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Donald H Hutton

Faculty Administrator

Health Administration | Brooks College of Health

Areas of Expertise

Executive-in-Residence, University of North Florida School of Health Sciences, 2002-present


Purdue University, B.S., Pharmacy, 1961-1967

Xavier University, M.B.A. (concentration in Health Services), 1969-1971


2002 – Present

Executive-in-Residence, School of Health Sciences, 

UNF Jacksonville, Florida 


2001 – Present

President and CEO

Morgan Executive Development Institute (MEDI)
Ponte Vedra Beach, Florida


Founded and built Morgan Executive Development Institute (MEDI), the only executive coaching firm designed specifically for hospital and healthcare executives. MEDI’s mission is to assist healthcare executives to grow their leadership skills by unlocking their natural talents and untapped potential, which will take their performance to a higher level.


1998 - 2001

President and CEO

Brooks Health System
Jacksonville, Florida


Served as leader for a rehabilitation health system made up of a 127-bed medical rehabilitation hospital; a rehab management and staffing company which provides medical rehab services to long term care, home health, employers/schools, acute hospitals, inpatient rehab hospitals and outpatient rehab centers in 120 sites across the U.S.; a development company which serves as a venue to acquire new businesses; a foundation that collects and distributes over $1 million a year to organizations that assist people with disabilities; and an outpatient rehabilitation company which operates 20 free-standing centers.

• Grew company from a Jacksonville-based medical rehab provider to the largest not-for-profit national provider of rehab services.

• Operating revenue increased from $28 million to $80 million.
 • Increased service sites from under 10 to 120 in eight states.
 • Assembled high-performance executive team and installed systems and processes to manage rapid growth.



1997 - 1998

Principal, The Morgan Consulting Group
Atlanta, Georgia


Worked with providers, hospitals, physicians, nursing homes, etc. to design, build, operate, and raise capital for provider-sponsored networks or organizations. A nationally recognized firm whose client list includes many of the leading providers in the nation. Firm specializes in assisting providers establish synergistic strategic partnerships with payors, employers, and governmental agencies to provide care for the commercial and Medicare population.



1993 - 1997

Chairman and Chief Executive Officer

The Morgan Health Group, Inc.
Atlanta, Georgia


Founded and built an Independent Physician Association (IPA)/Medical Management Service Organization (MMSO) which is primary care physician driven and contracts with payors on a global capitation basis.

• Built an Integrated Delivery and Financing System with 350 primary care physicians, 1,700 specialists and 21 hospitals covering the 16 county metro Atlanta area

• $10 million annualized revenue from 6 payor contracts

• Raised $6 million dollars in capital from private individuals, corporations, institution and venture capitalists

• Selected to participate in the Medicare Choices Demonstration Project. Only non-HMO physician organization to be selected from 25 awardees
 • Built Marketing/Sales, Quality Assurance, Utilization/Case Management, Claims, Provider Relations and Patient Services departments. Total of 24 employees.
 • State licensed Provider Sponsored Organization (application pending)

• Achieved lowest medical costs in marketplace. 150 patient days per 1000 with commercial patients.




1988 - 1993

President and Chief Executive Officer

Northside Hospital, Inc.
Atlanta, Georgia


Responsible for all aspects of management and operation of this 455-bed hospital with 2,800 employees and an annual budget of $290 million. Supervised eight vice presidents as direct reports.

• Increased profitability over five years from $950,000 to $14.7 million with revenues growing from $135 million to $290 million

• Developed an operational and long-range plan to diversify product lines, increase market share for existing product lines, and expand markets geographically, securing board approval for entire plan
 • Accomplished total reorganization of the governance structure going from an authority hospital to a community-based, not-for-profit hospital

• Collaborated with Kodak and Anderson Consulting to pioneer the application of the principles of re-engineering to hospital and healthcare systems




1984 - 1988

President and Chief Executive Officer

Cabell Huntington Hospital,
Huntington, West Virginia


Responsible for all management functions of both the hospital and the Cabell Huntington Hospital Foundation. There are 332 beds in two hospitals with 1,100 employees and an annual budget of $70 million. Supervised six or more as direct reports.

• Improved operating profit five fold while doubling capital funds.

• Created and implemented a long range plan converting the hospital to a health service corporation resulting in expansion and diversification of services.

• Converted governance structure from city/county based to community, non-profit based.
 • Strengthened relationship with local medical school resulting in increased revenue for the hospital



1979 - 1984

Executive Vice President and Chief Operating Officer

St. Lawrence Hospital

Division of Sisters of Mercy Health Corporation
Lansing, Michigan


Responsible for operations of hospital, nursing home, and mental health facility with 537 beds and 1,000 employees. Annual budget of $40 million. Supervised six or more as direct reports.

