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At least 163 records · Page 9Linked to original sources
PubMed1994

Developing an information management plan.

Developing a good information management plan is a major project, but it can be accomplished by taking small incremental steps and making sure your team stays focused. Several good things will be produced as a result of your hard work. Your patients will ultimately receive better care due to the availability of more timely information. The hospital will gain cost effectiveness when the information is integrated. Society as a whole will benefit from the sharing of unidentifiable patient information through research.

Forms and Records Control↗
PubMed1984

Implementing regulatory reform: the saga of Michigan's debedding experiment.

This paper traces the implementation of Michigan's program for hospital bed reduction through four phases in the critical first 30 months following enactment: standard-setting, plan development, plan approval, and legislative oversight. Procedural complexity and goal conflict complicated implementation from the start: what began as a simple proposal to close unneeded beds soon became enmeshed in efforts to address long-standing issues of equity in access to care. A combination of administrative, political, and economic factors peculiar to Michigan, as well as the more generic problems incurred in applying a regulatory approach to containing medical care costs, contributed to the difficulties encountered in implementing bed reduction. Long-range prospects for the program depend upon whether the modest results it is likely to achieve are deemed to be worth the costs incurred in administering it.

Certificate of Need↗
PubMed1986

Health care in transition. Consequences for young physicians. Council on Long-Range Planning and Development.

Individuals planning for a career in medicine must weigh a number of factors into their decisions. Increasingly, they must understand the nature of the socioeconomic environment of health care, including the extent of competition with other physicians and other health professionals; the degree of autonomy from health care institutions, government, and third-party payers; the impact of demographic or technological changes; and the economics of medical practice. This report analyzes the environment of medicine, emphasizing those elements that will be most important to medical students and resident physicians. It focuses on three stages of a physician's career: obtaining a medical education, beginning to practice medicine, and maintaining a viable practice.

Adolescent↗
PubMedDate not supplied

How to develop a business plan for your medical group.

This article gives practical advice about how to plan, develop and present a business plan for group practices. The author urges groups to document their business strategies because it provides a "financial road map" to assist in the affairs of the group. It will lay a suggested foundation and methodology for you to use. He recommends sources of information and examples of how his group practice goes about developing their business plan.

Documentation↗
PubMed1996

Planning the development of cystic fibrosis gene carrier screening.

OBJECTIVES: It is now possible to test individuals to assess their cystic fibrosis gene carrier status and a range of strategies for screening the population have been piloted. The objective of this research was to develop a planning framework which health care planners and purchasers can use to assess the overall quantifiable outcomes and direct costs resulting from a year of alternative screening strategies and the ways costs and outcomes evolve over time. Beyond broader ethical and clinical considerations the information provided by such a framework is needed to support decisions surrounding the development of screening programmes. DESIGN: Operational Research modelling techniques were used to develop the planning framework. To help illustrate the framework it was then used to assess the quantifiable outcomes and direct costs of three of the main alternative screening strategies: from antenatal clinics, '2-step' screening where females are tested first followed by a screening invitation to the partners of female carriers, and 'couple' screening where both partners must agree to be tested at the outset; and from primary practice clinics 'active' contact of attenders. Quantifiable outcomes are defined as the number of individuals informed of their carrier status and the number of carriers, carrier couples, and affected fetuses detected. Direct costs are those associated with the recruitment and testing of individuals and the subsequent counselling of any gene carriers or carrier couples identified. Results are based on services for a resident population of 250,000 at two time points, year one and a year at 'steady state'. RESULTS: The resultant framework estimates the number of individuals tested using data on the size of the target population, the proportion of that population alerted to the screening service, and the proportion who agree to be tested when approached. Given service users, prevalence data are used to assess service outcomes. Given the number of individuals approached and the subsequent demands for services, service costs can be estimated. Preliminary results indicate that in the short-term health care purchasers and planners who favour screening are likely to opt for antenatal strategies. Although the high coverage of the primary practice strategy leads to high outcomes in year one, relative to the antenatal strategies, it also leads to very high costs. At 'steady state', cost and outcome differences between the strategies are less marked. CONCLUSION: This paper provides a framework which can be used to provide information to support decision-making surrounding the development of screening services. The methodology fills an important void in the literature and complements research elsewhere by health economists and by geneticists and their research colleagues. Preliminary findings based upon use of the approach demonstrate the need for continued research to further refine and improve the methodology.

Community Health Planning↗
PubMed1993

Career planning and development.

The career planning process is often illustrated as the last step in an ever-changing work environment. The technical, professional, managerial, and interpersonal skills to successfully perform and succeed in this rapidly changing work environment are essential. There is a very real and immediate threat that many of the professional skills that we have learned yesterday and today will be obsolete and insufficient to cope with the inevitable changes in the future. While most professionals are aware of the very real threat of skill obsolescence, few take the opportunity to do definitive career planning regarding their future. The career planning process is designed to help individuals examine their careers; evaluate their training and educational needs; and develop some specific action plans to maintain, enhance, and reevaluate the relevance of their professional and managerial skills in a work environment that values rapid change and adaptation.

Career Mobility↗
PubMed1996

Exploring approaches to the administration of a long-term care facility: The application of a community planning and development process.

This article outlines the approaches taken to the management of two long-term care facilities by the County of Huron in southwestern Ontario in 1994. Lay-offs, a move to new facilities, loss of local political confidence, changes in key administrative personnel and low staff morale prompted the county to ask an interim administrative team to develop and implement an appropriate response. The article explains how community development and planning principles and techniques were applied to the management of the homes to achieve an overall improvement in communication, staff morale and attitude. These approaches may prove helpful to other administrations facing major change.

Aged↗
PubMedDate not supplied

Guidelines for strategic information planning.

Developing a strategic information plan is an essential step for companies that want to realize the advantages of today's information technology. This article discusses ways to avoid the pitfalls that frequently occur during stages of information planning.

Computer Systems↗
PubMed1987

The future of medicine. A scenario analysis. Council on Long Range Planning and Development.

The Council on Long Range Planning and Development has undertaken an analysis of the future of medicine. The purpose in undertaking this study was to examine how the changing environment might effect the AMA and to identify measures the AMA could take to ensure its success in the future. The study involved developing three scenarios that covered a broad range of possibilities for the future. Analysis of these scenarios indicated that the AMA could face some significant environmental threats in the future. In the opinion of the Council, a variety of factors could combine to erode the AMA's membership market share and reduce cooperation among Federation organizations. Consequently, the AMA will have to develop an active response to environmental change to success and thrive in the future. The Council analyzed how the AMA might best respond to environmental change. The AMA could intensify its efforts to guide the course of environmental change. Such efforts would be worth undertaking, but they do not represent a complete solution. Therefore, the AMA must change itself to succeed in the future. The Council analyzed a number of alternative models of the AMA, each representing changes in product mix and/or organizational structure. None of these models provide a solution to environmental change. Rather, the solution lies primarily in program and activity changes. The Council identified specific suggestions for changes in the AMA's activities, organizational structure, and finances. If these suggestions are implemented, they will help the AMA succeed in the emerging environment. After completing its study of the future of medicine, the Council concluded that the need for the AMA will persist in the future. The market for the Association's products and services will remain strong. By taking steps today, the AMA can position itself to benefit from the emerging environment and, thereby, ensure that the Association has a positive future.

American Medical Association↗