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Results for “Interinstitutional Relations”

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At least 55 records · Page 3Linked to original sources
PubMed2000

Endemic carbapenem-resistant Acinetobacter species in Brooklyn, New York: citywide prevalence, interinstitutional spread, and relation to antibiotic usage.

Acinetobacter species are problematic nosocomial pathogens. In November 1997, pathogens isolated by microbiology laboratories were collected from 15 hospitals in Brooklyn, New York. Acinetobacter species accounted for 10% of gram-negative isolates. Only half of Acinetobacter species were susceptible to carbapenems; 11 hospitals had at least 1 isolate resistant to carbapenems. Other Acinetobacter susceptibility rates were as follows: polymyxin, 99%; amikacin, 87%; ampicillin/sulbactam, 47%; ceftazidime, 25%; and ciprofloxacin 23%. Overall, 10% were resistant to all commonly used antibiotics. Genetic analysis by use of pulsed-field gel electrophoresis of 12 carbapenem-resistant isolates revealed 4 strains that were recovered from >1 hospital, which suggests interinstitutional spread. Antibiotic usage data from 11 hospitals revealed that the use of third-generation cephalosporins was associated significantly with the percentage of carbapenem-resistant strains (P=.03). Resistant Acinetobacter species have become endemic in Brooklyn, New York. Citywide strategies that involve surveillance, infection-control practices, and the reduction of antibiotic usage may be necessary to control the spread of these pathogens.

Acinetobacter↗
PubMed1993

The transfer of patients' ethics information among cooperating institutions: a future function of ethics networks.

With increasing use of ethics resources by health care teams, the number of patients transferred from one care setting to another who may have had ethics consultations is rising rapidly. There has been virtually no discussion in the ethics literature and no experience in our community addressing questions concerning the continuity of ethics care and the transfer of ethics information. Our ethics committee faced the following questions during a recent consultation. Should there be continuity of ethics care between institutions? If so, what should be the nature of the communication? How is continuity best accomplished? Do ethics consultants or committees incur additional liability following the transfer of care? Where should the boundaries of confidentiality be drawn? How can existing health care ethics networks facilitate continuity of ethics care? We address these ethical and logistical questions and hope to encourage others to report their views on these issues.

Communication↗
PubMed2004

Community relations and organizations.

Establishing and maintaining excellent relations with organizations in the community that have influence on the hospital ED's success can be critical to the ability of ED leaders to achieve performance objectives and satisfy customers on an ongoing basis. Relationships with public service entities,especially EMS, are particularly important. Although the relationships with other individual community organizations may be of variable importance,the collective effort dictates the impact of the ED's overall organized community relations program and could have a significant effect on the overall success or failure of the ED.

Advertising↗
PubMed1994

Overview: public accountability of hospitals regarding quality.

In this overview, the guest editors highlight some of the issues concerning the accountability of hospitals regarding quality, as raised by these articles. They then raise additional critical questions yet to be addressed.

Community-Institutional Relations↗
PubMed1994

Hospital administrators: the challenge of living in a glass house.

BACKGROUND: Public accountability is the watchword of the 1990s. A chief executive officer (CEO) has many "publics," internal and external, demanding accountability. Most have different agendas. Although much rhetoric is focused on quality, access and cost seem to be the real interests of most constituents. ISSUES: What tools help the CEO respond effectively in this environment? How useful will outcome measures be to the CEO in the current competitive environment? If outcome measures are not useful in gaining market share, do they have other value? What other means are available for the CEO to learn about the quality of care in their institution? In addition to quality, what other issues should be of primary concern? CONCLUSION: Quality care, as measured by outcomes and other means, is a necessary but not sufficient condition for success in the current environment. Market share is still largely determined on the basis of price. A basic commitment to quality is still paramount. The CEO also needs to focus on value, defined as quality/cost x efficacy (appropriateness) in dealing with constituent groups. Other components of success include developing a clear vision for the institution and finding appropriate partners. Public accountability presents a challenge and an opportunity for CEOs to demonstrate commitment to meeting the hospital's obligations.

Forecasting↗
PubMed1991

Dutch library services to disadvantaged persons.

