Resources

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.

Good Shepherd Medical Center implemented an immensely successful care coordination program, called Healthy Living Communities, to help senior citizens live healthy lives in the community. The Health Living Communities program staff, including nurses and community health workers (CHWs), masterfully connected community resources with health care teams.

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.

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.

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.

With assistance from the North Carolina SORH, Vidant Chowan Hospital implemented a ‘No Patient Left Behind’ transitional health program, a free service through which patients with chronic obstructive pulmonary disease, diabetes, post-acute AMI, congestive heart failure and pneumonia are helped to transition back to their home upon discharge.

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.

Carondelet Holy Cross Hospital was recognized for innovation in emergency medical services (EMS). In 2014, health care providers serving residents of Santa Cruz County, Arizona, came together to create the Community Healthcare Integrated Paramedicine Project (CHIPP).

Gunnison Valley Hospital implemented a process of bedside reporting. Reporting nurses finishing and starting a shift meet with the patient to give report on current treatment plans and to address any questions or concerns. An emphasis is placed on talking with the patient rather than about the patient.

In response to the high levels of mental health needs and the challenge of limited resources, Athol Hospital partnered to develop a collaborative school-based telepsychiatry model focused on bridging care gaps for children and families residing in the Athol Hospital service area.

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

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.

In conjunction with another hospital, Pender Memorial Hospital successfully implemented the Transitions in Care program. The program provides telehealth for congestive heart failure patients to assist with self-managing cardiac disease, reducing readmissions and encouraging independent living for seniors.

Sanpete Valley Hospital worked with Intermountain Healthcare to create a network that provides appropriate access to behavioral health, working within the community to educate about mental health issues, increase access to care, provide timely access to services and improve follow-up with patients.

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.

Estes Park Medical Center (EPMC) was recognized for its work in the areas of care coordination, care management, patient access and prevention and wellness projects. EPMC joined a public-private partnership to form a wellness center that provides an array of services to the community.