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The strategic plan would also do
away with separate meetings by the
Federation and Foundation that cov-
ered the same areas. Before, members
who sat on both boards would hear the
same presentations. "It was a terrible
waste of time," Page said.
"Working with David was a tremen-
dous challenge," said Robert Aronson,
Federation's chief executive officer. "You
had to really be on your toes.
He added, "For instance, if you were
discussing an issue like who should
receive a young leadership award, when
you came into a meeting, you had to
have the last 15 years of leadership win-
ners. You had to have the complete his-
tory of the process of selecting a winner,
you had to have a list of all the objec-
tions and problems of going through
the selection process, and you had to
tell him who was coming to the meet-
ing. It happened at every meeting. One
of his favorite expressions, 'Make sure
you do your homework.' That
stuck with us.
"He was firm, he demanded
excellence — settled for nothing
less than excellence — that was
his working style," Aronson
added. "You had to come
through. You had to produce, and
you had to produce up to his
standards. "

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12 Detroit Jewish News

Photo courtesy of Jewish Federation of Metropolitan Detroit

Acquiring Sinai

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one hospital that's full," Page said.
Losses began to escalate, and the
Hunter Group (a Florida consulting
firm) was brought in for a recommen-
dation. Its answer: Grace would cost
$22 million less to renovate than Sinai
in a merger, Page said.
Eugene Miller, Comerica chief exec-
utive officer and DMC chairman, said
Page handled himself well under trying
times.
"David thrives on stress, lives with it
and handles it very well," Miller said.
"He has in mind a goal, an objective,
and works to complete that objective. If
he was under stress, it was not appar-
ent. He was of great assistance to us all
as we were putting together the transac-
tion."
Page said that allowing Sinai to fail
on its own was not a wise option —
someone else could have acquired it
or DMC-owned Grace could have
failed before Sinai.

KinderCare

The Detroit Medical Center's
purchase of Sinai Hospital and
Federation's Young Leadership Seminar, 1969:
Allen E. Schwartz, Barry Yaker, David Page,
decision to merge it into Sinai-
Grace Hospital was the end
Joel Tauber, Tom Klein.
result of factors that Detroit's
"We knew eventually it was going
Jewish hospital had little control
over, Page said. He was in a key role
to happen," Page said of Sinai's clos-
as the DMC's board vice chair from
ing after 46 years. "We just didn't
think it would happen that fast."
1996-98.
Whether he's operating as an attor-
The managed care movement and
the escalating cost of prescription
ney, board chairman, parent or hus-
band, Page exemplifies thoughtful
drugs put pressure on hospitals.
leadership. Though he's already served
"Sinai was in that environment as a
stand-alone community hospital," Page
in major volunteer roles in the Jewish
and secular communities, Page says
said. "The conventional wisdom was
he plans to always stay involved.
that freestanding community hospitals
"David is the paradigm of a com-
had to align themselves with systems,
so Sinai was looking for a partner."
munity leader," said former law part-
ner and now U.S. District Judge Avern
Detroit Medical Center had Grace
Cohn. "He's combined his skills and
Hospital a few blocks away on West
talents as a lawyer with his capacity to
Outer Drive, Page said, but neither
Sinai nor Grace was doing well. The
be a leader by his understanding of the
importance of what good management
idea of merging them "began to make
of the organized community does for
sense.
"The logic is that we have a hospi-
the quality of life for all of us. The
tal down the road. If we control both
Butzel Award is recognition of his
progress to date. He's got years of ser-
hospitals and put them into one, we
vice ahead of him, so this is only a
can be the primary hospital in the
northwest area. Take two hospitals
milestone, not a capstone."
with 55 percent occupancy and make