Healthcare Executive Education - Cleveland Clinic

2y ago
57 Views
2 Downloads
776.25 KB
24 Pages
Last View : 2m ago
Last Download : 2m ago
Upload by : Nora Drum
Transcription

Healthcare Executive EducationSamson Global Leadership AcademyLearn from the Leaders

The Cleveland Clinic AdvantageSince Cleveland Clinic’s founding in 1921, our mission hasbeen to provide “better care of the sick, investigation of theirproblems and further education of those who serve.” While wehave been providing quality medical education since that time,we identified two opportunities:1. Healthcare institutions urgently need great leaders.2. The competencies to lead and manage differ from thoseneeded to be an effective clinician or scientist.As part of our strategy to ensure a pipeline of talentedhealthcare leaders to sustain our organization, Cleveland Clinicbegan offering leadership development training nearly20 years ago.The Samson Global Leadership Academy builds upon our90 years of academic excellence and years of provenleadership and management training. Now we invite youto take advantage of our experience in developing andgrowing the healthcare leaders of tomorrow.Contents2The Cleveland Clinic Advantage16Session Dates and Schedule3 Message from the CEO18 Classroom Faculty419Tuition and Accommodations6 Program Philosophy20Shadowing and Immersion Experiences8 Curriculum Tracks22 Our Success is Your AdvantageSamson Global Leadership Academy9 Course DescriptionsCLE VELAND CLINIC EDUCATION INSTITUTE

Message from the CEODear Colleague,I became CEO of Cleveland Clinic after 35 yearsas a cardiac surgeon. When I stepped out of theoperating room to become CEO, I was stunned bythe size and complexity of what I was expected tomanage. I went from drinking from a fountain todrinking from a fire hose.Luckily, some of the best minds in business helpedme make the transition. It made me realize thatthere’s no shortage of great medical and scientifictraining, but someone needed to step up and trainthe healthcare leaders of tomorrow.That’s when I first got the idea for what hasbecome the Samson Global Leadership Academyfor Healthcare Executives.Whether you are in the midpoint of your careeror starting a second, I hope you will consider thispowerful, one-of-a-kind opportunity to strengthenyour leadership profile and bolster your potentialfor organizational and personal success.Sincerely,Delos M. “Toby” Cosgrove, MDCEO and Presidentclevelandclinic.org /E xecutiveEducation2 3

Samson Global Leadership Academy for Healthcare ExecutivesThis two-week leadership programprepares English-speaking healthcareexecutives to navigate the challengesof leading, managing and growing largeorganizations, domestically and globally.A unique developmental opportunity, the Samson GlobalLeadership Academy for Healthcare Executives involves didacticlearning, leadership roundtable opportunities, a shadowingor immersion experience, and a mentoring opportunity thatcontinues after the program is over. The competency-basedcurriculum is designed to develop skills among current andemerging healthcare leaders that will ensure a talent pipelinefor organizational sustainability.What Makes This Program UniqueUnlike other healthcare executive education programs, theSamson Global Leadership Academy provides reality-based,hands-on leadership experiences. The six components of thecurriculum, described below, are designed to give attendeesthe ability to effect change in their organizations and thetools to manage and execute long-term leadership goals. Didactic classroom experiences team-taught by ClevelandClinic leaders and academic scholars from Baldwin-WallaceCollege, Case Western Reserve University, Cleveland StateUniversity, John Carroll University, and the Universityof Massachusetts. Leadership immersion/shadowing (four 2-hour sessions). Leadership roundtable sessions (two 2-hour sessions). Mentoring (five 1-hour sessions). Tours of Cleveland Clinic Main Campus and regional facilities(two 2-hour tours). Leaders’ Lab: work group sessions to discuss leadershiptopics and share experiences (four 1-hour sessions).We invite you to attend the Samson Global LeadershipAcademy and share in the opportunity to learn fromexpert Cleveland Clinic leaders and academic scholarsabout leading a healthcare organization in a global world.CLE VELAND CLINIC EDUCATION INSTITUTE

