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PubMed2000

Oncology business update.

This article explores a variety of environmental factors that influence the delivery of oncology care in both academic and community settings. These factors include fragmentation of the managed-care process, increased backlash to managed-care organizations, greater federal and state intervention, and new technologies, medicines, and procedures. The author also discusses continued consolidation of managed-care organizations, as well as how physicians and hospitals are being compensated for oncology services. Other topics explored include the progress of case rate and capitation as an alternative to fee-for-service medicine, the latest events in insurer coverage of clinical trials, and the progress of oncology disease management. In addition, the author discusses the interest of national payers in the management of oncology services and delivery mechanisms for highly specialized oncology services.

Health Maintenance Organizations↗
PubMed2004

Assessing patient category/dependence systems for determining the nurse/patient ratio in ICU and HDU: a review of approaches.

BACKGROUND: A huge range of patient classification systems/tools are used in critical care units to inform workforce planning, however, they are not always applied appropriately. Many of these systems/tools were not originally developed for the purposes of workforce planning and so their use in determining the nurse:patient ratio required in critical care settings raises a number of issues for the organisation and management of these services. AIM: The aim of this paper is to review the three main assessment systems that are commonly used in critical care settings in the UK and evaluate their effectiveness in accurately determining nurse : patient ratios. If the application of these systems/tools is to enhance care, a thorough understanding of their origins and purpose is necessary. If this is lacking, then decisions relating to workload planning, particularly when calculating nurse : patient ratios, may be flawed. CONCLUSIONS: Patient dependency/classification systems and patient dependency scoring systems for severity of illness are robust measures for predicting morbidity and mortality. However, they are not accurate if used to calculate nurse : patient ratios because they are not designed to measure nursing input. Nursing intensity measures provide a useful framework for calculating the cost of providing a nursing service in critical care and can serve as a measure of nursing input, albeit a fairly basic one. However, many components of the nursing role are not "accounted" for in these measures. IMPLICATIONS: The implications of these findings for the organization and management of critical care services are discussed. Careful consideration of these areas is vital if a cost efficient and cost-effective critical care service is to be delivered.

Activities of Daily Living↗
PubMed1998

Restructuring public mental health and substance abuse service systems.

The authors originally circulated the concepts in this proposal during May 1995. The purpose was to support an open, public dialogue regarding the restructuring of the mental health and substance abuse services in Illinois in anticipation of Medicaid funding changes. Restructuring mental health and substance abuse service systems should follow certain key principles. These principles are applicable to other states, particularly those large in territory and population. The authors propose the temporary use of multiple managed care companies serving as administrative services only (ASO) organizations, each of whom would have responsibility for a given geographic portion of a state. The role of the ASOs would be to organize providers into networks on a regional basis and transfer managed care expertise in financing and clinical management to the relevant state departments and provider groups. Changes in the service delivery system would be phased in over time with reorganization of key components of the system during each phase. Where the provision of mental health, substance abuse, and social services is split among multiple state agencies, these agencies would be merged to achieve unified funding and administrative efficiency. Patients and advocacy organizations would play a key role in overseeing and shaping system restructuring at all levels, including a governmental board reporting to the governor, overseeing ASO organizations' operations and assuring quality and access at the provider level. The authors propose funding of public behavioral health services through use of a tiered, integrated funding model.

Case Management↗
PubMed2001

Managed care's attempts to capture aesthetic surgery.

