Design and Implementation of a Comprehensive Heart Failure Management Program (Fellow PROJECT)
Journal of Healthcare Management, 2005, Nov-Dec, 50, 6
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Publisher Description
ORGANIZATIONAL INFORMATION The system is a not-for-profit, faith-based organization consisting of a 950-bed acute care flagship; four primary care health centers; a medical office building; a freestanding minor emergency center; a home health agency; and, presently under construction, an 88-bed community hospital. The flagship hospital has a medical staff of almost 2,000, and serves as a teaching hospital for two major medical schools and many allied health professionals. Additionally, the system supports the general population through a public charity dedicated to the health and well-being of the entire community.
A Dozen Benefits from the Managed Care Movement. (Managed Care on Trial).
2000
The Early Experience of a Hospital-Based Pay-For-Performance Program.
2007
Blazing New Trails (Cannt/Acitn 2011) (Report)
2011
Primary Care Rocked by Rough Seas (Primary Care)
2009
The Roles of Senior Management in Improving Hospital Experiences for Frail Older Adults.
2006
CANNT 2006 in Partnership with RPN; Branching out: Renew, Replenish, Revitalize.
2006
Achieving Statistically Significant Improvements in Patient Satisfaction Scores in a Community Hospital Through the Development of a Service Excellence Model (Fellow Project)
2005
Interview with Diane Peterson, FACHE, Chairman and Chief Executive Officer, D. Peterson & Associates (Interview) (Interview)
2007
Interview with Tony Kovner, Ph.D., Professor, Wagner Graduate School of Public Service, New York University (Anthony R. Kovner) (Interview)
2006
Visits to the Emergency Department As Transactional Data.
2005
Effective US Health System Websites: Establishing Benchmarks and Standards for Effective Consumer Engagement.
2012
A Roadmap for Improving Healthcare Service Quality.
2011