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Results for “Health Plan Implementation”

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At least 847 records · Page 47Linked to original sources
PubMed2002

Evaluating general practitioners' views on the enhanced primary care items for care planning and case conferencing. A one year follow up.

BACKGROUND: General practitioners have required support to enable adoption of Enhanced Primary Care Medicare items for care planning and case conferencing. METHODS: A qualitative study of previously interviewed GPs' responses to a semi-structured face-to-face interview conducted between September and November 2001 in their surgeries. RESULTS: Twenty-five GPs predominantly identified several practice and Divisional strategies to facilitate uptake of the items. Practice, Divisional and health service personnel should be involved in identifying suitable patients and initiating care planning and case conferencing. CONCLUSION: Support for care planning and case conferencing requires several organisational and service developments in general practices, Divisions and health services.

Attitude of Health Personnel↗
PubMed2001

Beyond connectivity: what the success of one health plan's e-solution means for the future of the healthcare industry.

This article highlights the statewide success and rapid acceptance by providers in North Carolina of PARTNERS National Health Plan's implementation of a multipayer Internet connectivity solution for providers, employers, and members. PARTNERS is a premier health plan in North Carolina that covers more than 400,000 lives. The company introduced on-line communication to their network of ten thousand providers and has seen the number of on-line users and interactions grow by approximately 25 percent a week to represent more than two thousand providers in the first six months of roll-out. Providers can now look up eligibility and benefits and review and submit claims and referrals on-line; soon they will be able to order and review lab results and perform prescription management. PARTNERS found their Internet solution in HealthTrio's Intelligent Connectivity, which allowed them to create Internet communications without replacing back-end office solutions.

Consumer Behavior↗
PubMed2005

Is the Palliative Care Outcome Scale useful to staff in a day hospice unit?

AIM: this study was undertaken to elicit a day hospice team's experience of using the Palliative Care Outcome Scale (POS), with the intention of determining its usefulness to staff. An adapted version of POS was used for the purpose of the study. SAMPLE: a multiprofessional team of eight day hospice staff took part in the study. All had used POS on a weekly basis for a minimum period of 3 months. DESIGN: a focus group was conducted at the hospice. It was tape-recorded and transcribed verbatim. The data were analysed using an interpretive phenomenological approach. RESULTS: staff felt POS had limited value as an outcome measure for use in this day hospice. Other simultaneous organizational changes at the hospice may also have influenced staff negatively. Further research is needed to explore similar implementation issues in more depth, as practice developments may be abandoned for potentially the wrong reasons.

Attitude of Health Personnel↗
PubMed2006

Strategies for dissemination and implementation of guidelines.

Interventions designed to effectively implement and disseminate clinical practice guidelines (CPG) fall into different categories. A systematic review of the effectiveness and costs of different guideline development, dissemination and implementation strategies was recently undertaken by the Health Technology Assessment (HTA) Programme in UK. Overall, the majority of comparisons reporting dichotomous process data observed improvement in care. However, there was considerable variation in the observed effects both within and across interventions. Evaluation studies provided evidence that adherence of physicians to CPG is a strong predictor of the stroke outcome. Cochrane Collaboration performed a systematic review including studies published up to 2004 that compared integrated clinical pathways (ICP) for stroke care with standard medical care. They found no significant difference between ICP and control groups in terms of death or discharge destination. Patients managed with a care pathway were more dependent at discharge, less likely to suffer a urinary tract infection, less likely to be readmitted and more likely to have neuroimaging. A positive effect was reported from a validation study of a multifaceted strategy for stroke care ICP implementation in Italy.

Health Plan Implementation↗
PubMed1996

[Introduction of lump sum payments in Germany--a comparison and prospects].

The implementation of a "revolutionary" payment system for inpatient care in German hospitals causes discussions. The development concerning "Fallpauschalen" and "Sonderentgelte" is described and compared with the evaluation of the implementation of DRG's in the USA. Relevant aspects result in accompanying research of the implementation of the payment system as well as possible tasks for the medical service of the German statutory health insurance bodies (= MDK).

Cost Control↗
PubMed2005

Implementing evidence-based practices to improve quality. One medical group's experience.

HealthPartners Medical Group and Clinics uses evidence-based guidelines for diabetes and other chronic diseases. This article reviews how HealthPartners has redesigned its care processes and implements the diabetes guidelines. It also summarizes the lessons the organization has learned about how to choose guidelines and how to get the most from them.

Evidence-Based Medicine↗
PubMed2001

Commissioning. When push comes to shove.

A study of four HAs in three regions found that they had little influence on encouraging trusts to implement the recommendations of the Changing Childbirth report over the period 1993-98. Where changes had been introduced this was often through the influence of an opinion leader in the trust, such as directors of midwifery. The results suggest healthcare professionals providing services have substantial influence over the fate of strategic change initiatives.

Attitude of Health Personnel↗