This article was informed by input received from key stakeholders in January and February 2001 in preparation for a CCN strategic planning retreat. A total of 19 individuals were interviewed and 69 surveys were analyzed. Interviewees and survey respondents commented on CCN's strengths, weaknesses, its priorities and threats to meeting these priorities. Many of these observations are also included in CCN's 10-year case study, Cardiac Care Network of Ontario: Ten Years 1990-2000.
Public-private partnerships present opportunities for healthcare providers to meet the dual challenges of shrinking public funding and increasing demand for care. Partnering with private sector organizations can provide new sources of capital, expertise and technology. Successful partnerships require specific skills and strategies. This article describes a pilot study that explored the literature and the experiences of participants in a small sample of interviews to compile a set of criteria for successful public-private healthcare partnerships.
Program management as a way to structure hospital management has been attracting growing interest. Numerous hospitals are introducing it. West Park Hospital was one of the first hospitals to adopt program management in 1991 and mount a rigorous evaluation of the new approach, one which relied on external evaluators. This article reviews the emergence of program management in the hospital sector and reports on the evaluation of West Park's experience.
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