BUILDING THE WILL TO QUALITY CARE
In “Building the Will to Quality Care,” Maureen Bisognano shares practical and aspirational concepts about Board leadership and engagement to help drive a healthcare organization’s progress to dramatically improve quality care and outcomes. Ms. Bisognano reveals unique ways healthcare leaders can radically improve, even revolutionize the current healthcare delivery system by…
Cary Gutbezahl, M.D., President and CEO of Compass Clinical Consulting and Amanda Brown, R.N., are featured in Hospital & Health Networks Magazine for their article “Preventing a Hospital-Wide Never Event.”
Despite state and federal regulations, and private hospital accreditation programs that try to ensure high-quality care, errors occur in hospitals that result in patient injuries. Many errors are due to process failures rather than unpredictable accidents. Process failures can result in harm or, at best, missed opportunities to provide good care.
READ THE ARTICLE: “Preventing a Hospital-Wide Never Event” on Hospital & Health Networks Magazine.
If you are a healthcare executive or clinical director considering alternate professional paths, or are perhaps close to retirement and would like to remain active according to a flexible schedule, a career as an interim might be for you. We’re currently looking for ED Directors.
If you are a healthcare executive or clinical director considering alternate professional paths, or are perhaps close to retirement and would like to remain active according to a flexible schedule, a career as an interim might be for you. We’re currently looking for ED Directors.
In 1999, Lutheran Health Systems in Fargo, North Dakota, and Samaritan Health System in Phoenix, Arizona, merged to become Banner Health (Banner). By the end of 2000, Banner was struggling with the chaos of clashing cultures and the complexities of the merged businesses. The system was going down the wrong path fast, both financially and operationally. The Banner Board started the search for a new leader.
Compass Clinical CEO Dr. Cary Gutbezahl’s article “Standing by Your CEO” was featured in the latest issue of Trustee Magazine.
Hospital leaders are perceived as drivers of change, because leadership is responsible for crafting a response to environmental transformation. Uncertainty about the outcome and the change process can create performance disruption and political unrest. For example, those health care professionals who perceive reform negatively may express their strong sense of loss and resentment as resistance to change. Meanwhile, new relationships and dynamics must be established in the transformed environment.
The CEO stands in the middle of this tumult…
READ THE COMPLETE ARTICLE via Trustee Magazine
Fox Business News anchor Dagen McDowell interviews Compass Clinical Consulting CEO Kate Fenner.
Dr. Cary Gutbezahl’s article “The Power of Slack” was featured in the latest issue of Hospital & Health Networks Magazine (H&HN) Slack resources—resources over the amount required to do an organization’s day-to-day work—have an undeserved bad reputation. Many hospital executives have worked hard to remove slack resources, perceiving them as evidence of organizational inefficiency. But [...]
Compass Clinical Consulting announced today that Cary D. Gutbezahl, M.D., has been named President and CEO. Former CEO, Kate Fenner, has assumed the role of Managing Director. “Cary’s unique background as a physician, seasoned consultant and hospital leader brought him to Compass and the COO position three years ago. His intellect, ethics and sense of [...]
With a sharpened focus on efficiency, quality of care and lower cost, hospital benchmarking is gaining momentum and becoming an effective measurement tool. Becker’s Hospital Review recently published 40 Hospital Benchmarks on hospital operations, finances, quality and patient satisfaction. Once your hospital has seen the benchmarks and knows the averages, what’s the next step?
Shawna O’Neill, RN, MHA, and Eric Dam, MHA, are co-authors of the study, “Using Benchmarks: The Good, The Bad and The Ugly.” Ms. O’Neill and Mr. Dam explain how a hospital should successfully implement benchmarks to avoid resentment and embrace a culture of productivity.