Managed care organizations recently have attempted to add aesthetic surgery to their line of available services. To better understand the challenges posed by these actions, all members of the American Society for Aesthetic Plastic Surgery were surveyed about managed care overtures to aesthetic plastic surgeons, their responses, and the likely responses of their patients. The goal was to examine both the supplier and consumer ends of the aesthetic surgery market to determine the likely effects of managed care's attempts to capture aesthetic surgery. A total of 632 plastic surgeons returned the surveys (response rate, 54.5 percent). Twenty-two percent reported being approached by managed care organizations about joining a panel of aesthetic surgeons. Approximately one-quarter of the plastic surgeons said they would participate in aesthetic surgery panels developed by managed care organizations. Characteristics significantly associated with willingness to participate were solo practice structure, a low percentage of practice revenues from aesthetic surgery, and a very competitive practice environment. Plastic surgeons believed that their colleagues would be even more willing to acquiesce to managed care aesthetic surgery; more than one-third said that 25 to 50 percent of their colleagues would join, and nearly one-third thought that more than half would participate. Plastic surgeons believed that many of their patients would also participate in managed care aesthetic surgery. Twenty-four percent thought that more than half of their patients would choose an aesthetic surgeon through their managed care organization if that organization developed a network for aesthetic surgery. This figure increased to almost 40 percent if the organization would deny coverage for complications resulting from nonpanel surgeons, and to 41 percent if the organization would offer price discounts. This survey shows that most plastic surgeons are against managed care aesthetic surgery. But it also shows that some plastic surgeons will participate, and that most plastic surgeons think many of their colleagues and patients will do likewise. This means that managed care organizations have the potential to make inroads in aesthetic surgery on both the supplier and consumer ends of the market. To prevent managed care from capturing aesthetic surgery, plastic surgeons must anticipate the likely business strategy of managed care. To this end, they must understand the steps involved in the creation of a new service business and offer organized countermeasures against each of them.

Attitude of Health Personnel↗
PubMed1995

Organization, management, and client effects on staff burnout.

Employee burnout is perceived to be a serious problem in human service organizations serving persons with severe mental illness. There has been considerable investigation of burnout and many of its possible causes, but little investigation of the role of client severity in relationship to burnout. Furthermore, theoretical models linking environmental context, organization structure, and management processes to burnout have seldom been proposed or examined. Building on our previous work, we employ a theoretical framework that conceptualizes environmental context, organization structure, management processes, client severity and staff characteristics as influencing work satisfaction and burnout. We examine this in a survey of 311 staff in 42 community mental health service organizations. Controlling for individual staff characteristics, results suggest that organization structure, culture, and management process are important to work environment and in turn to satisfaction and subsequently to burnout. Contrary to the literature, client severity was not associated with burnout nor to work dissatisfaction.

Burnout, Professional↗
PubMed2001

Values in the National Health Service: implications for nurse managers.

AIM: The values of an organization are key factors which influence the way it is managed. The purpose of this paper is to examine the values of the National Health Service and consider the implications they have for nurse managers. BACKGROUND: Three reports have been published recently which place values at the heart of the debate concerning the nature and purpose of the NHS. The development of these values is discussed and the clashes that arise between them are identified. CONCLUSION: It is argued that this situation presents an opportunity to strengthen the position of nurses in management and thus ensure health care management retains a patient focus.

Health Policy↗
PubMed1991

Cost control should extend to legal services.

While a healthcare organization may consider legal services to be outside its management scope, control of legal spending is within a hospital's grasp. Whether an organization is large or active enough to merit an internal legal staff, an administrative position should be established to centralize management of legal services. A hospital may choose to undertake a cost reduction audit, which can determine the feasibility of an internal legal staff and coordinate competitive proposals from outside law firms handling litigation.

Contract Services↗
PubMed2001

Effects of managed mental health care on service use in urban and rural Maine.

This study takes advantage of a "natural experiment" resulting from the reassignment of all Maine state employees to a managed behavioral health plan in December 1992. By comparing mental health claims before and after that date, the effects of a behavioral health carve-out on mental health utilization by rural and urban beneficiaries were investigated. Following the implementation of the carve-out, the penetration rate, defined as the proportion of beneficiaries who sought help for an affective disorder, increased significantly in both rural and urban areas (P < 0.001). However, the rural penetration rate remained significantly lower than the urban rate (before implementation, 25.8 vs. 52.2 users per 1,000 enrollees, P < 0.001; after implementation, 57.8 vs. 85.8 users per 1,000 enrollees, P < 0.001). Similarly, rural utilization rates, defined as the average number of outpatient mental health visits per user, were significantly lower than urban rates both before and after implementation of the carve-out (before, 9.2 us. 12.9 visits per user, P < 0.001; after, 9.8 vs. 13.3 visits per user, P < 0.001). Before-after differences were not significant. In addition, the proportion of mental health care provided in the primary care setting increased after implementation of the carve-out (from 9.5 percent of all visits before to 12.6 percent of all visits after, P < 0.001). The increase in penetration rates can be attributed, in part, to a member education initiative undertaken during the transition from fee-for-service to managed care. This type of carve-out arrangement does not threaten to reduce access to mental health services, provided the managed behavioral health organization (MBHO) managing the carve-out is willing to accept primary care practitioners as part of its provider network.

