Biomedical subjects

N Hagenow

Publications and source records attributed to N Hagenow.

3 recordsLinked to original sources

PubMed1995

Management restructuring: toward a leaner organization.

The drive to create integrated delivery networks has given even further momentum to management restructuring. Through centralization of decision making within networks, speed and flexibility are needed to make the difficult modifications required to achieve standardization and general overhead savings. Two hospitals, Carondelet St. Mary's and Carondelet St. Joseph's merged under a single administrative team and one Vice President of Patient Care Services. Outcomes of this restructuring were monetary savings, but also learning how to plan and carry out major management restructuring. The values, the process and the outcomes one year post implementation, and the keys to success in the management restructuring effort are the subjects of this article.

Cost Savings↗

PubMed1990

The true costs of nursing care. A simple approach provides more accurate accounting of nursing services.

Since the prospective payment system mandated that they define and control costs more efficiently, healthcare organizations have separated nursing care from fixed overhead and reevaluated cost-containment restraints. Nursing objectives and daily data collection help to assign patients to one of four classes, from routine to continuous care. Providers can use these four classifications to monitor nursing productivity and allocate labor, employing such set variables as hours per patient day, indirect care, constant time, productive and nonproductive time, and profit margin. The result of this system is variable billing that more accurately reflects the true cost of nursing care. This proposed system of more open cost accounting makes patients and families more knowledgeable consumers. Administrators reviewing such cost breakdowns can evaluate nursing and other departments more effectively and market specific services more competitively. The system shows that nursing can be a profit, not a cost, center, which increases nurses' commitment and satisfaction. Organizations should encourage nurse managers to incorporate business into their traditional role. Cost accounting within nursing makes identified costs more manageable and increases efficiency throughout the organization.

Accounting↗

PubMedDate not supplied

Patient-centered process of work redesign. Arizona hospital reengineers with no outside help.

A few years ago, Carondelet St. Joseph's Hospital in Tucson, AZ, realized that care delivery reflected a mechanistic, boundary-filled system rather than a process centered around patient care. To change this, St. Joseph's planned a work redesign process that a multidisciplinary team (under the guidance of nursing leadership) implemented and evaluated. The Steering Committee for Patient Centered Care (an interdisciplinary group) established five teams to plan and implement the redesign effort. The teams were responsible for quantification, quality, public relations and communication, education and human resources, and the pilot project. Four key factors helped get the redesign effort up and running: Support from the top. The involvement of all key disciplines. The timely movement from envisioning to implementation. Communication of tangible measurements of the change process. Patient-centered care continues to be refined and improved at St. Joseph's.

Arizona↗