Paradigm shifts provided by a new means of seeing: the educational value of three-dimensional ultrasonography.
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Public demand for healthcare cost reductions has not only risen to the top of the political agenda this fall, it has become strident. Legislators are under pressure to act quickly. Suddenly, electronic claims submission is being understood for its ability to lop billions off of the staggering cost of healthcare administration. Several initiatives are now in the works that are set to bring ECS into widespread use.
Technology should be viewed as an integrating rather than a divisive element in hospital planning. In the past, technology decision-making responsibility has often been diffused throughout hospitals, but providers are beginning to take a more considered and coherent approach. The process of making decisions about technology has four key elements: assessment, planning, acquisition, and management. The most important aspect of the assessment phase is the formation of a technology advisory committee to review and evaluate requests for new and emerging technology; review capital budget requests for new and replacement technology; and set mission-based and strategic priorities for new, emerging, and replacement technologies. Technology planning allows hospitals to set long-term goals for technology acquisition. The process involves an audit of existing technologies, evaluation of other hospitals' technologies, and review of technology trends. A well-defined technology plan will, in turn, facilitate the acquisition and management process, allowing hospitals greater flexibility in negotiating costs and budgeting for training, spare parts, service, upgrades, and support. By pooling resources with other providers in their region, hospitals can further enhance the effectiveness of their use and acquisition of technology. Collaboration allows providers to share the risks of technologically volatile and intensive services and avoid costly duplication of equipment and facilities.
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For nearly a century, federal lawmakers have debated the pros and cons of national health insurance. Despite surges of interest, a consensus for such action does not exist. With political camps divided a "hybrid" solution is needed. Such a plan would involve both the government and the private sector, featuring a single payer system, creation of a basic benefit package, voluntary incentives to purchase insurance that gradually move to a mandatory system, and a progressively financed public program to cover those who fall through the cracks. Presidential leadership will be necessary to gain action.
About one of every six Americans presently get their health care from a managed care organization. Choice, quality and cost containment can only be ensured through managed care, according to Philip M. Nudelman, president and chief executive officer of Group Health Cooperative of Puget Sound. Donald E.L. Johnson, publisher and editor of Health Care Strategic Management, discusses the various roles that hospitals and their administrations play in moving a health care organization into an integrated care organization during a period of state and federal health care reform.
Sketches a caregiving project designed to be patient-focused by educating and training a cadre of multi-skilled health care workers called Clinical Partners, Technical Partners, Service Partners, and Administrative Partners. Observes that this new paradigm expands the role of the chaplain and involves him or her in a variety of services necessary in the attempt to focus on patient needs.
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Home care agencies looking to compete in today's competitive market must learn to target their services to market niches and to keep their eyes on marketplace trends. This article examines the changes occurring in behavioral home care and how agencies can tailor their services to their communities.