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After only six months of their SRHT QI Project implementation, DMH is reporting successes including the start of a chronic care management program, creation of a patient satisfaction committee and an innovative approach to leadership rounds.

CDP staff is more aware of the ways they impact the financial success of the hospital. There is increased trust of the new leadership team, as well as, improved communication and problem solving.

By staying focused on implementation of recommendations from their SRHT FOA, MRMC increased net income, net patient revenue and days cash on hand, even during a transition in senior leadership.

MCB reduced readmission rates after participating in a SRHT transition of care project. They attribute much of their success to the creation of care transitions nurse position.

Madison County Memorial Hospital (MCMH) in Madison, FL is a 25-bed, not-for-profit CAH that completed a financial operational assessment and reported positive outcomes.

RCH reports positive outcomes from their SRHT FOA within 9 Months.

UGH identified teen pregnancy and STDs as being a primary concern and created a program to address it. They are now seeing outstanding health outcomes and expanding the program.

NSMC has developed a successful model for addressing the care of those with diabetes and other chronic diseases, as well as their discharge process.

MWMH share ways they utilized recommendations from their SRHT FOA to impact outcomes including swing bed, 340B, emergency department operations and primary care in a very big way.

Melissa Kelly, CEO of Pender Community Hospital in Nebraska shares ways they utilized the recommendations from a Financial Operational Assessment to “jump to new system of delivery and payment.” They describe how they are setting goals around preventative services and trying to change the community’s view by changing communication with the community about prevention.

CMMC’s CEO discusses ways they used the SRHT FOA to create a sense of urgency with their board and staff to make necessary changes.

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.

CGH completed a QI and TOC Project in 2015. Bob Phillips, CEO and co-CNOs share how they used the recommendations to prepare to be a part of an ACO and creating processes to support population health.

Hear RPH's successes of their RHPI QI Care Management project.

Natchitoches Regional Medical Center in Louisiana share ways they utilized their SRHT FOA to drive strategy for the future.

MDMC shares successes and lessons learned from an RHPI FOA in preparing for a new payment and care delivery model and discusses next steps for participation in a shared savings plan and/or ACO.

LGH designs an innovative marketing strategy and shares suggestions for other hospitals wanting to create a marketing committee.

Jim Blackwood, Administrator of TGH, discusses ways they used an RHPI FOA to focus on developing leadership abilities, especially regarding handling the “business” end of their departments.

St. James Parish Hospital worked on a Lean Process Planning & Value Stream Mapping RHPI Project. The team chose to focus on medication management and medical necessity.

FMC worked to improve HCAHPS and core measures through their RHPI project and they share outcomes and impact.