From Friday, April 7, 12:00PM Eastern Time through Monday, April 10, 8:30AM Eastern Time, The Jackson Organization will be moving to its new headquarters. This will minimally impact your contact with us in the following areas:

Website: The website will be temporarily unavailable for clients to submit patient lists or for employees and/or physicians to complete online surveys. For anyone that goes to www.tjoonline.com during this offline period, they will land on a page that states the “Website is Unavailable” or “Page not Found”.

Email: Any emails sent during this time will come back to you as “Undeliverable.” Please save any email communications that need to be sent to The Jackson Organization as a draft and submit them on Monday, April 10.

Phones: If you attempt to call us during this time, the phone will ring but will not be picked up nor will it go into a recording.

Please contact your Project Manager if you need further details. Full service may return as early as Saturday, but we guarantee to be completely operational by start of business on Monday, April 10. We apologize for any inconvenience.

Our new contact information:

7710 Montpelier Road
Laurel, MD 20723
Our toll-free number remains the same: 800-473-1771

We will have new phone and fax numbers, but our current numbers will work as well. Our new numbers will be live on April 10 and we will notify everyone of these new numbers when they go live.

There are hospitals that consistently perform at the top, receive awards, and hold a significant market share in their primary service area. Now, in the latest webinar in The Jackson Organization’s Knowledge Network series, you’ll have the opportunity to discover what these hospitals are doing to consistently remain a top performer. The analysts at The Jackson Organization have examined the hospitals in the top 25% of our database and uncovered their Best Management Practices – practices that you can implement in your hospital! Presented by Senior Consultant, Bonnie Lowry and Executive Vice President, Tom Hutchinson, you’ll also see why focusing on these practices can have an incredible impact on the financial performance of your hospital.

Date: April 12, 2006
Time: 2:00-3:00 ET
Forum: Online webinar
Cost: $99 per facility – the number of participants is unlimited -- special discount available to clients. Call for details.

Orange Regional Medical Center, Goshen and Middletown, New York

Now, to say that Orange Regional Medical Center has a great recognition program would almost be considered a spectacular understatement. After all, for the question “My manager does a good job of recognizing employee contributions,” Orange Regional Medical Center improved by a staggering 10.7% in less than two years, and they experienced a wide range of improvements that exceeded 9% gains! How? They accomplished this by setting clear expectations throughout the organization, developing aggressive goals, and further enhancing their comprehensive (and highly unique) recognition program.

The Jackson Organization has discovered through research with close to a million hospital patients that satisfaction can differ greatly by insurance type and visit. It is clear that patients differentiate their level of satisfaction based on many factors. However, in many cases the most dramatic of these is in the areas relating to insurance coverage and the type of treatment the patient is receiving.

It is quite possible for this to occur from time-to-time, as well as the opposite; a high rating for overall satisfaction and relatively low scores for most other items, such as measures for nursing care, service waits, communication with staff, etc. The Jackson Organization asks overall patient satisfaction as a separate question. It is not simply a roll-up of all other survey items.

For the complete answer and detailed explanation, click on the Full Article link below.

By Wendy Leebov, Hospitals & Health Networks

Most health care administrators operate within an intricate web of relationships with trustees, physicians, employees, payers, patients, community, vendors, other health care organizations and many more. As complex and tangled as this web can be, there is no doubt that relationships with physicians are central.

Your organization's position as provider of choice depends on these relationships. Also, the dynamics between your medical staff and your employees have a powerful effect on your organization's ability to be an employer of choice--to retain the talented staff who interact with physicians daily. Strained relationships with physicians fuel discontent and cause disillusioned administrators and front-line staff to jump ship in search of a less stressful environment.