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At least 775 records · Page 43Linked to original sources
PubMed2001

Six steps to compliance for small practices.

Developing a compliance plan for a small physician practice can be easier than you'd think. The author offers six things HIM professionals can do to ensure a practice's compliance.

Documentation↗
PubMed2002

Survival from colorectal cancer in Victoria: 10-year follow up of the 1987 management survey.

BACKGROUND: In 1987, the Victorian Cancer Registry identified a population-based sample of patients who underwent surgery for colorectal cancer for an audit of management following resection. Over 10 years have passed since this survey, and data on the survival of these patients (incorporating various prognostic indicators collected at the time of the survey) are now discussed in the present report. METHODS: Relative survival analysis was conducted for each prognostic indicator separately and then combined in a multivariate model. RESULTS: Relative survival at 5 years for patients undergoing curative resections was 76% compared with 7% for those whose treatment was considered palliative. Survival at 10 years was little changed (73% and 7% respectively). Survival did not differ significantly by sex or age irrespective of treatment intention. In the curative group, only stage was a significant predictor of survival. Multivariate analysis was performed only for the curative group. Adjusting for all variables simultaneously,stage was the only -significant predictor of survival. Patients with Dukes' stage C disease were at a significantly greater risk (OR 5.5 (1.7-17.6)) than those with Dukes' A. Neither tumour site, sex, age, surgeon activity level nor adjuvant therapies made a significant contribution to the model.

Adult↗
PubMed1995

Tackling hospital costs and delays.

Continually improving processes rather than undertaking projects with temporary problem-solving methods achieves total-quality-control services. Nine delay categories used in a 4-year audit determined reasons for service delivery delays on two cardiology units. As a result, patient length of stay and resource consumption decreased and quality of patient care was enhanced.

Cardiology Service, Hospital↗
PubMed2001

The role of performance referents in health services organizations.

Health care executives rely on a variety of information sources to evaluate organizational performance. This is because outcomes take on meaning only when compared to referents, or standards of comparison. Although performance referents are widely acknowledged to be important, consideration of their relevance to health services management has been minimal. To address this need, we draw on organizational theories and observations from health services organizations to describe the use of performance referents and to provide insights about the possible effects of performance referent selection on strategic choices and performance.

Benchmarking↗
PubMed1999

Reengineering outcomes management: an integrated approach to managing data, systems, and processes.

The integration of outcomes management into organizational reengineering projects is often overlooked or marginalized in proportion to the entire project. Incorporation of an integrated outcomes management program strengthens the overall quality of reengineering projects and enhances their sustainability. This article presents a case study in which data, systems, and processes were reengineered to form an effective Outcomes Management program as a component of the organization's overall project. The authors describe eight steps to develop and monitor an integrated outcomes management program. An example of an integrated report format is included.

Attitude of Health Personnel↗
PubMed2003

Efficiency and productivity change in the English National Health Service: can data envelopment analysis provide a robust and useful measure?

OBJECTIVE: Several tools are available to health care organisations in England to measure efficiency, but these are widely reported to be unpopular and unusable. Moreover, they do not have a sound conceptual basis. This paper describes the development and evaluation of a user-friendly tool that organisations can use to measure their efficiency, based on the technique of data envelopment analysis (DEA), which has a firm basis in economic theory. METHODS: Routine data from 57 providers and 14 purchasing organisations in one region of the English National Health Service (NHS) for 1994-1996 were used to create information on efficiency based on DEA. This was presented to them using guides that explained the information and how it was to be used. They were surveyed to elicit their views on current measures of efficiency and on the potential use of the DEA-based information. RESULTS: The DEA measure demonstrated considerable scope for improvements in health service efficiency. There was a very small improvement over time with larger changes in some hospitals than others. Overall, 80% of those surveyed gave high scores for the potential usefulness of the DEA-based measures compared with 9-45% for existing methods. The quality of presentation of the information was also consistently high. CONCLUSIONS: There is dissatisfaction with efficiency information currently available to the NHS. DEA produces potentially useful information, which is easy to use and can be easily explained to and understood by potential users. The next step would be the implementation, on a developmental basis, of a routine DEA-based information system.

Data Interpretation, Statistical↗
PubMed2001

Quality, CQI, and reengineering in health services organizations.

Quality in health care is defined with a focus on satisfying customer needs. The contemporary management philosophies of continuous quality improvement (CQI) and reengineering are defined; attributes and applications of each are described. Criticism of reengineering appearing in the literature is presented. It is likely that CQI will remain a predominate management philosophy in health services, while reengineering may not endure in its form of radical change.

Ergonomics↗
PubMed2006

Marketing the dental practice: eight steps toward success.

BACKGROUND: The authors provide a suggested framework for completing a comprehensive evaluation of practice processes and routines. Their approach focuses on improving the professional image of dentists and the methods they use to market themselves. CONCLUSIONS: A practice can benefit by implementing a program to understand the strengths and weaknesses of the practice and how these strengths and weaknesses affect patients' experiences. A word-of-mouth marketing campaign relies on the cultivation of opinion leaders, but opinion leaders cannot be cultivated until they have been identified. Dental practice marketing campaigns cannot be based on assumptions; they must be based on facts. Practice Implications. Improving relationships with patients will lead to increased patient retention, reduced marketing costs and greater personal satisfaction. By focusing on strengths, clinicians will improve patients' experiences in the dental office.

Community Networks↗
PubMed1992

The changing face of rural Catholic hospitals.

Socioeconomic trends and developments within the U.S. healthcare system have challenged rural hospitals' ability to maintain adequate operating margins and offer needed services. However, some hospitals have fared better in this negative environment than have others. To clarify factors that distinguish the most viable rural Catholic hospitals from the least viable, our study identified a group of 30 "consistently sound" hospitals and 30 "adversely affected" hospitals based on profit margins and six other financial measures. As a group, rural hospitals suffered from declining inpatient utilization, increasing levels of indigency, and adverse reimbursement. However, the consistently sound hospitals' margins increased to 11 percent form 1985 to 1989, whereas margins at adversely affected hospitals fell nearly 8 percentage points during the same period. Adversely affected hospitals were less likely to belong to a system and had significantly fewer average staffed beds than did the consistently sound facilities. Their communities had significantly lower per capita income, and they devoted a greater percentage of their resources to care for the poor. Adversely affected hospitals also reduced the scope of available services more drastically than did consistently sound hospitals during the period under study.

Catholicism↗
PubMed1993

Continuous quality improvement in home care: do it right the first time.

Continuous quality improvement is a movement from the standard definitions of quality, which looked back at work already done, to a method of prevention. This involves defining and meeting customer needs, leading to exemplary service. But this increase in competitive ability has to start from cooperation within the agency--cooperation for prevention.

Consumer Behavior↗
PubMed1993

Southern California Edison's performance standards: an employer's key to quality care delivery.

One of the most significant lessons learned from this process is that setting objectives with performance standards is the key to continuous quality improvement. The critical differences between health administration and health management are threefold: (1) performance standards are developed with clarity, (2) care delivery is monitored and measured against these standards, and (3) improvements are made based on information from these measurements.

California↗
PubMed1994

A customized quality management implementation strategy.

Austria's hospitals are not yet convinced total quality management (TQM) is a general cure for their problems. Neither competitive forces and cost consciousness nor regulations are pushing hospitals toward application of TQM methods. The Steiermärkische Krankenanstaltengesellschaft, a multihospital corporation, used a bottom-up approach to implementation of TQM as a way of dealing with the lack of a strong quality assurance tradition.

Austria↗