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Results for “Interinstitutional Relations”

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At least 289 records · Page 16Linked to original sources
PubMed1993

Losing sight of the shore: how a future integrated American health care organization might look.

American health care, both nationally and locally, has entered a time of uncertainty, yet with the certainty of change. In this article, the authors take a fresh look at patient/community needs and propose a new level of integration of administration/management, clinical services, education, and public health in the health care organization of the future.

Community-Institutional Relations↗
PubMed2006

An academic-community cardiovascular service line affiliation: design, implementation, and performance.

Both affiliation with an academic medical center and implementation of service line management may be effective management strategies for community health care organizations. The authors describe the design, implementation, and performance of a unique combination of these two distinct strategies for cardiovascular program development in the affiliation of the University of Florida Health Science Center with Health First, a regional community-based integrated delivery system.

Academic Medical Centers↗
PubMedDate not supplied

Local public health system partnerships.

OBJECTIVES: Interorganizational collaboration aimed at community health improvement is an expectation of local public health systems. This study assessed the extent to which such collaboration occurred within one state (Wisconsin), described the characteristics of existing partnerships, and identified factors associated with partnership effectiveness. METHODS: In Stage 1, local health department (LHD) directors in Wisconsin were surveyed (93% response rate). In Stage 2, LHDs completed self-administered mailed surveys for each partnership identified in Stage 1 (85% response rate). Two-level hierarchical logit regression methods were used to model relationships between partnership and LHD variables and partnership outcomes. Data from 924 partnerships associated with 74 LHDs were included in the analysis. RESULTS: Partnerships most frequently addressed tobacco prevention and control, maternal and child health, emergency planning, community assessment and planning, and immunizations. Partnering was most frequent with other government agencies, hospitals, medical practices or clinics, community-based organizations, and schools. Partnership effectiveness was predicted by having a budget, having more partners contributing financially, having a broader array of organizations involved, and having been in existence for a longer period of time. A government mandate to start the partnership was inversely related to successful outcomes. Characteristics of LHDs did not predict partnership effectiveness. CONCLUSIONS: Financial support, having a broader array of partners, and allowing sufficient time for partnerships to succeed contribute to partnership effectiveness. Further study-using objective outcome measures-is needed to examine the effects of organizational and community characteristics on the effectiveness of local public health system partnerships.

Community Health Planning↗
PubMed2000

[The mission of the Director General of the Ministry of Health].

In France, the health and solidarity department of Employment and solidarity Ministry have just been re-organised. The Directory General of the department of Health is experiencing a complete revision of its functions and organisation. This article presents the public health context which has been taken into account for this new organisation and explains its main principles and strategic orientations. The new organisation chart is clarified. It is made up by two departments and seven under-directions. Up to now, control and administrative supervision were predominant among Health General Direction functions. They are now oriented to administrate missions prioritizing the function of health doctrines' elaboration, of programmation, animation and coordination. As the guarantor of sanitary security, the Health General Direction has also to impulse a new partnership which does not only include health professional, social and health organisation and the economic actors: citizen in general and service users in particular have to be included to promote health democracy.

Administrative Personnel↗
PubMedDate not supplied

Reunifying families, cutting costs: housing-child welfare partnerships for permanent supportive housing.

In the absence of an adequate supply of affordable, quality housing, child welfare agencies are placed in the unenviable position of separating families to protect children from the debilitating effects of homelessness. This article presents recommendations for costeffective housing-child welfare partnerships that will shift the burden of providing adequate housing back to housing agencies. These partnerships have the potential to move child welfare agencies closer to achieving permanence and well-being for all children.

Adult↗
PubMed1992

The Cambridge Hospital Latino Health Clinic: a model for interagency integration of health services for Latinos at the provider level.

Latinos who present for health services often suffer from a complex interaction of medical and mental health needs, requiring a multifaceted intervention. An essential element of this multilevel approach is cultural and linguistic sensitivity on the part of health providers. New, innovative models of health service organization are needed to address the unique needs of the Latino population. Some of the key characteristics these models need to focus on include interagency collaboration rather than competition for resources, interdisciplinary teams of primary-care providers that also involve other nonmedical professional members, centralized case coordination and decentralized service delivery, flexibility and adaptability to changing priorities, continuity of care for all patients, and mutual support among providers to minimize the effects of stress and burnout.

Community Health Centers↗
PubMed1994

The AHA's NOVA awards. Making collaboration work.

What do communities as diverse as Akron, OH, Colville, WA, Laconia, NH, Denver and Philadelphia have in common? They all have health care organizations involved in collaborative activities among providers and between providers and community groups. And for their achievements, those organizations are recipients of the AHA's NOVA Award.

Adolescent↗
PubMed1997

The future is no longer what it used to be. Managing health telematics projects.

Future used to mean global progress and convergence of science and technology and society. Today, we observe the decoupling of the two poles of knowledge formation and application (i.e. science and technology, and culture and society, respectively) and also fierce confrontation between them. The key issue to reconcile the two poles is to re-invent the link between them. The new future lies in the development of mental and technical capacities for change and the creation of new forms of solidarity. We propose, as a general attitude, to reactivate and develop the four principles of efficacy-effectiveness-efficiency, hospitality, responsibility and pertinence. Translated into driving forces for the development of health care telematic projects, they amount to the acceptance of and capacity for enterprise-wide solutions, hospitality and capacity to acquire outside knowledge, self-managed, multi-functional team work spirit, reengineering mentality to achieve pertinent technico-cultural solutions.

Attitude↗
PubMedDate not supplied

Collaborative community-based research and innovation.

This work describes the results and lessons learned from a community-academic partnership to research the effect of training on the capacity of rural home care aides to care for older persons with dementia. The research study increased the aides' knowledge of Alzheimer's and related disorders and, for one group, the aides' satisfaction. The authors used content analysis to identify barriers and facilitators of success of the research partnership. These factors are discussed and placed within a framework of innovation concepts.

Academic Medical Centers↗
PubMedDate not supplied

A community-campus partnership: influenza prevention campaign.

Service learning and community-campus partnerships foster the integration of educational goals and community need. The authors describe a school of nursing and a visiting nurse association partnership in which undergraduate and graduate students participated in an immunization campaign. Preparation, orientation, and evaluation of students based on special course objectives is presented.

Attitude of Health Personnel↗
PubMed1995

A conceptual model for community interagency collaboration.

Although interagency community collaboration has been suggested to increase programming and decrease costs, theoretical understanding for this in nursing is limited. A conceptual framework for community interagency collaboration is described that depicts collaboration as a function of environmental conditions, organizational situations, and task characteristics. Transactional patterns including intensity, formalization, interrelational patterns, and structured relationships are discussed as are outcomes pertaining to organizations, interorganizational relations, clients, and communities.

Community Health Nursing↗
PubMedDate not supplied

Supported employment: a three-way partnership.

This article outlines changes over the years in patients' vocational and industrial training at Whitby Psychiatric Hospital in Greater Metropolitan Toronto. The transition from traditional workshops to an integrated community-based vocational training program--supported employment--is discussed, as is the importance of partnership among the hospital, the client, and the employer for success in such a program.

Commerce↗