Journal of Healthcare Management - May/June 2013 - (Page 218)

Journal of H ealt H care M anage Ment 58:3 M ay /J une 2013 ta B l E 3 Critical Success Factors Factor Organizational commitment representative Comments • “It has to be a priority . . . [f]or the institution.” • “When you have that kind of commitment at the top, then the change always happens.” • “Right at the very top, [name] has a real commitment to putting in the investment and the systems [that] are necessary. . . . There’s a commitment to building a top-notch program.” • “I think when there’s a mandate from above and they put money behind things to fund it happening, I think they happen.” Leadership support • “Support from the executives is the most important thing.” • “Making sure that it’s seen as an important thing to the chairman. The chairman, in theory, should be holding the faculty accountable.” • “If there’s a business owner who was the decision maker and settles the disputes among the various players in terms of the direction, and then resourcing it adequately.” Resources Data collection • “The people here are capable of doing whatever is needed to be done both from an IT and from a business side of the house. It really just comes down to the resources that are available to focus on it.” • “Resources to sort the data and send it out.” Human resources • “You need to just really stand on top of them, and that’s about resources, that’s people, somebody dedicated to that position. Go see them [and ask] ‘Can I meet with you? When are you available? Let me come to your office.’” • “It would be ideal if I had at least three dedicated people for follow-up, three personnel just dedicated to do follow-up only, because it would be done on a daily basis. We’ll be able to track and see what the issues are with retrieving information from the physicians’ offices internally. We just need dedicated staff to just work on this.” Financial resources • “There is a certain amount of money, certain list of priorities and depending on who’s budgeting the different priorities . . . you need to make an investment.” • “Adequate space.” 218

Table of Contents for the Digital Edition of Journal of Healthcare Management - May/June 2013

Journal of Healthcare Management - May/June 2013
Contents
Interview with Thomas C. Dolan, PhD, FACHE, CAE, President and CEO, American College of Healthcare Executives
Equity in Care: Picking Up the Pace
How Might a Reforming U.S. Healthcare Marketplace Threaten Balance Sheet Liquidity for Community Health Systems?
Assessing the Productivity of Advanced Practice Providers Using a Time and Motion Study
A Positive Deviance Perspective on Hospital Knowledge Management: Analysis of Baldrige Award Recipients 2002–2008
How to Improve Breast Cancer Care Measurement and Reporting: Suggestions from a Complex Urban Hospital
The Fear Factor in Healthcare: Employee Information Sharing

Journal of Healthcare Management - May/June 2013