• Reversed a seven year trend in declining volume by a 25% increase in patient days
 • Renewed relationship with the Michigan State University Medical School faculty resulting in increased revenues

• Improved relations with medical staff and increased revenues

• Developed the first PPO in the Lansing region

• Increased productivity by 15%



1975 - 1979

Vice President for Administrative Services

Corporate Operations Officer
Wesson Memorial Hospital, Baystate Medical Center

Springfield, Massachusetts


Responsible for administration of 25 departments and staff overview for 364 bed Wesson Memorial Hospital and 1,054 beds in three additional hospitals with 3,600 employees and annual budget of $87 million. Four direct reports.

• Designed and implemented a program which increased productivity by 5%

• Developed a Management Control System for both supplies and labor which resulted in savings of $3 million over a two year period



1971 - 1975

Vice-President, Medical Center at Princeton
Princeton, New Jersey


Responsible for administration of ten departments in 385-bed facility with 900 employees and annual budget of $15 million. Led numerous efforts to improve productivity and reduce operating expenses.


1970 - 1971

Administrative Resident, Binghampton General Hospital
Binghampton, New York


Responsible for rotating through all departments and developed the basis for a Masters thesis on group purchasing systems.



1967 - 1969

Director of Pharmacy and Pharmaceutical Services, Saint Joseph Hospital

Ft. Wayne, Indiana


Responsible for all aspects of the hospital pharmacy in 425-bed facility. Promoted to Chief of Pharmacy after only one year. Opened the first 24-hour pharmacy in the State of Indiana.



American College of Healthcare Executive - Fellow
American Hospital Association
National Council on Community Hospitals, Board Member
American Cancer Society, Georgia Chapter, Board Member
West Virginia Hospital Insurance Corporation, Chairman of the Board
Sun Health Alliance Board of Trustees, Chairman
Georgia Hospital Association, Finance & Government Relations Committees
Atlanta Health Care Alliance, Chairman
Atlanta Chamber of Commerce, Board Member, Executive Committee
Xavier University Alumni Association, President, Chairman, Capital Fund,
Distinguished Alumni Service Award
United Way of Metro Atlanta, Past Vice Chairman
Indigo Institute – Board Member

Publications & Presentations


“The Verdict is in, Executive Coaching Pays”, ASSHRA e-news HR Pulse, January 2010

“The Benefits of Executive Coaching”, ACHE CEO Circle Newsletter, Fall 2007

“Implementing Succession Management – A CEO’s View”, HR Pulse, Fall 2005

“Succession Management – A CEO’s View”, HR Pulse, Summer 2005

“Competencies You Can’t Afford To Ignore”, Healthcare Executive, Nov/Dec 2004

“Behavioral Competencies for Health Care Leaders”, H&HN Online, October 2004

“The Third Age: Transforming Successfully to Retirement”, ACHE CEO Circle Newsletter,
Fall 2004

“Succession Planning”, Trustee Magazine, November 2003

“Selecting an Executive Coach”, Health Forum Journal, July 2003

“Help for CEOs”, Health Forum Journal, Summer 2003

“Improving Performance with an Executive Coach”, Healthcare Executive, May/June 2003

“The Making of a Physician CEO”, American College of Physician Executives Magazine, March 2003

“Become One of Healthcare’s New Leaders”, ACHE CEO Circle Newsletter, Fall 2002

“Executive Coaching: Employing Trusted Advisors to Improve Performance”, Health Trends, August

“Executive Coaching Accelerates Performance to Six Sigma Levels”,, July 2002

“Personal Best: Coaches Help CEOs Reach New Heights”, Trustee Magazine, June 2002

“Where have all the Trustees Gone?” Trustee Magazine, March 2000

“Providers Must Retake Control of Care Decisions”, Modern Health Care, May 1996

“The Morgan Health Group - An Alternative for Independent Primary Care Physicians”, Journal of the Medical Association of Georgia, October 1994

“Medical Management Firms Provide Autonomy”, Physician’s Managed Care Report, January 1994

“Organizing and Managing Primary Care Practice Networks”, Healthcare Executive, March/April 1995

“Managed Care in Atlanta: An Olympic Leap Forward”, Managed Care, September 1995



Over 200 presentations/lectures to local, state and national groups on topics related to healthcare, leadership and future health trends. Served on the faculty of Estes Park Institute, Governance Institute, and American College Of Healthcare Executives (ACHE).


Contact Information