Johnsson J
Hospitals. 1990 Jan 5;64(1):34-9.
This issue's cover story looks at a handful of hospital leaders who appear to be radically redefining their hospital's role, but who are really just returning to the basics of hospital management and the basic hospital mission of community service. These CEOs of innercity hospitals are taking a leadership role in community development programs, ranging from literacy to housing. They bring together community groups to solve problems, work to find funding for projects, and attract new business to the hospital's service area. They also provide community residents with a sense of hope and a sense of stability. But their actions have ramifications that extend beyond their communities. These leaders may also be providing other health care executives with an approach to strategic planning that will add new meaning to the term "community hospital" in the 1990s.
本期封面故事聚焦了几位医院领导者，他们看似在彻底重新定义医院的角色，但实际上只是回归到医院管理的基础以及社区服务这一基本的医院使命。这些市中心医院的首席执行官们在社区发展项目中发挥着领导作用，项目范围涵盖从扫盲到住房等各个领域。他们召集社区团体来解决问题，努力为项目筹集资金，并吸引新业务进入医院的服务区域。他们还为社区居民带来希望感和稳定感。但他们的行动所产生的影响超出了其所在社区的范围。这些领导者或许还为其他医疗保健高管提供了一种战略规划方法，这将为20世纪90年代的“社区医院”一词增添新的内涵。
