Search PubMed⌕ Search
Home/Archive/PubMed

PubMed · 10123826

Collaborative efforts enhance program development. Interview by Donald E.L. Johnson.

A Weinstein
View original source ↗Export metadata ↓

Abstract

Alan Weinstein, a 26-year health care industry and hospital association veteran and president of Premier Hospitals Alliance Inc. since 1983, talks in his interview with HCSM's editor and publisher, Donald E.L. Johnson, about collaboration, managed competition, managed care and new and old Premier programs. In addition, he explains how the Westchester, Ill., alliance reviews its 70 programs and decides when to drop those that are not in great demand or have completed their life cycles. Premier is a cooperative owned by 50 major nonprofit teaching and research hospitals and systems located in 42 cities nationwide.

Explore related subjects

Interinstitutional RelationsManaged Care ProgramsMulti-Institutional SystemsOrganizational AffiliationProgram DevelopmentUnited StatesInterview

Keep this discovery

Explore connections, maps & timelines

BibTeXRIS

A Weinstein. 1993. Collaborative efforts enhance program development. Interview by Donald E.L. Johnson.. https://pubmed.ncbi.nlm.nih.gov/10123826/

Cite the original work for its findings. Save a collection to share your selection of sources.

KEEP EXPLORING

Related citations

PubMed2002

All systems go.

Explore the source record for details and available documents.

Interinstitutional Relations↗
PubMed2002

Effective interagency and interprofessional working: facilitators and barriers.

In the UK the provision of palliative care is not the sole responsibility of the National Health Service (NHS); there is an overlap with continuing care, which falls within the remit of local authority social services departments. In addition, hospice and palliative care services are often considerably dependent on charities. Interagency and interdisciplinary working are, therefore, central to the successful delivery of palliative care. A multiple (four case) case study design was used to explore the provisions of palliative and continuing care. The analysis identified the antecedents, structures and processes involved in the delivery of interprofessional working, along with the consequences of these in either a good model or one where problems were likely to prevail. Individual activities, roles and specific service configurations seemed far less significant than the overall culture, stability and long-term commitment to a service in a given area. Time is required for new service configurations to stabilize so that staff are able to overcome barriers and develop the necessary facilitators for quality care provision.

Interinstitutional Relations↗