Learn from the Leaders“Leading is all about emotional intelligence.It’s about impacting others, reaching outand harnessing the best of organizationaltalent. Emotional intelligence is so steepedwith importance that, in my view, it’s hardto be a great leader without it.”James K. Stoller, MD, MSChairman, Education Instituteclevelandclinic.org /E xecutiveEducation4 5

Program PhilosophyThe philosophy underlying the formation of the SamsonGlobal Leadership Academy is that the competencies tolead and manage differ from those needed to be an effectiveadministrator, clinician or scientist.Traditional medical training appears to blunt physicians’ reflexesand skills to collaborate. This means that leadership training forphysicians and scientists must focus on developing teambuildingand communication skills, among other competencies neededto lead. Similarly, traditional nurse training programs mayunder-prepare nurse leaders who are suddenly entrusted withthe responsibility for budgets, strategic planning and conflictresolution. Finally, few administrators with business or financedegrees have completed extensive leadership training in areassuch as emotional intelligence, communication skills, culturalawareness and leading skills.What You Will Gain Two-week immersion into the business of healthcareexcellence, led by some of the best minds in healthcareand academia. Lessons, strategies and management techniques basedon Cleveland Clinic’s successful business model. Mentoring relationship with a trained mentor. First-hand look at clinical and operational innovationsthrough small-group shadowing sessions. Face time with Cleveland Clinic leaders duringroundtable sessions. Networking opportunities with executives fromCleveland Clinic and from around the world. 72.5 AMA PRA Category 1 CreditsTM for physicians,nurses and administrators.Who Should Attend Realistic, implementable three-year leadershipThe program is open to English-speaking healthcare executivesthroughout the world, including physicians, nurses andadministrators who currently function or aspire to functionas a senior executive for a healthcare organization or ina related industry.The program includes campus tours and networking eventsthat invite one-on-one discussion. Our leaders are eager toshare our hard-earned knowledge with the leaders of tomorrow,whether they are in healthcare or healthcare-related industries.development plan.If this program isn’t right for you now, please share itwith someone from your organization who can benefit.CLE VELAND CLINIC EDUCATION INSTITUTE

Learn from the Leaders“Leadership is about inspiring and motivatingothers to join you on a compelling journey. It’sabout combining heart and head to developboth the natural talents and hidden excellencein every individual. It’s about giving back andmentoring the future generation of leaders.”Sarah Sinclair, MBA, RNExecutive Chief Nursing OfficerStanley Shalom Zielony Chair for Nursing AdvancementChair, The Stanley Shalom Zielony Institute for Nursing Excellenceclevelandclinic.org /E xecutiveEducation6 7

Curriculum TracksThe Samson Academy curriculum is research-based anduniquely designed to equip healthcare leaders with theknowledge and skills needed to lead and manage. Thefollowing competencies are the foundation of our curriculum:technical knowledge, knowledge of the healthcare industry,communication, emotional intelligence, problem-solving skillsand a commitment to lifelong learning. These competenciesare fully explored within the program’s two curriculum tracks,Leadership and Management.LeadershipManagementLeading ChangeLeading PeopleLeading ResultsBusiness AcumenBuilding CoalitionsStrategic Vision &Decision MakingCreating & LeadingHigh-PerformingTeamsPatient Outcomes &Quality of CareHealthcare Industry:Global OverviewSYSTEM INTEGRATION:REGIONAL PERSPECTIVEEmotionalIntelligence forExecutivesManaging ConflictConstructivelyPATIENT EXPERIENCEHealthcare Industry:Cleveland ClinicHistory & MissionCLEVELAND CLINICOPERATIONS:US & ABU DHABILeading Change& OrganizationalCultureProfessional Planningfor HealthcareExecutives *Problem-SolvingTechniques &StrategiesExecutive FinancialManagementNegotiatingEffectivelyMarketing forExecutivesExecutiveCommunication SkillsGlobal HumanResourcesManagementGlobal PartneringInnovationin ActionUsing & ManagingInformationTechnologies* Mentoring will be available during the two-week program and following the programCLE VELAND CLINIC EDUCATION INSTITUTE

