No healthcare organization is immune to financial decline. Healthcare leaders must be able to recognize the warning signs of financial distress and take action to maintain or restore their organization’s financial health.
Creating closure after a turnaround
Table of Contents:
Preface
Chapter 1: Predicting a Crisis: Early Warning Signs
Chapter 2: Facing the Facts: Leadership Front and Center
Chapter 3: Structuring the Communications Process
Chapter 4: Pivotal Discussions with Key Stakeholders
Chapter 5: Framework of a Successful Turnaround
Chapter 6: Tools and Techniques of a Successful
Turnaround
Chapter 7: Roles and Responsibilities of Key Players
Chapter 8: Derailers: Why Some Organizations Fail
Chapter 9: Internal Teams or Outside Consultants?
Chapter 10: Special Considerations
Chapter 11: Operating in the Post-Turnaround Era
Financial Turnaround Cases
References
Index
About the Author
The Author
Anthony K. Jones is a 25-year healthcare and hospital administration veteran who has substantial experience improving the performance of hospitals in financial distress. He has served as chief executive officer of two hospital systems, chief operations officer in four large medical centers, and an adjunct faculty member and preceptor of Central Michigan University and Governors State University, respectively.
