I thought Michael Romano captured many of the key elements that I found in my transition from managing hospitals to managing group practices (So long, hospitals, Oct. 23, p. 24). However, I am not sure he noted the need to genuinely enjoy working with physicians on issues of their concern.
Medical group exec sees his role as "servant leader"
The term servant leader comes to mind as I work to meet their needs and the needs of our patients, staff and the greater community. In that regard, the change has been the right one for me.
Administrator and chief executive officer
Rocky Mountain Gastroenterology Associates
Rocky Mountain Endoscopy Centers
Regarding your Oct. 30 item in your e-newsletter, Health IT Strategist, Leavitt surveys road to interoperability: The Certification Commission for Healthcare Information Technology is providing a valuable service by performing the evaluation and certification of health IT systems. However, I am disappointed that interoperability was not first on the list of criteria that it addressed.
The value of these systems to providers will come from the capability to exchange health information efficiently between distant sources using diverse products. Standardization and interoperability are primary capabilities, and certification means little until they are included in the criteria. It is unfair to expect providers to invest in expensive systems, certified or not, that will need costly future upgrades in order to be useful.
If the CCHIT can wait until late 2007 to certify interoperability, then providers should wait until then to purchase the products.
Thank you for your profile of Carol Levine, the director of the Families and Health Care Project at the United Hospital Fund, and for highlighting her message to us as healthcare leaders to partner more effectively with families in care delivery (In search of respect, Oct. 23, p. 30).
Im struck by the estimates of $483 billion in care being provided by families and how that could change the picture of the true costs of healthcare in the U.S.
Colleen CasperGroup president Whalen-Casper Group Denver
I want to clarify an inaccuracy involving Childrens Medical Center Dallas (Regional News, Oct. 16, p. 20). The item was about the groundbreaking of our new towerobviously an exciting development in the overall master growth plan here at Childrens Dallas. Thank you for recognizing the importance this news holds for the Texas healthcare industry and for choosing to include it in your publication.
Unfortunately, we were disheartened to read the last sentence in the brief, which states, A spokeswoman declined to provide financial details or the number of beds expected to be added to the 310-bed hospital.
By dictionary definition, the word declined means refused to provide, which is not correct. It implies that we were either not cooperating with your reporter or that we were not comfortable releasing that information. Neither implication is accurate.
These financial and building project facts were already on the public record in Dallas, as they were published in a Sept. 25 article in the business section of the Dallas Morning News. Either by giving my staff a few more minutes to fact check this data or by simply doing a Google search on the topic, reporter Jessica Zigmond could have had the relevant information, and thus written a stronger, more accurate story.
Please know how much we appreciate the coverage that Modern Healthcare provides for our hospital, as your publication is respected and read by our own executives and by industry leaders across the country. The growth we are experiencing here in the Dallas pediatric market will continue to be newsworthy, and we look forward to working with your reporters again soon.
Childrens Medical Center Dallas
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