Course DescriptionsLeading ChangeStrategic Vision AND Decision Making(2 hours)Faculty: Ven Ochaya, PhD, MBA, Baldwin-Wallace College &Sally Simmons, MBA, Cleveland ClinicOrganizational leaders and managers face three centralquestions in evaluating their organization’s prospects:What’s the organization’s current situation? Where does theorganization need to go from here? How should it get there?By answering these critical questions, healthcare executivesin this course will be introduced to the aspects of strategicvision and decision making. Participants will examine thephases of crafting and executing any organization’s strategy:developing a strong strategic vision; setting clear goals andobjectives; crafting a strategy for achieving the objective;implementing and executing the chosen strategy efficientlyand effectively; and evaluating performance and initiatingcorrective adjustments.Objectives:At the end of the course, participants will be able to: Discuss the role of strategy in moving healthcareorganizations in the intended direction; Examine Cleveland Clinic’s phases of craftingand executing any organization’s strategy; and Explore why good strategy making and executionare the most trustworthy signs of good management.Emotional Intelligence forExecutives (4 hours)Faculty: Diana Bilimoria, PhD, Case Western ReserveUniversity & Carol F. Farver, MD, MS, Cleveland ClinicDuring this course, participants will appreciate how greatleaders inspire others to action. A strong predictor of anindividual’s success in a leadership position is emotionalintelligence. Through combined didactic and experientiallearning, participants will define the dimensions of emotionalintelligence, identify individual strengths and learn howto enhance the development of others and themselves.Participants will undertake a self-assessment and identifyworkable methods and strategies to lead others withemotional intelligence.Objectives:At the end of the course, participants will be able to: Examine how outstanding leaders harness emotionalintelligence to inspire others; Discuss the Emotional Intelligence (EI) Modeland Competencies; Apply EI concepts to leading their teamand organization; and Identify strategies for enhancing their leadershipimpact and contributions.Leading Change and OrganizationalCulture (2 hours)Faculty: Susan Kuznik, DBA, Baldwin-Wallace College &Lisa Yerian, MD, Cleveland ClinicThis change management course examines principles andapplications of leadership, management and organizationtheory as applied to healthcare organizations. Participants willidentify methods for assessing key features of organizationalenvironments and internal structures and for identifying,developing and implementing strategies leading to improvedperformance. Leaders often have to reconfigure and align theirorganizations to deliver on the promise of new directions andstrategies. Participant activities will focus on how change affectsthe success of the healthcare organization and the necessityfor strategy, structure and cultural alignment.Objectives:At the end of this course, participants will be able to: Develop the rationale for strategy, structure andcultural alignment as a prerequisite for leading change; Explain why and when leaders need to change culture; Discuss the interconnectedness between culture changeand leadership; and Examine a leading change process and the key stepsfor success.Innovation in Action (4 hours)Faculty: Alan Robinson, PhD, University of Massachusetts& Chris Coburn, Cleveland ClinicMost organizations today overlook one of their biggest sourcesof innovation and improvement: the ideas of their employees.This course will use Innovations at Cleveland Clinic as a casestudy in healthcare innovation to describe the business behindinnovation. Thereafter, participants will learn how to create anidea-driven organization — one in which rapid innovation andcontinued on page 10clevelandclinic.org /E xecutiveEducation8 9

