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Work redesign and implementation: staff perspectives.

This article discusses how the process used to move an organization through redesign has changed drastically by involving all levels of clinical staff. We describe one hospital's recent redesign experience, explore nursing involvement throughout the process, and document lessons learned from staff in many institutions who have participated in redesign at their hospital. This article discusses why hospitals are willing to go through this massive change process, the process steps and data required to reach redesign goals, and the need to measure success and articulate postimplementation measurements. Most important, the theme of the article relies on advice from nurses who have participated in redesign at their hospital.

Decision Trees↗
PubMed1984

Vertical integration: the wave of the future?

In today's environment, health care facilities need to expend more resources in developing comprehensive and coordinated health care systems that provide, preferably on one site, ambulatory and acute care, long-term care, mental health, physical medicine and rehabilitation, home health, wellness centers, and an integrated prepayment plan as a joint venture with the institution's medical staff. The wave of the future (the next several years) will be toward vertical diversification because of increased price competition for a broad range of services, an industry with a surplus of acute care beds, and an interest by existing multihospital systems in improving their present positions by diversification rather than growth for growth's sake.

Hospital Administration↗
PubMed1984

MeSH--a unique partnership. An interview with Eugene E. Loubier, President, Franklin Medical Center, Greenfield, Massachusetts.

HCSM's interview this month is with Eugene E. Loubier, FACHA, President of Franklin Medical Center, Greenfield, Massachusetts. This 162-bed facility is the first to start formally a MeSH plan, a unique medical staff/hospital joint venture or partnership. Through MeSH, the hospital and its medical staff have created a new corporation, equally owned by the hospital and the medical staff members participating in the MeSH. This corporation is responsible for areas where the economic interests of the physicians and the hospitals overlap. Instead of each party independently pursuing economic opportunities that might impact the other party, the MeSH can, as a whole, undertake the venture.

Hospital Administration↗
PubMed1984

A creative combination: why commercial and hospital laboratories should unite.

The trend for existing hospital laboratories to combine with their commercial counterparts is a prudent one, the author says. He recommends that hospitals continue to perform routine testing, but send the sophisticated, high-technology tests to a commercial laboratory. His advice: Several hospitals should join to own and operate the central facility in combination with a reference laboratory. He concludes with practical suggestions, guided by experience, to make this model work.

Commerce↗
PubMed1989

Consumers hungry for hospital fasting programs.

Supplemental fasting programs are one of the best outpatient money makers available to hospitals today. Opportunities are plentiful for hospitals that offer well-rounded programs. Now is the time for hospital to look at the program options available and decide which best meets their needs.

Consumer Behavior↗