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Partnering in health care materiel management circles is a concept that has been discussed for years. We, as materiel managers, have never accomplished effective partnering; but I propose that if we are to have a professional future, we should learn to establish effective partnership arrangements with our various customers--externally and internally.
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American hospitals are striving to improve both the quality of medical care and relationships with patients. Many have adopted TQM, an increasingly popular approach to improving the delivery of all services. A growing emphasis on making hospital facilities patient-friendly has resulted, for example, in women having birthing experiences that are far more pleasant they they were for those who gave birth in hospitals only a decade ago. Programs such as these are helping hospitals attract patients and stay competitive.
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This Resolution sets forth the Regulations on the organization and functions of the Peruvian National Maternal-Child Institute, created by Supreme Decree No. 022-87-SA. The following are among the functions of the Institute: 1) to propose a policy of maternal-perinatal care; 2) to encourage and realize basic, clinical, and operative research, developing technologies appropriate to the national maternal-perinatal health situation; 3) to disseminate to all levels scientific results in the maternal-perinatal area; 4) to coordinate and develop specialized training programs in maternal-perinatal health directed at health personnel and the community; 5) to contribute to the improvement and training of all personnel participating in activities aimed at gynecological, obstetrical, and perinatal care; 6) to intensify the training of specialists required for the care of women and childbirth; 7) to facilitate the decentralization of maternal-child care in order to achieve specialized care; 8) to propose rules and procedures for maternal-perinatal care; 9) to advise the High Directorate of the Ministry of Health with respect to maternal-child care; 10) to coordinate, support, and evaluate activities carried out by public and other institutions directed at maternal-perinatal health care; and 11) to increase and improve the quality of institutional care services for women of child-bearing age, pregnant women, child-birth, and the recently born, with the priority of developing care of greater sophistication. Further provisions of the Resolution set forth the organization, interinstitutional relations, and resources of the Institute, among other things.
On November 3, 1999, GIH convened a forum, co-sponsored with Grantmakers for Children, Youth and Families (GCYF), featuring grantmakers who have made major commitments to youth mentoring as a health promotion strategy as well as researchers and those operating programs in the field. Participants engaged in a lively and open exchange of ideas, experiences, and information about what grantmakers can do to support and improve such programs. This Issue Brief brings together keypoints from the day's discussion with factual information on youth mentoring and grantmaker activities drawn from a background paper prepared for Dialogue participants.
Health disparities continue to exist between communities of color and the poor and the health of the nation as a whole. Highly competent and culturally sensitive nurse researchers are needed to contribute to the elimination of disparities. There is however, an inadequate supply of nurse researchers of color and an insufficient number of students in the pipeline aspiring to careers as nurse researchers. The purpose of this article is to analyze a partnership model between nursing programs in a Historically Black Colleges/Universities (HBCU) with an evolving research presence and an Ivy League university with an research extensive environment. After four years of collaborating, minority undergraduate students have an increased interest in nursing research and the problems of health disparities, conduct original pilot studies, produce and deliver scholarly papers based on their pilots, publish in referred journals with their mentors, engage in networking with accomplished nurse researchers and leaders, and demonstrate increased enrollment and interest in graduate study. Faculties at both institutions exhibit enhanced competencies in the design and conduct of research related to eliminating disparities and in strengthening their respective research environments. The model demonstrates that the career trajectory of minority nursing students and the research capacity of faculty can be influenced through the deliberate application of elements of the model.
The Internal Medicine Services have a central role in the medical care in our hospital system both as to the volume of patients attended and their variety, reflecting of the preparation and multi-tasking ability of their professionals. The current norms for coverage of heads-of-service demands the presentation of a management project that must test our knowledge, skills and aptitudes for the clinical and medical management and in order to reflect them in a document of commitment with the management and with our fellows who are a part of the care unit. The person in charge of the service, as boss, agent or leader, is the one who must mark the strategic lines, to indicate the aims, to define the projects, to coordinate the tasks and to evaluate the results with other offers to obtain agreed-upon aims controlling the different points of view. Our professional and social commitment is: sharing clinical management with ethics, quality and welfare safety, to offer our patients (consumer or users) the best results (effectiveness), with useful measurements (efficacy) and with the minors drawbacks and costs (efficiency). The aim of this work is to offer the elements that are necessary for the accomplishment and introduction of a project of clinical management in a service of internal medicine, highlighting its methodology and the most important problems than can arise as well as the possible care alternatives.
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The movement toward total quality management (TQM) is not only overturning the old ways of doing things within hospitals, it's transforming working relationships with vendors as well. A number of institutions are trying innovative approaches to purchasing, including vendor certification programs.
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