Course DescriptionsDescriptions AdvantageCoursecontinued from page 9improvement are driven by a constant stream of ideas fromeveryone, particularly front-line people, and that are based oncontextual learning and rapidly tested for effectiveness. Manyidea-driven organizations routinely implement 20 or more ideasper person per year, and a few implement more than 100.As a result, these innovative organizations achieve extraordinarylevels of performance created through advantages that theircompetitors cannot match. There is a lot to learn, much ofwhich is counterintuitive.Objectives:At the end of this course, participants will be able to: Describe innovations at Cleveland Clinic including inventorresources, investor resources and economic development; Identify and read the organizational factors that affectcreativity, innovation and bottom-up ideas; Assess their organization’s innovativeness andenvironment for ideas; and Set up, launch and continually improve a high-performinginnovation system that taps into the ideas of employees,especially front-line workers, and cultivates a culture ofnew ideas.Leading PeopleCreating and Leading High-Performing Teams(2 hours)Faculty: Susan Kuznik, DBA, Baldwin-Wallace College &James K. Stoller, MD, MS, Cleveland ClinicThis course will focus on the attributes of high-performingteams, including the skills and leadership abilities necessaryto create and sustain team excellence. Work complexity andjob specialization necessitate working across organizational,educational and institutional boundaries to provide the bestcare while maintaining quality and cost. Teamwork is essential;building and creating high-performing teams is critical toorganizational success. Through didactic and experientialexercises, participants will understand the evolution of teamsand the necessary leadership and team skills to develop teameffectiveness. Through participation and attendee feedback,the course will also explore the nuances of teams acrossdifferent cultures and countries.Objectives:At the end of the course, participants will be able to: Develop the rationale for teams and teamworkin the healthcare environment; Explain the characteristics of effective teamsincluding team roles, stages of team development,team skills (dialogue, discussion, inquiry, advocacy),and leading teams; Explore team differences in international settings; and Discuss why team excellence in healthcare matters.Managing Conflict Constructively (2 hours)Faculty: Mary Pisnar, DBA, Baldwin-Wallace College &Katherine (Kelly) Hancock, MSN, RN, Cleveland ClinicThis course will help participants become aware of theirpreferred conflict-handling approach through the use of anassessment tool and self-reflection on their past leadershipchallenges. Using the Crucial Conversations program,participants will learn to identify and resolve various conflicttriggers. Participants will practice proven approaches to conflictresolution, learn techniques to build and repair relations,understand how to facilitate mutually acceptable resultsand develop resolution strategies for their organization.Objectives:At the end of this course, participants will be able to: Increase self-awareness of their personalconflict-handling approach; Discuss situational and participant conditionsthat may affect the construction of resolutions; Recognize the role of emotion in working towardconstructive resolutions; and Develop skills in dialogue and the constructionof effective conflict resolution strategies.Professional Planning for HealthcareExecutives (2 hours)Faculty: Peter Rea, PhD, Baldwin-Wallace College &Elaine Schulte, MD, MPH, Cleveland ClinicThe course examines ways for the aspiring healthcareexecutives to gain insights into the art of leadership and itsdifferences with the practice of medicine. Participants willdefine themselves as a leader based on their deepest values,and align their capabilities with their organizational role,purpose and passion as a leader. The pathways of successfulleadership development planning that will be explored includethe role of mentoring, social capital and reflection.continued on page 12CLE VELAND CLINIC EDUCATION INSTITUTE

Learn from the Leaders“An era of economic turbulence, uncertainty andcomplexity is not the time to leave leadershipdevelopment to chance. An organization willonly grow if its people grow. This simple truthcan only occur when leadership developmentis intentional and practical.”Peter Rea, PhDBaldwin-Wallace CollegeDirector, Center for Innovation and GrowthBurton D. Morgan Chair for Entrepreneurial Studiesclevelandclinic.org /E xecutiveEducation10 11

