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Central Valley Medical Center (CVMC) demonstrated excellence in quality initiatives with improvements in patient safety and satisfaction. CVMC was one of the first CAHs in Utah to report quality measures and has continued to lead by example
GCH discusses the use of a Quality Improvement and Transition of Care Project to positively impact patient discharge and how creating better measures will impact the hospital’s success.
This collection of resources focuses on leadership development for rural leaders from the Board through mid-level management.
NSMC has developed a successful model for addressing the care of those with diabetes and other chronic diseases, as well as their discharge process.
Page Hospital participated in the CMS Partnership for Patients initiative through the Premier Hospital Engagement Network (HEN). The hospital maintained Joint Commission accreditation and demonstrated high quality outcomes and operational performance rates relative to peers.
Sakakawea Medical Center (SMC) was recognized for their innovative efforts connected to care coordination. In January 2015, SMC created a new position to facilitate care coordination efforts between the hospital and other care providers in the community.
This collection of financial and operational resources directs you to consultant-recommended best practices and strategies for improving financial performance and increasing operational efficiencies. These tools include industry accepted key performance indicators (KPIs) for monitoring performance. Other resources include revenue cycle best practices and financial management training for both critical access hospitals (CAHs) and prospective payment system (PPS) hospitals. Implement these best practices and adopt the recommended strategies to position your hospital and/or network for the future.
Video
Leading Change
In this module, we’re going to dive into the topic of change. We’ll talk about common experiences that people have through the course of change. We’ll talk about specific things you can do as a leader of change to smooth the process and help others through the transition – and help yourself as well.
Review the process the Rural Hospital Stabilization Program uses to analyze applications and select hospitals to participate.
This sixth module will build on the ideas from previous videos to look at how the board directs others toward your vision by creating a culture of accountability and feedback.
Toolkit
Onboarding
The process of bringing a new employee into the organization.
Union General Hospital was recognized for the development of innovative programs, It's a Girl Thing and Together We Can Be Bully Free, geared toward awareness of adolescent behaviors and how to change them.
Toolkit
Care Coordination
These resources focus on quality improvement for care transitions.
Lincoln County Medical Center (LCMC) in Ruidoso, New Mexico is owned by Albuquerque-based Presbyterian Healthcare Services and has served the Ruidoso and Lincoln County communities since 1950.
Document
Module 4: Change Leadership
Explore the change process as well as the emotional side of change. Learn specific things you can do as a leader of change to smooth the process and help others.
Video
Managing Performance
In this module, we’re going to explore ways that you can work to influence the behavior of those on your team. We’ll share best practices for communicating expectations, giving and receiving feedback, and recognizing others.
Toolkit
Data Reporting and Use
These resources provide information about how to submit Medicare Beneficiary Quality Improvement Project (MBQIP) data and how to interpret data reports in order to inform quality improvement efforts.
Video
Engaging Your Team
In this module, we’ll explore what it means to engage your team and share some strategies for strengthening engagement by developing your team’s knowledge and skills, making collaborative decisions, and building a strong team identity.
Senior leadership at Presentation Medical Center is guided by the principle that progress is most effectively accomplished by starting with a strong and engaged leadership team. This is evident in the outcomes of their SRHT project.