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At least 1,099 records · Page 61Linked to original sources
PubMed1979

An accountability model for integrating information systems, evaluation mechanisms, and decision making processes in alcohol and drug abuse agencies.

This article has attempted to demonstrate that decision making and evaluation can be carried out in a systematic fashion only if agencies make a commitment to do so, and only if adequate systems are established. The management information system is the most expensive and most sophisticated component of the integrated model presented here. Its existence, in some fashion, is essential to the operation of the model. Contrary to what many managers may believe and practice, the management information system is not in itself the final solution to evaluation. Neither is the evaluation a panacea for all program ills. Evaluation can provide the information required to meet the ever increasing demands for agency or program accountability evaluation can also provide insights for future decisions to change or alter the allocation of resources. Such evaluation must be carefully planned and implemented; and, at the state level, can be successful only if executed in a systematic manner as suggested here. Regardless of the degree of sophistication of any system, it will work only when supported by users in the local treatment centers. If the model employed does little to serve them, it is not a model worth considering. It is with these needs in mind that this model was developed.

Alcoholism↗
PubMed1996

Effect of system restructuring on quality leadership.

As fully integrated systems are formed, leaders must develop new ways to manage quality. In interviews with leaders of four integrated health systems, we address the questions: How can formerly separate entities with different histories and cultures be united into a collaborative system? What is an appropriate role for a systemwide QI department? How should responsibility and authority be divided between the system board and subsidiary hospital or corporate boards? They gave no single answer to these questions. Each system is developing its own strategy for quality leadership in a restructured health system. First of two parts.

Continuity of Patient Care↗
PubMed1996

Making integrated health care work.

This article summarizes the authors' thinking on value added in health care, and offers examples of the major strategies being implemented by integrated systems across the United States to increase their value and improve their competitive positioning. The research results are based on a review of published literature on 150 health care organizations in various stages of integration, and 20 in-depth case studies of integrating systems.

Cost Control↗
PubMed1997

Computer integrated radiology system: analogue goes digital

LANGUAGE="EN">Summary. At the end of 1995, a pilot project of a year and a half was successfully completed. The project had two main objectives. On the one hand, the aim was to have a performant analogue X-ray system replaced by a digital system. On the other, modalities of various manufacturers had to be integrated and evaluation had to be done on-screen. Within the scope of QA, this paper deals with a comparative study on the hard- and soft copy evaluation of 90 selected intensive thorax radiographs. A further element in our study was the adjusted work-flow of radiological technical assistants as well as a comparison of dose measurements in conventional and digital systems.

Journal Article↗
PubMed1997

Computer integrated radiology system: analogue goes digital.

At the end of 1995, a pilot project of a year and a half was successfully completed. The project had two main objectives. On the one hand, the aim was to have a performant analogue X-ray system replaced by a digital system. On the other, modalities of various manufacturers had to be integrated and evaluation had to be done on-screen. Within the scope of QA, this paper deals with a comparative study on the hard- and soft copy evaluation of 90 selected intensive thorax radiographs. A further element in our study was the adjusted work-flow of radiological technical assistants as well as a comparison of dose measurements in conventional and digital systems.

Artifacts↗
PubMed1987

Managed care and vertical integration: implications for the hospital industry.

Efforts to control health care costs are encouraging vertical integration in the health services industry. This restructuring is uniting the financing and delivery of health services into one organizational structure. Current trends in health insurance suggest that the principal insurance products of vertically integrated systems will be carefully managed to reduce unnecessary utilization. As integrated health systems come to dominate the markets of health insurance and medical services, the hospital industry will be dramatically affected. Hospitals will be the principal cost centers while insurance products will be the principal sources of revenue in integrated systems. Accordingly, management will face incentives to minimize hospital utilization and sell or convert excess hospital assets. This article discusses specific changes that hospitals may face if current trends continue.

Health Facility Merger↗
PubMed2006

Advanced Asia's health systems in comparison.