Course Descriptions Advantagecontinued from page 10Objectives:At the end of the course, participants will be able to: Reflect on the definition of leadership within thecontext of one’s values, capabilities, role and passionas a leader; and Discuss the importance of mentoring, social capitaland leadership development resources.Leading ResultsPatient Outcomes and Quality ofCare (4 hours)Faculty: Shannon Phillips, MD, MPH, Allan Siperstein, MD &Guido Bergomi, BS, Cleveland ClinicThis course provides a critical overview of the tools usedto measure outcomes and quality of care, development anduse of practical guidelines, advantages and disadvantagesof various methods, and the use of such analysis inadministrative decision making.Healthcare is changing. There are growing pressures to cutcosts and improve quality. The value proposition in healthcarehas never been more relevant. A recent report from the Officeof Inspector General shows that one in seven Medicarebeneficiaries in the United States suffers a temporary orsignificant harm event while hospitalized, of which nearly halfare preventable. These events represent 4.4 billion annuallyin potentially avoidable cost during hospitalization. Like mosthospitals today in the U.S., Cleveland Clinic is measured onsafety, quality and patient experience, with a growing emphasison value. How is this done and what can we do to drive valuein the care we deliver? Through didactic and experiential work,we will examine the value proposition in healthcare and whatyou can do to participate in the discussion. Practical tools willbe shared and engaged to develop measurement solutions.Objectives:At the end of the course, participants will be able to: Examine the measures used to identify quality healthcare; Reflect on the potential gap between clinical performanceand quality measures; Identify strategies to align outcomes and qualitymeasures; and Review the tools one can effectively use to monitorquality, optimize priority setting and deliver results.Patient Experience (2 hours)Faculty: James I. Merlino, MD, Cleveland ClinicThe course will describe how Cleveland Clinic’s mission ofcaring for the sick, investigating their problems and educatingthose who serve is being enhanced to provide a world-classexperience for our patients. Cleveland Clinic’s desire toput patients first has been guided by culture, metrics andteamwork. Hear what has been and what is being doneto significantly improve patient experience.Objectives:At the end of the course, participants will be able to: Describe the patient experience at Cleveland Clinic; Examine how metrics are being used to improve thepatient experience; Discuss the importance of improved physiciancommunication in the patient experience; Analyze how improvements to the environmentenhance the patient experience; and Identify how Cleveland Clinic is leveragingits culture to lead the way.Problem-Solving Techniques ANDStrategies (2 hours)Faculty: Harlow Cohen, PhD, Case Western Reserve University& Nathan (Nate) Hurle, BS, Cleveland ClinicGlobal healthcare leaders who confront diverse problems ona daily basis require a repertoire of problem-solving techniquesto increase leadership effectiveness. This course will engagethe learner in a variety of experiential learning simulations,normative models and examples to familiarize participants withproblem-solving techniques and strategies, so they are betterequipped to solve problems in their organizations.Objectives:At the end of this course, participants will be able to: Describe how over-reliance on existing resources,processes and values can eclipse improvementopportunities, hamper growth and impede effectiveproblem solving; Explain RPV, Positive Deviance and Knowing DoingGap theories; Identify new process improvements and practices thatsolve problems in ways that allow leaders and teamsto boost efficiency and productivity without adding moreresources; and Practice and apply the learning to their respectiveorganization and/or unique situations.CLE VELAND CLINIC EDUCATION INSTITUTE

Business AcumenHealthcare Industry: Global Overview(2 hours)Faculty: Kathy Winter, MBA, General Electric HealthcareThis course will provide an overview of various globalhealthcare systems. This overview will include a comparisonof different systems from the perspective of function, planning,innovation, finance and human resources. Participants willbe invited to describe the uniqueness of the organizationthey represent and share an organizational success story.Objectives:At the end of the course, participants will be able to: Discuss the structure of the international healthcareenvironment; and Exchange information about participant organizations.Healthcare Industry: Cleveland ClinicHistory AND Mission (2 hours)Faculty: James K. Stoller, MD, MS, Cleveland Clinic &Robert (Rob) Coulton Jr., MBA, Cleveland ClinicThe course will provide insights into the group practicemodel. Participants will use a case study of Cleveland Clinicto understand the mission, vision, values, history, uniqueculture, governance structure, strategic planning process,policies and procedures. The video, All for One: The Historyof Cleveland Clinic, will be shown as an example of a valuablemanagement tool and powerful emotional message.Objectives:At the end of the course, participants will be able to: Discuss the group practice model; and Explain the value of an organization’s history asa management tool.Executive Financial Management (4 hours)Faculty: Christopher Donovan, MBA, Cleveland Clinic &Anthony (Tony) Helton, MBA, Cleveland ClinicEven highly innovative and creative healthcare executives mustreport their results using financial terms and concepts. Thiscourse will help participants better understand how financeaffects the organization’s operations, while demystifying thenumbers behind the terms. It will provide sufficient familiaritywith financial information so each participant can confidentlyinterpret and use financial data in daily decisions.clevelandclinic.org /E xecutiveEducationObjectives:At the end of the course, participants will be able to: Describe best practices for linking a healthcarestrategic plan to the financial plan; Discuss Cleveland Clinic’s finance department,tools and processes; and Identify trends in global financial management.Marketing for Executives (2 hours)Faculty: Eric Berkowitz, PhD, University of Massachusetts &Paul Matsen, Cleveland ClinicThis course will focus on the critical issues needed by anorganization to effectively market in today’s increasingly globallycompetitive marketplace, including understanding the valueequation, identifying the aspects of branding, protecting brandequity and recognizing the need for customer loyalty. In today’smarketplace, it is imperative that healthcare organizationsdeliver value to the customer. Central to this requirement is thevalue equation and the variables that comprise that equation.The course also will focus on the concept of brand equityand how it is derived and managed. Finally, it is important torecognize that marketing is undergoing a major paradigm shiftfrom market share acquisition to customer loyalty and retention.This change has dramatic global implications that mustbe understood and implemented to effectively marketa healthcare entity.Cleveland Clinic’s market approach will be discussed interms of how it operationalizes value by putting patient’s first.Since Cleveland Clinic’s brand is known globally, its brandequity is highly valued. Course faculty will discuss how patientand employee loyalty have been created and developedthrough Cleveland Clinic’s marketing efforts, both nationallyand globally.Objectives:At the end of this course, participants will be able to: Discuss the variables that comprise the value equation; Recognize the dimensions that represent brand equity; Review the differences between market share andcustomer loyalty; and Explain and discuss how Cleveland Clinic drivesits brand throughout the organization and globally.12 13

