health insurance] we pay for because I wanted
to be consistent with other hospitals; a raise
of twenty-five cents increase across the board
for every category in the union; and free parking.
We were charging for parking, and I said, This
is nonsense, because we had all kinds of
space to park in. Well, that set up a good relationship
with me and the union
When we started [re]negotiating
contracts, [other issues came up].
Most of the nursing staff were R.N.s and
LPNs. We probably had more LPNs than
R.N.s, at the time. Yet LPNs were
primarily black and R.N.s were primarily
white and that's because the black women, for
the most part, weren't accepted in [local] nursing
schools back in the 50s and 60s.
Realizing that they were having [recruitment]
problems, we implemented and the union accepted
and we gave it to all the other employees, tootuition
Where, if people wanted to
go to school part-time, we would pay for their
education while they were working so they could.
Then I wanted to create ladders. And the only
way you create ladders is give the opportunity
to go back and get [more] educat[ion]. And I always
said, given the first choice, we'd promote from
within before we'd go to the outside in all instances,