There is growing interest in comparing patterns of social and health service development in advanced Asian economies. Most publications concentrate broadly on a range of core social services such as education, housing, social security and health care. In terms of those solely focused on health, most discuss arrangements in specific countries and territories. Some take a comparative approach, but are focused on presentation and discussion of expenditure, resourcing and service utilization data. This article extends the comparative analysis of advanced Asian health systems, considering the cases of Japan, South Korea, Taiwan, Hong Kong and Singapore. The article provides basic background information, and delves into common concerns among the world's health systems today including primary care organization, rationing and cost containment, service quality, and system integration. Conclusions include that problems exist in 'classifying' the five diverse systems; that the systems face common pressures; and that there are considerable opportunities to enhance primary care, service quality and system integration.

Adult↗
PubMed1999

Acceptance testing of integrated picture archiving and communications systems.

An integrated picture archiving and communication system (PACS) is a large investment in both money and resources. With all of the components and systems contained in the PACS, a methodical set of protocols and procedures must be developed to test all aspects of the PACS within the short time allocated for contract compliance. For the Department of Defense (DoD), acceptance testing (AT) sets the protocols and procedures. Broken down into modules and test procedures that group like components and systems, the AT protocol maximizes the efficiency and thoroughness of testing all aspects of an integrated PACS. A standardized and methodical protocol reduces the probability of functionality or performance limitations being overlooked. The AT protocol allows complete PACS testing within the 30 days allocated by the digital imaging network (DIN)-PACS contract. AT shortcomings identified during the testing phase properly allows for resolution before complete acceptance of the system. This presentation will describe the evolution of the process, the components of the DoD AT protocol, the benefits of the AT process, and its significance to the successful implementation of a PACS. This is a US government work. There are no restrictions on its use.

Computer Systems↗
PubMed2004

Development of a system for integrative and stable transformation of the zygomycete Rhizopus oryzae by Agrobacterium-mediated DNA transfer.

Two transformation systems, based on the use of CaCl(2)/PEG and Agrobacterium tumefaciens, respectively, were developed for the zygomycete Rhizopus oryzae. Irrespective of the selection marker used, a pyr4 marker derived from R. niveus or a dominant amdS(+) marker from Aspergillus nidulans, and irrespective of the configuration of the transforming DNA (linear or circular), the transformants obtained with the CaCl(2)/PEG transformation method were found to carry multiple copies of tandemly linked vector molecules, which failed to integrate into the genomic DNA. Furthermore, these transformants displayed low mitotic stability. In contrast, transformants obtained by Agrobacterium-mediated transformation were mitotically stable, even under non-selective conditions. Detailed analysis of these transformants revealed that the transforming DNA had integrated into the genome of R. oryzae at a single locus in independently obtained transformants. In addition, truncation of the transforming DNA was observed, resulting in the integration of the R. niveus pyr4 marker gene, but not the second gene located on the transferred DNA. Modification of the transforming DNA, resulting in partial resistance to restriction enzyme digestion, was observed in transformants obtained with the CaCl(2)/PEG transformation method, suggesting that a specific genome defence mechanism may exist in R. oryzae. It is likely that the unique mechanism used by A. tumefaciens to deliver its transferred DNA to its hosts facilitates bypass of the host defence mechanisms, thus allowing the DNA to integrate into the chromosomal genome.

Chromosomal Instability↗
PubMed2000

Reengineering the biomedical-equipment procurement process through an integrated management information system.

The design of each new hospital site is typically preceded by decisions on the most appropriate level of biomedical equipment which significantly influences the layout of the hospital departments which are under construction. The most appropriate biomedical equipment should ideally be decided upon considering a series of demographic and social parameters of the hospital and international regulations and standards. This information should ultimately be distilled to proper technical specifications. This paper proposes a streamlined management process related to the procurement of biomedical equipment for new hospital sites or for those under expansion. The new management process aims to increase the efficiency of the experts involved in the definition of the most appropriate level of equipment and its technical specifications. It also addresses all aspects of the biomedical equipment-selection cycle, including the evaluation of the bids submitted by the equipment suppliers. The proposed process is assisted by a management information system, which integrates all related data-handling operations. It provides extensive decision-support facilities to the expert and a platform for the support of knowledge re-use in the field of biomedical-equipment selection.

Competitive Bidding↗