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Results for “Partnership Practice”

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PubMed1979

Nontraditional education for surgeons.

Some of these programs would not work in every rural (or urban) practice. A partnership practice helps considerably. The ability to step into a medical center position with patient acceptance has been important. We feel that many similar opportunities exist--we have more planned--for other surgeons, and should be utilized. Both our geographic isolation and our small medical community have given us a sense of need for continuing education that is perhaps more acute than that of the urban-based private practicing surgeon. However, one has only to look about at most university surgical grand rounds and to note the paucity of surgeons practicing in those urban communities to realize that the feeling of isolation of the rural surgeon may be a very positive and beneficial force in his continuing education.

Colorado↗
PubMedDate not supplied

Physician partners.

One plan's innovative approach to networks allows independent physicians to form their own practice partnerships--paying off in satisfaction and quality care.

Connecticut↗
PubMedDate not supplied

Professional partnerships in primary care practice.

Professional partnerships in pediatric primary care produce opportunities for blending nursing and medical roles to offer optimal health care to children and families. During the Sixth Annual Pediatric Nursing Conference, held October 4-7, 1990 in San Francisco, issues of role delineation, reimbursement or salary schedules, prescriptive authority, on-call status, malpractice coverage, and hospital privileges were discussed among a distinguished panel of PNPs and physicians.

Humans↗
PubMed1992

M-I-D-D-L-E-G-R-O-U-N-D: Part II. Developing partnerships in practice.

This article describes the process for creating partnerships in nursing. It is Part II of the development of M-I-D-D-L-E-G-R-O-U-N-D, a model for the integration of nursing education and nursing service. Collaboration and community building are the activities that occur as nurses who are "Futuremakers" create the new partnership paradigm. Seven capacities (7 Cs) needed to develop these dynamic partnerships are defined. These capacities can advance caring and healing in nursing.

Communication↗
PubMed2003

Partnership in practice.

Modern health care has increasingly focused on prescriptive, outcomes-oriented, and cost-effective practices concomitantly obscuring the humanness of the health experience. A reconsideration of partnership between nurse and client as the core of the discipline might call nurses back to what is essential to nursing: a caring relationship centered on that which is meaningful as health. This article points to the significance of the relational nature of partnership, differentiating its features and form from the prevalent understanding associated with prescriptive interventions to achieve predetermined goals and outcomes. The meaning of partnership is presented as nursing practice as it unfolds: a process of nurse and client relationship through which the caring presence of the nurse becomes integral to the health experience of the client as the potential for action. Exemplars provide illustration of this emerging view in practice and research. The article is intended to contribute to the expanding dialogue on nursing practice, inviting discussion of the relevance of partnership in different health systems.

Adult↗
PubMed1978

Surgeons in the United States. Practice characteristics.

Data on practice characteristics were obtained as part of a national questionnaire study of surgeons in the United States. These included location and organization of surgeons' practices, use of nonphysician personnel, provision of ambulatory care, other professional activities, and variables associated with work load volume. A multivariate analysis was done to examine the relation between operative work loads and various practice characteristics. The variables associated with larger operative work loads were group or partnership practice, principal office not in a hospital, more nonphysician assistants in direct contact with patients, more hospitals in which operations were regularly done, and smaller proportions of nonsurgical patients. Group or partnership practice and nonsurgical practice were found to be most strongly related to operative work load.

Ambulatory Care↗
PubMedDate not supplied

Sharing in practice: new partnerships for health.

A vital part of health care, sharing in practice is not a vision for the future but the reality of today. Below, the meaning and implications of sharing in practice not just for nursing but for health care.

Asia, Southeastern↗
PubMed2003

Team structure, team climate and the quality of care in primary care: an observational study.

OBJECTIVES: To determine whether practice structure (for example, list size, number of staff) predicts team processes and whether practice structure and team process in turn predict team outcomes DESIGN: Observational study using postal questionnaires and medical note audit. Team process was assessed through a measure of "climate" which examines shared perceptions of organisational policies, practices, and procedures. SETTING: Primary care. SUBJECTS: Members of the primary health care team from 42 practices. MAIN OUTCOME MEASURES: Objective measures of quality of chronic disease management, patients' evaluations of practices, teams' self-reported ratings of effectiveness, and innovation. RESULTS: Team climate was better in singlehanded practices than in partnerships. Practices with longer booking intervals provided superior chronic disease management. Higher team climate scores were associated with superior clinical care in diabetes, more positive patient evaluations of practice and self-reported innovation and effectiveness. CONCLUSIONS: Although the conclusions are preliminary because of the limited sample size, the study suggests that there are important relationships between team structure, process, and outcome that may be of relevance to quality improvement initiatives in primary care. Possible causal mechanisms that might underlie these associations remain to be determined.

Angina Pectoris↗
PubMed1990

Variety and views in general practice.

Ninety general practitioners described their practices and gave their views on their work. The differences between urban and rural general practices were found to be greater than those between single practices, partnerships and group practices. Rural doctors were on call more frequently (50% being on call more than 11 nights per month and 54% at least every third weekend), had lower adult fees, were more likely to have hospital appointments (54%) and expressed more concern about their independence than urban doctors. Most of the general practitioners (94.5%) said that their surgeries usually ran over time (44% up to an hour, 5.5% longer), longer consultations and extra patients being seen as the prime causes. The general practitioners particularly enjoyed their involvement with people and the variety in their work (34% and 22% of comments respectively), but felt overworked and found difficulties with particular people (33% and 20% of comments respectively). In their general comments the general practitioners wanted to see an improved image for family doctors (23%) and more support for doctors (17%). Fifteen percent of the comments affirmed the quality of general practice.

Attitude of Health Personnel↗
PubMed2003

Putting partnership into practice: participatory wellbeing assessment on a south London housing estate.

PURPOSE: Bridging the gap between professionals and communities and establishing new forms of partnership is essential if service provision is to be made more responsive and accountable. This article describes an innovative approach to creating the basis for partnerships to address community wellbeing on an estate in south London. METHODS: Drawing on participatory appraisal and action planning methods, and drawing together residents and professionals within and beyond the health service, a participatory wellbeing assessment exercise was carried out on a housing estate with a population of around 6,000 people, involving just under 10% of residents. RESULTS: The participatory wellbeing assessment exercise served as a means of seeking to bridge different perceptions, priorities and perspectives on wellbeing and forge new relationships, alliances and partnerships for change. Creating this vehicle for change also created opportunities for local people to participate in community wellbeing issues. This, in turn, strengthened connections between health policy, provision and grassroots community health development, broadening opportunities for service responsiveness and citizen involvement. CONCLUSION: Broadening involvement in assessing and determining priorities for improving wellbeing can serve to do more than enable citizens to engage more directly in making and shaping the policies that affect their lives. It can also serve as a way of establishing new kinds of partnerships across and within the statutory and non-statutory services, opening up space for new, more 'joined up' forms of work that help to bridge the gap between citizens and services.

Community Health Planning↗