Hospital libraries in the Netherlands provide a variety of services. In this paper two well-equipped hospital libraries, staffed by professionally qualified librarians, are described. Some hospital libraries rely on volunteers, supervised by professional librarians, while in others volunteers work completely on their own. Special services for elderly people are focused on persons who cannot visit the library by themselves. These services vary from visiting house-bound people to placing a small library in residential homes. Of special interest is the library work for aphasics in the Netherlands. The Section of Library Work for the Elderly, Sick and Handicapped Persons, a section of the Dutch Centre for Public Libraries and Literature (NBLC) is described.

Aged↗
PubMed1993

Reverse and double-reverse marketing for health care organizations.

Simple buy and sell relationships are no longer enough for health care organizations. Like other industries have done, they need to rethink and redesign their interactions with suppliers and customers in order to realize the full potential of those relationships. By establishing and managing partnerships with selected suppliers and customers, we can realize a whole new set of mutual benefits.

Advertising↗
PubMed2000

Understanding stakeholder power and influence gaps in a health care organization: an empirical study.

Scholars have vigorously debated the role of stakeholders since Freeman's 1984 landmark work. This article argues that an accurate assessment of relative power levels can enable stakeholders to accept their proper roles and responsibilities in planning and implementing strategy and enabling Top Management Teams to more fully integrate stakeholders' interest into the planning process.

Decision Making, Organizational↗
PubMedDate not supplied

Physician hospital consumer collaboration.

The authors describe a disease management initiative designed to address issues of noncompliance in a diabetic population. The program design was a collaborative effort between a payer and a public health organization representing Hartford Hospital and Hartford Physicians Association. Interventions included a patient self-assessment, phone counseling, and a monetary reward for program participation.

Blue Cross Blue Shield Insurance Plans↗
PubMed1997

Public health leadership in five Kentucky Appalachian counties.

This article reviews the steps taken by the Gateway District Health Department (consensus building, stakeholder analysis, and strategies) in the development of an integrated health/mental health services delivery program for families and children in five elementary schools located in two remote Appalachian counties of eastern Kentucky, the Rural Outreach Program for Elementary Students (ROPES). Though several problems in achieving this collaborative effort are described, "turf" and "trust" were never issues because of a 10-year history of collaboration between the health department, provider agencies, and the schools.

Appalachian Region↗
PubMed1994

Collaboration in investigator initiated public health nursing research: university and agency considerations.

There is a significant difference in the collaborative process between whether a public health nursing research project is requested (of the researchers) by the agency or if it is conceived by an outside investigator. This article discusses the underlying concepts of negotiation, mutuality, and respect that support the process of an externally initiated study in an agency. In a progressive listing format, the important components within the planning, development, implementation, and completion phases are then described so that they can be useful to beginning researchers as a guide and to experienced researchers as a reminder.

Community-Institutional Relations↗
PubMed1998

From ideology to logistics: the organizational aspects of syringe exchange in a period of institutional consolidation.

The initial period in the establishment of syringe exchange projects is often characterized by overt conflict: between community AIDS activists, on the one hand, and public officials and political leaders who remain ideologically opposed to the introduction of measures perceived as condoning illicit drug use. In this context, professionals concerned with legitimating the new institutions of syringe exchange may sometimes neglect aspects of their everyday logistics and social organization, obscuring the important choices which have to be made to carry these initiatives forward. In particular, the contrast between formally-constituted institutions-the "storefront" or "community-based" syringe exchange programs (SEPs)-and the model of low-threshold syringe availability through pharmacies, vending machines, and user networks, is here presented not as an either/or choice but rather as a pair of complementary strategies which respond to diverse needs and target different populations. The advantages and disadvantages of each particular approach make it likely that maximum effectiveness will be achieved through a combination of every possible form of needle distribution, each tailored to specific and cultural circumstances. The case is here examined in the light of the experience of the SEPs in New York City, from their clandestine origins in 1990 through their first years of official functioning in 1992-1996.

Attitude of Health Personnel↗
PubMed1992

AIDS wars.

At the Centers for Disease Control, director William L. Roper battles the deadly AIDS epidemic and other rising health hazards. But critics say political interference sets back the effort to stem AIDS.

Acquired Immunodeficiency Syndrome↗