Female↗
PubMedDate not supplied

[Management of the new first aid service at enterprises and construction sites].

First aid at work organization and management represents a complex and critical aspect of the manifold problems of hygiene and security at work; nevertheless, even in relatively well organized productions, these themes are often neglected, if not completely ignored. In this work the authors analize the laws which regulate the correct first aid at work organization and management and an approach to the problem based on the preliminary risk assessment is suggested.

First Aid↗
PubMed2002

Managed behavioral health care: an instrument to characterize critical elements of public sector programs.

OBJECTIVE: To develop an instrument to characterize public sector managed behavioral health care arrangements to capture key differences between managed and "unmanaged" care and among managed care arrangements. STUDY DESIGN: The instrument was developed by a multi-institutional group of collaborators with participation of an expert panel. Included are six domains predicted to have an impact on access, service utilization, costs, and quality. The domains are: characteristics of the managed care plan, enrolled population, benefit design, payment and risk arrangements, composition of provider networks, and accountability. Data are collected at three levels: managed care organization, subcontractor, and network of service providers. DATA COLLECTION METHODS: Data are collected through contract abstraction and key informant interviews. A multilevel coding scheme is used to organize the data into a matrix along key domains, which is then reviewed and verified by the key informants. PRINCIPAL FINDINGS: This instrument can usefully differentiate between and among Medicaid fee-for-service programs and Medicaid managed care plans along key domains of interest. Beyond documenting basic features of the plans and providing contextual information, these data will support the refinement and testing of hypotheses about the impact of public sector managed care on access, quality, costs, and outcomes of care. CONCLUSIONS: If managed behavioral health care research is to advance beyond simple case study comparisons, a well-conceptualized set of instruments is necessary.

Behavioral Medicine↗
PubMed1990

Achieving competitive advantage through information management.

Healthcare organizations exist to deliver quality services at appropriate prices. The issue, of course, is how to define quality services and appropriate prices--or, in other words, how to compete. To ignore this question is to invite erosion of market share and deterioration of margins--the twin components of superior performance.

Catchment Area, Health↗
PubMed1993

Nursing leadership--myth or reality?

The recent profound changes in health care policy and the management and organization of the National Health Service have had a major impact upon nursing. Indeed, the development of the new management culture has challenged the organizational and management structure of nursing. This paper explores the role of nursing leadership in relation to the management of care delivery. The need for nursing leadership, its struggle for emergence and its effectiveness are discussed. The author concludes that for nursing to survive in the reformed health services strong leadership is essential. To achieve this the profession must move away from its traditional power base and refocus on clinical practice and the management of nursing rather than the management of nurses.

Forecasting↗
PubMed2003

Improving adolescent pregnancy outcomes and maternal health:a case study of comprehensive case managed services.

Our findings indicate how health outcomes regarding adolescent pregnancy and maternal and infant health care are intertwined with a case management process that fosters measures that are social in nature-the provision of direct services, as well as the encouragement of informal social supports systems. They also show how case managed services in a small, nongovernmental organization (NGO) with a strong commitment to its clients may provide the spontaneity and caring which results in a "match" between client needs and the delivery of services-and positive outcomes for pregnant women, early maternal health and infant health. The delivery of such case managed services in a manner which is intensive, comprehensive, flexible and integrated contributes significantly to such improved health outcomes.

Adolescent↗