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PubMed2003

[Working tools for hospital planning: application to the hospital of Lagny sur Marne].

The volume of use of beds and other goods and services provided by a hospital is evidently determined by the population of the hospital area, their morbidity, the competition from other hospitals inside and outside the area and so on. When building or renovating an hospital the decision maker needs to know the present situation and, more importantly, what will happen in the future. In general, relevant information on the present situation is lacking. However, the PMSI system, established in 1985 is now operational and provides sufficient basic information on the users and their needs. The article proposes several models for predicting future trends and assessing approximatively what will be seemingly required from the hospital in 20 or 30 years from now.

Adolescent↗
PubMed2002

Issues in the governance of Canadian hospitals, Part II: Hospital planning.

A hospital's board is directly accountable to the corporation of the hospital. Together they are accountable to the patients and communities served by the hospital, to the provincial government that funds the hospital on behalf of these patients and communities, and to the staff of the hospital. Thus, the board of trustees has a critical role in defining the purposes, principles and objectives of hospitals.

Canada↗
PubMedDate not supplied

A decision support system for bed-occupancy management and planning hospitals.

The planning of services within a hospital is a complex task which relies on the availability of accurate data. Such data on patterns of bed occupancy enable us to develop tools which assess performance measures based on activity within a hospital and its beds, and hence they improve the efficiency of bed management and they facilitate the more effective use of resources. We report the development of a bed-occupancy-modelling package that uses a mathematical model to separate the pattern of bed occupancy in hospitals into acute, rehabilitative, and long-stay components. The bed-occupancy management and planning system analyses data downloaded from the patient administrative system. A query-by-example function is then used to separate the data into meaningful subgroups, such as age groups, or the various specialties. The underlying model is a mixed exponential where the number of terms in the mixture corresponds to the number of stages in the hospital spell, typically, acute, rehabilitative, and long stay. The software has been used to analyse data from a number of different specialties and services. A 'what-if' capability [correction of capacility] allows the planner to assess the effect of changes prior to their introduction.

Bed Occupancy↗
PubMed1991

Sharing governmental authority: Blue Cross and hospital planning in New York City.

Hospital planning in New York has been since the 1930s an intensely political process with high stakes. The leaders of Blue Cross and their allies used the hospital planning process in the city and the state as a means to extend and protect corporate authority in what they took to be the public interest. When Blue Cross was established in the 1930s, its leaders used the mechanisms of formal planning as part of their solution to pressing problems in the organization and distribution of hospital services. In the decade after World War II, Blue Cross had an immense impact on hospital planning in New York as a result of its growth and its underwriting policies. Conflicts between Blue Cross and state regulators beginning in the 1950s led to a new formulation of the politics of planning. Blue Cross became a partner with the state in regulating hospitals. The state and Blue Cross behaved as co-regulators until the 1980s. The interpretation in this paper revises the earlier accounts of health politics in New York by Law (1976) and Alford (1975).

Blue Cross Blue Shield Insurance Plans↗
PubMed1982

A reasoned approach to hospital planning in an uncertain world.

The historical approach to planning community hospitals fails to recognize the substantial impact of finance on program decisions. A fundamentally different approach, an approach that involves the chief financial officer in the planning effort, is proposed here. By integrating financial planning within the overall planning effort, a hospital can develop a truly strategic plan based on the best information from everyone on the hospital management team.

Financial Management↗