PubMed Health⌕ Search

SEARCH · PubMed Health

Results for “HOSPITAL ADMINISTRATION”

Explore indexed PubMed citations for clinical trials, systematic reviews and public health research. Read source abstracts and follow each citation to its original PubMed record.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 397 records · Page 22Linked to original sources
PubMed2006

Descriptive study comparing routine hospital administrative data with the Vascular Society of Great Britain and Ireland's National Vascular Database.

OBJECTIVE: To compare patient volume and outcomes in vascular surgery between an administrative data set (Hospital Episode Statistics) and a clinical database (National Vascular Database). DESIGN: Descriptive study. METHODS: Volume of cases determined by age, sex, year and procedure and in-hospital mortality by procedure for both datasets for patients undergoing either repair of abdominal aortic aneurysm, carotid endarterectomy or infrainguinal bypass over a three year period between 1st April 2001 and 31st March 2004. RESULTS: There were 32,242 admissions with a mention of the three selected vascular procedures within the administrative data set compared to 8462 within the clinical database. For NHS trusts common to both datasets, there were twice as many procedures (16,923) recorded within the administrative dataset compared to the clinical database. Patient characteristics were similar across both databases. Further analysis limiting the administrative data to records attributed to consultants known to contribute to the clinical database showed much closer agreement with only 11% more repairs of abdominal aortic aneurysm recorded within the administrative dataset compared to the National Vascular Database. CONCLUSIONS: There are significant differences in total numbers between HES and the NVD. If the National Vascular Database is to become a credible source of information on activity and outcomes for vascular surgery, there is a clear need to increase the number of contributing surgeons and to increase the completeness of data submitted. Further analysis at individual record level is needed to identify other reasons for discrepancies which could help to enhance data quality, both within Hospital Episode Statistics and within the National Vascular Database.

Adult↗
PubMed1994

Hospital administrators: the challenge of living in a glass house.

BACKGROUND: Public accountability is the watchword of the 1990s. A chief executive officer (CEO) has many "publics," internal and external, demanding accountability. Most have different agendas. Although much rhetoric is focused on quality, access and cost seem to be the real interests of most constituents. ISSUES: What tools help the CEO respond effectively in this environment? How useful will outcome measures be to the CEO in the current competitive environment? If outcome measures are not useful in gaining market share, do they have other value? What other means are available for the CEO to learn about the quality of care in their institution? In addition to quality, what other issues should be of primary concern? CONCLUSION: Quality care, as measured by outcomes and other means, is a necessary but not sufficient condition for success in the current environment. Market share is still largely determined on the basis of price. A basic commitment to quality is still paramount. The CEO also needs to focus on value, defined as quality/cost x efficacy (appropriateness) in dealing with constituent groups. Other components of success include developing a clear vision for the institution and finding appropriate partners. Public accountability presents a challenge and an opportunity for CEOs to demonstrate commitment to meeting the hospital's obligations.

Forecasting↗
PubMed1977

Denying the incredible: unexplained deaths in a Veterans Administration hospital.

During July and August 1975 a large number of patients at the Ann Arbor Veterans Administration Hospital experienced unexplained respiratory arrests, and there were six deaths. These were later shown to be due to the deliberate injection of pancuronium bromide, a muscle relaxant. A questionnaire survey of the reactions of the hospital patients and staff to the deaths revealed that the patients had more confidence in the hospital and their medical treatment than did the staff, and those patients who were theoretically most vulnerable used denial to cope with the unprecedented and frightening situation.

Attitude of Health Personnel↗
PubMed1995

Communicating pharmaceutical outcomes to hospital administration.

The contributions of a pharmaceutical outcomes approach to therapeutic decision-making and the budgetary process are explored. In the new health care climate, pharmacists can no longer look at a pharmaceutical product or service strictly on the basis of clinical outcomes but must consider the economic and humanistic outcomes as well. Today, pharmacists as effective outcomes managers must ask, Will the drug therapy work? What will be the overall cost? What effect will the treatment have on the patient's quality of life? Some newly developed agents, while they may have a high acquisition cost, can reduce suffering and bottom-line costs by avoiding unnecessary hospitalizations. There needs to be a movement from individual departmental budgets to shared budgets. Another approach to the budgetary system is cost shifting among the various patient care settings. Reimbursement strategies should be in place to ensure recovery of costs. Hospital decision-makers should have a comprehensive knowledge of institutional payer mix, pharmaceutical, formulary decisions, financial planning, and the availability of indigent care programs. Pharmaceutical outcomes must become an important factor in therapeutic decisions. Pharmacy directors must present a strategic financial plan to hospital administration that positions the pharmacy as a solution to cost issues.

Communication↗