Middlesex Hospital, Middletown, CT

Article Abstract:

Middlesex Hospital of Middletown, CT, streamlined its bulky governing structure and saved more than $1.5 million for its budget. It consolidated its nine corporations into three, and organized a six-member committee to represent staff concerns. A planning team assessment resulted in the establishment of an outpatient center located near the hospital, to which most outpatient services were transferred. The main hospital concentrated its efforts on inpatient services and managed to reduce employee turnover in 1992 to 11%, a decline from 23% in 1988. Operating income for 1992 was $3.7 million, up from $445,877 in 1990.

---

Mercy Medical Center, Durango, CO

Article Abstract:

Mercy Medical Center of Durango, CO, was struggling to remain solvent, when in 1990 it took over the county hospital district's psychiatric and chemical dependency center. The competing hospital which had been running the clinic, closed, and Mercy became the only hospital in the community. Mercy was able to retain about 90% of the jobs in taking over the facility. It has completed a 6,000 sq ft radiology unit, has opened a community clinic and a wellness center and will soon open a 31,000 sq ft medical office building. Operating income reached $2.7 million in 1992.

---

Breaking down barriers: Cambridge Hospital ensures access to care for diverse community groups

Article Abstract:

Cambridge Hospital in Cambridge, MA will use the $75,000 Foster G. McGaw prize to establish a scholarship fund for city residents who plan to pursue health-related studies. The hospital won the award for meeting the diverse health needs of its community. The hospital has established neighborhood clinics and a teen health clinic located in the city high school. The Cambridge Commission on the Status of Women praised the hospital for recognizing the health needs of women in its clinics, midwife programs and prenatal care programs.

Management, Health care industry, Hospital outpatient services

Similar abstracts:

• Abstracts: CFOs identify ways hospitals can build financial strength. 12 cost-cutting measures: hospitals use creative ideas to gain control of expenses
• Abstracts: Do physicians and hospitals share capitation? Changing cultures: hospital staffs get used to patient-centered care plans
• Abstracts: Medicare meets reform: integrating Medicare poses a puzzle for reformers. Medicaid worries: states dispute rule on new funding limits
• Abstracts: Memorial Hospital: rebuilding physician, community support. Stoughton (WI) Hospital. Albermarle Hospital, Elizabeth City, NC
• Abstracts: Pawating Hospital, Niles, MI. Millinocket (ME) Regional Hospital

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.