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Results for “Hospital Restructuring”

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At least 55 records · Page 3Linked to original sources
PubMed1991

Establishing a pharmacy department for a large pediatric hospital: managerial problems, opportunities, and lessons.

The process of planning and establishing a pharmacy department in a pediatric hospital is described, and lessons learned from the experience are summarized. Since its founding in 1954, Texas Children's Hospital (TCH) had shared pharmacy services with St. Luke's Episcopal Hospital. The decision to terminate the shared-services agreement in the mid-1980s made it necessary for TCH to establish an independent pharmacy department. A director of pharmacy was hired in March 1988, and November 30 of that year was set as the target for implementation of the TCH pharmacy. It was decided that six services--a decentralized unit dose distribution system, an i.v. admixture service, delivery services, ambulatory-care services, a formulatory system, and a drug information service--would be offered initially. Decisions concerning department organizational structure and staffing, space allocations, and a computer system were made. A multidisciplinary advisory committee was appointed; one of its responsibilities was to oversee inservice staff training. The pharmacy areas were to be opened on a staggered basis, beginning with the hematology-oncology clinic pharmacy. A number of problems arose immediately following the opening of the central pharmacy, including inaccurate computer profiles, lower-than-estimated productivity resulting from staff members' unfamiliarity with the new system, higher-than-estimated patient census, and orders for nonformulary drugs. Delays in drug delivery times were unacceptably high. A crisis-management plan was implemented to cover both short- and long-term problems, and within a few months operations had stabilized. The opening of the intensive-care and sixth-floor satellite pharmacies enhanced decentralized operations and had an important role in improving response times.(ABSTRACT TRUNCATED AT 250 WORDS)

Decision Making, Organizational↗
PubMed1990

HMO ownership pays off for systems that stick with it.

HMOs and PPOs have been financial losers for many hospitals. In fact, problems controlling costs have driven many hospitals to sell or close HMOs and PPOs that they started to channel new business their way. But for those hospitals that invested the time and money needed to manage physician and ambulatory care networks, vertical integration of managed care is paying off.

Ambulatory Care↗
PubMed1990

Politics, power struggles a part of divestiture battle for university hospitals.

For hospitals, cutting legal and financial ties with a state or university is no easy thing to do. Just ask Dennis Brimhall, president of the University of Colorado Hospital, Denver. Converting his public hospital to a private not-for-profit corporation took more than two years of planning and four months of intensive lobbying. However, Brimhall and other executives who have fought similar battles say that the hard-won competitive advantage was worth the fight.

Chicago↗