Course Descriptions AdvantageGlobal Human Resources Management(2 hours)Building CoalitionsFaculty: Lori Long, PhD, Baldwin-Wallace College,Robert Lorenz, MD, MBA, Cleveland Clinic &Tomislav (Tom) Mihaljevic, MD, Cleveland ClinicSystem Integration: Regional Perspective(2 hours)This course will focus on the fundamental challenge ofany global organization: to be globally integrated yet locallyresponsive. How does an organization retain core organizationalvalues while being respectful of local customs and traditions?Organizational theorists have come to recognize the importanceof human resources as the critical tool for developing a corporateculture that allows the most capable people to be recruited,selected, developed and assigned anywhere in the world,without regard to passport. Specific practice challenges, suchas obtaining, organizing and using the right global labor marketdata, will be addressed, and experience from Cleveland Clinic’sown international activities will be shared and analyzed.The course will describe the history of Cleveland Clinic’sregional healthcare system, governance and administration.In addition, the faculty will examine the efforts toward systemintegration and the emerging priorities of regional healthcarein a global industry. The curriculum will provide valuableinsights into the numerous opportunities and challengesof a world-class healthcare system.Objectives:At the end of this course, participants will be able to: Discuss cultural competence and its role incorporate culture; Examine the impact that an organization’s humanresources strategy can have on staffing in a globalmarket; and Explain and analyze Cleveland Clinic’s globalhuman resources efforts.Using and Managing InformationTechnologies (4 hours)Faculty: Nicholas (Nik) Molley, MBA, Baldwin-Wallace College& David Levin, MD, Cleveland ClinicOnce considered a laggard, the healthcare industry now appearsto be the booming market in terms of IT. This course willfamiliarize leaders with the principles of information systemsand management at Cleveland Clinic. In addition, participantswill acquire an understanding of current trends in informationtechnologies unique to healthcare in the US and globally.Objectives:At the end of the course, participants will be able to: Discuss technology tools and systems used atCleveland Clinic to improve medical operationsand care delivery; and Examine emerging trends in information technologythat are applicable to global healthcare.Faculty: David Bronson, MD, Cleveland ClinicObjectives:At the end of this course, participants will be able to: Discuss the history of Cleveland Clinic regional hospitals; Explain the governance and administration; Identify challenges, opportunities and barriersto integration; and Explore emerging priorities related to system integration.Cleveland Clinic Operations: US & Abu Dhabi(2 hours)Faculty: William (Bill) Peacock, MS, Cleveland ClinicCleveland Clinic is a global healthcare organization witha dominant presence in the United States and an evolvingpresence in Abu Dhabi and Canada. During expansion efforts,Cleveland Clinic Operations has been highly involved in systemintegration. Participants will be introduced to the key businessunits responsible for system integration, revenue and FTEtrends, contract consolidation, US energy savings projects andprograms, as well as system integration efforts in Abu Dhabi.Objectives:At the end of this course, participants will be able to: Identify the key business units in Cleveland Clinic’sglobal operation; Appreciate how the vision of the Cleveland ClinicOperations drives performance; Discuss the governance, financial and operationalcomponents of the department; Examine the challenges and opportunities to streamline,integrate and promote cost-effective and efficientoperations in a global organization.CLE VELAND CLINIC EDUCATION INSTITUTE

