Fairmont General: CEO orchestrates harmony among players
Article Abstract:
Fairmont General Hospital CEO Richard Graham has managed to eliminate personnel discord in the 270-bed West Virginia facility by increasing employee involvement in decision making, improving nuclear medicine and cardiac catheterization services and installing a new $1.8 million information system. When the hospital lost $600,000 to the bankruptcy of the state's Blue Cross plan, Graham developed a strategic plan, along with the facility's doctors, that emphasized quality services that met the community's needs. Community support was crucial to the success of Fairmont General in realizing net patient revenues of $48 million in 1992.
Publication Name: Hospitals & Health Networks
Subject: Health care industry
ISSN:
Year: 1993
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Lutheran Medical Center
Article Abstract:
Lutheran Medical Center, Brooklyn, New York, is faced with loss of revenue as state and federal legislators debate reducing Medicare budgets. Over 80% of the hospital's patients are covered by Medicare and Medicaid, and the hospital could lose $25 mil in revenue if New York state cuts its Medicaid budget by $1.9 bil in 1996. Lutheran Medical Center also solicits private and government grants for community health projects.
Publication Name: Hospitals & Health Networks
Subject: Health care industry
ISSN:
Year: 1995
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Building a rural model
Article Abstract:
Benewah Community Hospital administrator J. Michael Boyd left a large academic medical center to head the 33-bed, St. Maries, ID, hospital. When he was hired in 1993, Benewah and a local physician-owned clinic, St. Maries Family Medicine, were losing money and had agreed to merge. Boyd saw an opportunity to head the hospital, manage the clinic, and create a rural healthcare system.
Publication Name: Hospitals & Health Networks
Subject: Health care industry
ISSN:
Year: 1995
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