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Results for “Community Health Plan”

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PubMed1982

Community health planning from an interorganizational perspective.

Planning agencies do not have control over health care resources in the community. Resources are concentrated in a number of provider organizations, associations, and government agencies, which have common goals as well as a diversity of individual objectives, and therefore enter into networks of relationships to accomplish their overlapping service missions. Interorganizational research shows that it is important to enhance the interdependence and benefits of cooperation between organizations and at the same time maintain the identity and distinctive qualities of each organization. Thus, in addition to the important role to provide information for decisions, planners have a role to manage the interdependencies and identities among organizations in the health system. Research shows that in situations where only methods, data, and analysis were emphasized by health planners, they had less impact on community decisions than in situations where planners also emphasized the development of the interorganizational system of decision-making. In a neutral position with respect to competing forces, planners can more effectively use their leverage from their information processing role and from their regulatory powers to facilitate the balancing of interorganizational interests and to enhance cooperative benefits to the community.

Community Health Services↗
PubMedDate not supplied

Putting philosophy to work. The health plan community demonstrates its commitment to putting patients first.

I'm in good health today, but if I get sick tomorrow, will I have to worry about getting the care I need? Will somebody try to dictate what my doctor and I can talk about? If I need to go to the emergency room, will the plan refuse to pay? What if I need an experimental procedure or treatment--will the plan cover it? And if I'm in the hospital, will I have to go home before I'm ready?

Humans↗
PubMed1976

Comparative analysis of community health planning: transition from CHPs to HSAs.

With the implementation of the National Health Planning and Resources Development Act, comprehensive health planning is moving into a new phase. In search of lessons to guide future planning efforts on the part of the Health Systems Agencies (HSAs) established by the act, this paper reviews organizational and operational characteristics of ten relatively "successful" local comprehensive health planning agencies. Several problems are delineated that HSAs will likely share with their predecessors and strategies for confronting these problems are suggested.

Community Participation↗
PubMed1982

Status and control in voluntary community health planning groups.

A field study was conducted to examine the relative control of provider and consumer members of HSA Project Review Committee. Three project review committees chosen at random during a single HSA review cycle were observed throughout the decision-making process using Interaction Process Analysis. Results indicated that there were no significant differences in control between the provider and consumer members when considered as subgroups of the review committees. Findings also confirm the critical role of the chairperson in the organization and function of the group. It can be concluded that the occupational prestige of provider or consumer members is not imported into the planning situation to a sufficient degree to allow either the provider or consumer subgroup to dominate the planning process. Innovations in health care planning such as long-term education in health planning, group processes, and related issues should be attempted to enhance the effectiveness of these groups.

Administrative Personnel↗