Negotiating Effectively (4 hours)Faculty: Kathleen Razi, PhD, Baldwin-Wallace College &Cynthia (Cindy) Deyling, MD, MHCH, Cleveland ClinicDrawing on the latest research and best practices acrossa breadth of industries, this course will develop participantnegotiation capabilities and decision-making strategies thatparticipants can use throughout their career. Through activitiesand case studies, this course will help participants understandhow to navigate the culture of a group practice modelwhile negotiating for patient experience, quality, informationtechnology, budget and human resources, and while makingexecutive decisions.focus on the necessity for greater cult

phases of crafting and executing any organization’s strategy: developing a strong strategic vision; setting clear goals and objectives; crafting a strategy for achieving the objective; implementing and executing the chosen strategy efficiently and effectively; and evaluating perfo

Related Documents:

Clinic County Clinic Name Clinic Address Clinic City Clinic Zip Participant County Participant Gender Enrollment Status Fax Received Date BLACK HAWK CHRIST, MEREDITH - IAM 1015 S HACKETT RD WATERLOO 50701 BLACK HAWK Female Unreachable 4/21/2014

4,994 Alamosa VA Clinic 24,091 Aurora VA Clinic 1,430 Burlington VA Clinic 17,685 Denver VA Clinic: 63,884 Golden VA Clinic: 2,311 IDES 15,372 Jewell VA Clinic 4,343 La Junta VA Clinic 1,580 Lamar VA Clinic 172,745 PFC Floyd K. Lindstrom VA Clinic 66,385 PFC James Dunn VA Clinic 583,038 Rocky Mountain Regional VA Medical Center 874 Salida VA .

for Brain Health in Las Vegas, Cleveland Clinic Canada, Sheikh Khalifa Medical City and Cleveland Clinic Abu Dhabi. In 2016, Cleveland Clinic was ranked the No. 2 hospital in America in U.S. News & World Report’s “Best Hospitals” survey. The survey ranks Cleveland Clinic among the nat

Cleveland Clinic Case Study page 4 The Clinic's New People Strategy In the spring of 2008, with these disappointing HCAHPS and Gallup survey results in hand, the Clinic's executive leadership team approved a new "people strategy" designed to make the Clinic a "great place to

Cleveland Clinic Lerner College of Medicine 2 InSight like never before. “Students have participated in care of patients through telemedicine, research of COVID patients and creation of online education modules. The core mission of Cleveland Clinic — patient care, research and education — are embodied in these examples,” he said.

5. Approaches to the Skull Base, Anspach Course, West Palm Beach, FL, November 2008 6. Surgical Treatment of the Craniocervical Junction, University Hospitals Case Medical Center, Cleveland, Ohio, June 2009 7. Cleveland Clinic Spine Review Hands-On 2009, Cleveland Clinic Center for Spine Health, Cleveland, Ohio, July 2009 8.

User Persona: Clinic Managers Setup a Clinic Add a Clinic to Account Add Vaccine Inventory to Account Adding Vaccine Supply to a Clinic Setup clinic Schedule Schedule Clinic Hours of Operation Add Vaccine Administrators to a

houston tx 77055 06 gulf coast clinic/group practice clinic/group practice 14 1,285.68 abilene bone & joint clinic llp-abilene bone and joint clinic llp 1633 cottonwood st abilene tx 79601 02 northwest texas clinic/group practice clinic/group practice 3 101.09 abilene diagnostic clinic pllc