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Results for “Hospital Restructuring”

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At least 919 records · Page 51Linked to original sources
PubMed1999

Economic climate and cultural diversity: a merging picture.

This article explores the merging of a single nonprofit hospital with a nonprofit health care system of hospitals. It also provides the unique financial history of health care reimbursement in California that makes such merges imperative for the success of single hospitals. A unique patient-focused care model, shared governance, and the implications in the financial diversity of merging health care entities also are discussed.

California↗
PubMedDate not supplied

Paving the road to maximum productivity.

"Job security" is an oxymoron in today's environment of downsizing, mergers, and acquisitions. Workers find themselves living by new rules in the workplace that they may not understand. How do we cope? It is the leader's charge to take advantage of this chaos and create conditions under which his or her people can understand the need for change and come together with a shared purpose to effect that change. The clinical laboratory at Arkansas Children's Hospital has taken advantage of this chaos to down-size and to redesign how the work gets done to pave the road to maximum productivity. After initial hourly cutbacks, the workers accepted the cold, hard fact that they would never get their old world back. They set goals to proactively shape their new world through reorganizing, flexing staff with workload, creating a rapid response laboratory, exploiting information technology, and outsourcing. Today the laboratory is a lean, productive machine that accepts change as a way of life. We have learned to adapt, trust, and support each other as we have journeyed together over the rough roads. We are looking forward to paving a new fork in the road to the future.

Adaptation, Psychological↗
PubMed1999

Academic medical centers: a prescription for success in an era of managed care and capitation.

Academic medical centers (AMCs) have traditionally symbolized technological advancements and specialization in patient care. AMCs are defined as institutions that include at a minimum a hospital and associated clinics and a medical education role. Today, these institutions face a transition to managed care and radical changes in the financing of health care. These issues are not unique to the private sector health care industry. Military AMCs also must respond to many of the same changes. Their survival may rest on the ability to recognize that they can no longer ignore trends favoring lower costs, less specialization, and more primary care. This paper describes actions being taken at AMCs throughout the country to pursue innovative ways of providing accessible, high-quality, and affordable health care while maintaining quality training programs. Besides examining changes currently taking place within the academic medical industry, recommendations are offered for new initiatives.

Academic Medical Centers↗
PubMed1999

Special hospitals. Models of imperfection.

Forensic mental healthcare needs radical change. National standards should be established. An effective model needs to integrate special hospitals, secure units and community care.

Adult↗
PubMed1999

Special hospitals. About the size of it.

Special hospitals are facing their third major upheaval in a decade with their proposed assimilation into mental health trusts. Their size is likely to continue to decrease. But the need for them remains. Patients' needs would be best served by smaller hospitals offering more specialised care, closely integrated with other forensic services.

Forensic Psychiatry↗
PubMed1999

A supervisory level self-directed work team in health care.

Nationwide changes in health care delivery precipitated shifts in management within health care facilities. Connecticut experienced growth of 24 percent in managed care contracting between 1992 and 1994, a result of private sector initiatives set in motion by the proposed Clinton Administration health care plan. The shift from fixed rate to capitated payment structures was expected to have a negative impact on health care facilities and hospitals in particular. Further, it was anticipated that managed care would push services out of hospitals and into price-competitive, freestanding facilities. The response of Hospital for Special Care included development of a supervisory self-directed work team.

Connecticut↗
PubMedDate not supplied

Business strategies for hospital outreach programs.

External customers have a choice in the laboratory they use for testing. They will select the one that best meets their needs and expectations. This article identifies 15 key strategies aimed at creating and maintaining a successful outreach program: 1) marketing must be a "top-down" commitment; 2) assess your market; 3) deploy a focused sales team; 4) develop competitive pricing strategies; 5) seek out managed care affiliations; 6) provide timely and appropriate testing services; 7) become a low-cost provider; 8) deploy a sophisticated laboratory information system; 9) develop customer-friendly billing; 10) provide convenient courier services; 11) establish a strategic patient service center network; 12) make it easy to contact you; 13) develop user-friendly requisition forms; 14) let the market know you're there; 15) know where you are headed.

Clinical Laboratory Information Systems↗
PubMed1999

Increase coordination, effectiveness of CM.

Concerned about insurance denials and late discharges, administrators at Alamance Regional Medical Center in Burlington, NC, chose to merge two of its departments--patient and family services, and utilization review--to create a case management department. The thought was that by working as one department, staff could integrate work processes and capitalize on their existing resources. Regular staff meetings were held to solicit input from members of both departments on the merger. Communication among staff improved greatly after implementation of an informal daily report in which the team members discuss their activities and perspectives for each patient to ensure that their efforts are coordinated. Team members also participate in more formal discharge planning meetings held in each unit.

Case Management↗