Journal of Healthcare Management - March/April 2014 - (Page 110)

J o u r n al of H ealt H care M anage Ment 59:2 M arcH /a pril 2014 to measure and improve our outcomes and realize the financial and professional benefits mentioned in the article. By leveraging our relationships with state associations, such as local primary care associations, we were also able to minimize the costs associated with the transformation. Overall, the authors present a compelling argument for practice transformation and identify many of the costs and benefits associated with undertaking the process. The argument is presented in a manner that should encourage other organizations to begin or continue their transformation process. 110

Table of Contents for the Digital Edition of Journal of Healthcare Management - March/April 2014

Journal of Healthcare Management - March/April 2014
Contents
Interview With Marna P. Borgstrom, FACHE, President and Chief Executive Officer, Yale New Haven Health System, and Chief Executive Officer, Yale-New Haven Hospital, Connecticut
Specialties: Missing in Our Healthcare Reform Strategies?
Costs and Benefits of Transforming Primary Care Practices: A Qualitative Study of North Carolina’s Improving Performance in Practice
Governing Board, C-suite, and Clinical Management Perceptions of Quality and Safety Structures, Processes, and Priorities in U.S. Hospitals
Use of Electronic Health Record Documentation by Healthcare Workers in an Acute Care Hospital System
Why Hospital Improvement Efforts Fail: A View From the Front Line

Journal of Healthcare Management - March/April 2014