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PubMed1996

Reengineering a health care facility. Turning an organization on its head.

How can you foster change in your organization? Accomplishing major organizational change is difficult and extremely risky. However, change is necessary if health facilities are to survive in a competitive managed care world. Thrust into this environment, military health facilities are finding they must improve access and quality, while reducing costs. Keller Army Community Hospital at West Point was reengineered to meet this challenge. The results? A nontraditional hospital structure and management philosophy. Pipeline hierarchical chains of command and traditional professional boundaries have been modified. The strategy and transition process, as well as the obstacles to change, are explored in this article. Three years into a multi-year process, expected obstacles to change have been experienced, and success is predicted.

Hierarchy, Social↗
PubMedDate not supplied

A journey into program management: clinical perspectives.

Facing restraint and reform agendas, our healthcare system is undergoing profound changes. This article outlines key clinical issues encountered in the journey from a management-by-functional-departments approach to a program management approach. The author relates his experience as a program director in the traditional system, through a transition year, and then "going live" with program management as the clinical director of a new grouping of services.

Cost-Benefit Analysis↗
PubMedDate not supplied

Winning performance improvement strategies--linking documentation and accounts receivable.

When the HIM department at The University of Texas Medical Branch set out to improve documentation and accounts receivable management, it established a plan that encompassed a broad spectrum of data management process changes. The department examined and acknowledged the deficiencies in data management processes and used performance improvement tools to achieve successful results.

Accounts Payable and Receivable↗
PubMed1996

The role of human resources in supporting reengineering.

To ensure the successful reengineering of a large, complex, unionized, urban teaching hospital, communication, education, and employee participation are key aspects. Human Resources-designed training supports the transition in concert with reengineering management, organizational development, labor relations, and external consultants. Education improves patient care and raises employee self-esteem as new teams focus together on excellence.

Hospital Restructuring↗
PubMed1996

Hospital staff cuts may be slowing.

It hardly seems possible, but the era of wholesale shedding of hospital labor could be drawing to a close, or at least a hiatus, according to a Deloitte & Touche/Modern Healthcare survey. But the good word seems to elude hospital employees, whose morale is still curving downward to record lows.

Data Collection↗
PubMed1996

Strategic resource management.

No one in healthcare can challenge the fact that expense reduction is and will continue to be one of the primary concerns of the industry. Everyone also knows that these cost pressures are merely beginning. All indications point to a future environment of intense competition, managed care based on cost-per-covered-life reimbursement, reduced reimbursement from Medicare and Medicaid, and further reconfiguration of the industry to shift patients from in- to out-patient settings. When we focus on the future, the $64,000 question is: "What is the healthcare industry doing to control non-labor expenses, and who is responsible for this ambitious undertaking within each hospital or network?" With nearly 30% of every hospital dollar consumed by non-labor expenses, are current efforts adequate to meet future demands? This article focuses on a strategic plan for reducing non-labor expenses.

Contract Services↗