The concepts of overlays applied to mental hospital administration.
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The use of intravenous nalbuphine in pre-hospital settings by paramedics has been demonstrated to be safe and effective. We assessed the effect of this additional intervention by comparing the time spent on-scene by ambulance crews treating patients with fractures of the tibia and fibula who received intravenous nalbuphine with those who had placement of an intravenous cannula alone and those who had neither cannula nor nalbuphine. The mean on-scene times were 17.1 min without cannulation, 29.9 min for cannulation without nalbuphine and 37.5 min for cannulation and administration of nalbuphine. The benefits of effective pre-hospital analgesia thus have a cost in terms of time. Continued audit of interventions and on-scene times is important to prevent inappropriate delays in pre-hospital care which may cause clinical and operational problems.
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This paper constitutes a presentation to health care managers on the clinical engineering role in the hospital. Guidelines are covered that were issued in 1976, by the Joint Commission for the Accreditation of Hospitals: the engineering problems, goals, and solutions addressed in the clinical engineering function; the education of the clinical engineer; and the alternative methods of delivering engineering support services to the hospital. The material included in this paper can form the basis for presentations intended to increase awareness of the role of clinical engineering, improve compliance with JCAH requirements, and to stimulate action to make effective use of engineering.
Comparison of costing and performances of individual departments or hospitals are required by the statute book of social affairs (Sozialgesetzbuch V; SGB V), but have not been fully introduced in Germany. LBK Hamburg, a trust of 8 hospitals with 17 surgical departments, evaluated the significance of performance and cost-accounting systems such as performance and cost-accounting (LKA), nursing staff regulation (PPR), and the diagnosis-related group system in order to distribute a three-year budget (1996-1998) and to compare, e.g., performance of surgical departments. The DRG system seems to be the best choice, since it weights all cases by means in 640 groups according to the degree of difficulty. With a given closed budget, the DRG system may compare the actual cost with the target figures.
In planning for the continued care of its large veteran population, the Veterans Administration is taking into account needs generated by trends such as a decreasing incidence of schizophrenia among veterans, an increasing use of outpatient services, and an increasing number of veterans suffering from alcoholism and substance abuse. The authors discuss the characteristics of the three types of VA medical centers that serve psychiatric patients: small general hospitals without a medical school affiliation; large general hospitals with a medical school affiliation; and large general hospitals with large psychiatric populations. One major goal of future planning is to institute psychiatric services at all of the 172 VA medical centers. Another goal is to ensure that each facility with a medical school affiliation will have a day hospital, a day treatment center, and a mental hygiene clinic.
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