This was too good to pass up, so I left it as a comment, and used it in a post:
So far, this looks very promising. Those of us who are involved in this agree with the triad of Patient-Nurse-Physician comfort and confidence. I feel that the employees are THE biggest asset a company has (maybe it's only asset, since it's the only one that a company can control, as to mix and content). However, THE engine that drives the boat is the PATIENT. We must re-establish confidence in the system.
The LIST is so far a good one and will go a long way toward providing a foundation for guidance. Thank you, Paris.
Darn, he said what I wanted to. I could say 'ditto', but that's been used.
Obviously, in a free market society, the customer is king, within limitations. The hospital has two, if we simplify: Patients and providers. We have found out what happens when either or both are dissatisfied.
Essent bought into Paris because of a miss-interpretation of the market: Since we only have 'one' hospital, they thought they had a monopoly. They didn't read the hospital wrong as far as needs, they just didn't care. They figured that it was a closed market. That explains a lot. What they did read wrong was the patients.
Now I can get my head around the comment from so long ago: "We hope to make this 'the' hospital in the region...." W. Hudson Connery, CEO/President of Essent Healthcare.
I would say that this has been a learning experience on both sides....frank