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At least 127 records · Page 7Linked to original sources
PubMed2002

Public health privatization: proponents, registers, and decision-makers.

We previously documented the extent and consequences of the privatization of public health, using a nationally representative sample of 347 Local Health Department (LHD) directors. Here we present the directors' descriptions of the actors involved in the privatization of services. LHD top administrators are the most influential privatization decision-makers in about half of LHDs. But other groups significantly influence privatization decisions, particularly state governments, state health departments, and local officials. Nearly two thirds of LHDs experienced pressures to privatize, either from state legislatures, state health departments, funding organizations, or other source of political pressure. Almost half of LHD directors reported resistance to privatization, often from employees. The majority of directors did not believe it was desirable to put employees on a temporary, contractual basis. Many directors believed that retaining permanent, full-time employees was fairer as well as necessary to maintain a cadre of experienced public health professionals.

Decision Making, Organizational↗
PubMed1968

Efficiency and the public's health.

The Governor's Survey on Efficiency and Cost Control, established by Governor Reagan's executive order, was a non-profit, bipartisan, privately financed management analysis of State administration conducted by private citizens, including physicians, during 1967 for the purpose of achieving improvement in administrative procedure and operating economies in State government. State employees and appointed department heads offered many valuable suggestions and cooperated fully with the survey team. Two hundred recommendations were submitted to the Governor for improvement in the Departments of Public Health and Mental Hygiene, the Office of Health Care Services and the organizations under the Secretary of Human Relations.The recommendations for the health-related administrative units concerned reorganization and consolidation of departments and units, improvement in administrative and operating methods and improvement of services. Annual savings of several hundred million dollars could result. None of the recommendations were for reduction in services and none concerned individual employees or appointees. Assistance in and support for the implementation of the recommendations will be needed from legislators, responsible citizens and organizations interested in efficient and economical government.

California↗
PubMed1994

Performance reporting of health care delivery systems: will it make the grade?

Recently, federal governments, state governments, and private sector groups have begun initiatives that would report the performance of health plans in key areas. United HealthCare Corporation's experience in developing and publicly releasing "report cards" for 15 of its health plans may prove useful as other efforts go forward. There are both advantages and challenges to producing a report card in terms of resource investment, directing health plans toward performance improvement, and the ability for both purchasers and policy makers to understand and make use of results. These and other issues will be important to consider as other segments of the health care industry, particularly providers, focus on reporting performance measures.

Consumer Behavior↗