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PubMed1994

Planning a continuing education program: the model for health education planning.

1. Development of CE programs for occupational health nurses is integral to professional development. Occupational health nurses are constantly being required to increase and upgrade skills. 2. Evolving issues in health care reform reflect an emphasis on the cost effective, quality care provided by well prepared occupational health nurses. Thus, the need for providing high quality programs and resources for occupational health nurses becomes a challenge for CE providers. 3. The Model for Health Education Planning (MHEP) is used to describe the development of a program. The MHEP includes six phases: initiation, needs assessment, goal setting, planning/programming, implementation, and evaluation. 4. Use of the MHEP ensures that the program planning process is achieved in an appropriate manner. The focus is on meeting the needs of the learner.

Education, Nursing, Continuing↗
PubMed1995

The development and implementation of a quality assurance Master Audit Plan.

As a quality assurance (QA) department for a clinical research organization, QA conducts audit activities for clinical trials managed by our organization and acts as an independent QA group for several other companies. A quality assurance/regulatory compliance Master Audit Plan is developed for each study or each audit if the audit is an independent task. The Master Audit Plan designed for a specific clinical study consists of a combination of several QA activities designed to ensure quality and regulatory compliance, to define timelines, and to identify personnel. These activities may include the review of the regulatory documents for each investigative site prior to the shipping of test article (test article release), review of informed consent, review of internal sponsor study files, and clinical site audits. Results of audit activities conducted under the Master Audit Plan for several clinical studies have been compiled for three of the major QA tasks. These include test article release, informed consent review, and site audits. A review of regulatory document files for test article release indicated that 13% required additional documents or correction of submitted documents. A review of informed consents found that 32% required revision. Site audit activities indicated that the clinical sites were, in general, adhering to Federal regulations and GCP guidelines. Observations noted at sites tended to fall into the categories of test article accountability issues, regulatory document additions or revisions, and quality control issues.

Facility Regulation and Control↗
PubMed2000

Development of a business plan for women's health services, using Malcolm Baldrige Performance Excellence Criteria.

A new process for business planning at Hartford Hospital was needed to achieve critical business results. This article describes the Hospital's use of the Malcolm Baldrige Performance Excellence Criteria as a way to standardize and improve business planning. Women's Health Services is one of Hartford Hospital's "centers for excellence" and one of the first to use these criteria to improve its service. Staff learned how to build their business plan upon a set of core values and concepts such as customer-driven quality, leadership that sets high expectations, continuous improvement and learning, valuing employees, faster response to market demands, management by fact, and a long-range view of the future.

Commerce↗
PubMed2001

Stress fractures of the foot and ankle.

Stress fractures of the foot and ankle are common injuries that require a high index of suspicion to make the appropriate diagnosis. If required, advanced imaging modalities should be used to establish the diagnosis. When developing a treatment plan for the runner, the sports medicine physician must keep the athlete informed as to the nature of the injury and the necessity of the treatment. A fitness plan must be developed with the runner to ensure that strength, flexibility, and cardiovascular conditioning are maintained during this period. Ideally the physician should develop this plan with the runner and not dictate the type of activity that is used to obtain these goals.

Ankle Injuries↗
PubMed2001

Abdominal zippers for temporary abdominal closure in planned relaparotomies for peripancreatic sepsis: experience in a developing country.

BACKGROUND: Planned relaparotomies have generated renewed interest because of the high mortality rates associated with conventional management techniques in severe intraabdominal sepsis. The use of abdominal zippers for temporary abdominal closure was devised to facilitate repeated explorations, allowing daily cleansing of the peritoneal cavity and the detection and management of septic complications. METHODS: In our institution, eight patients were managed in a 4-year period, using abdominal zippers for peripancreatic sepsis. RESULTS: In all eight patients, subsequent laparotomies allowed the detection of progressive necrosis. Repeated explorations successfully controlled the sepsis in five patients. In three patients, the condition deteriorated, and they died of multiple organ failure. CONCLUSIONS: The technique warrants further prospective controlled trials in the local setting to ascertain its role in the management of severe intraabdominal sepsis, and in other patients who may require "second-look" operations.

Abdomen, Acute↗
PubMed2006

Strategic planning: getting from here to there.

Hospitals should develop a strategic plan that defines specific actions in a realistic time frame. Hospitals can follow a five-phase process to develop a strategic plan. The strategic planning process requires a project leader and medical staff buy-in.

Decision Making, Organizational↗
PubMedDate not supplied

Creating project plans to focus product development.

The long-term competitiveness of most manufacturers depends on their product development capabilities. Yet few companies approach the development process systematically or strategically. They end up with an unruly collection of projects that do not match long-term business objectives and that consume far more development resources than are available. Instead of working on important projects, development engineers spend their time fighting fires. Their productivity sinks, and products are invariably late to market. To attack development malaise and reinvigorate the process, companies should put together an "aggregate project plan." The plan helps managers restructure the development process so they no longer think in terms of individual projects but in terms of the "set" of projects. It is the set, not individual projects, that shapes the creation of a successful product line. The aggregate project plan also helps managers allocate resources, sequence projects, and build critical development capabilities. A central element of the aggregate project plan is the project map. The map categorizes projects into five types: breakthrough, platform, derivative, research and development, and partnerships. Each project type has its own unique characteristics and requires a different amount of development time. Companies should have projects in all categories to ensure a robust development process.

Decision Making, Organizational↗
PubMed1988

Increasing the relevancy and usefulness of programme evaluation: a comprehensive evaluation.

Most organizations implement evaluation research to determine how to improve a programme or to decide if a programme should be continued. However, evaluation research can be used to help organizations make relevant and valid decisions for the cycle of programme planning, programme development, programme implementation, and programme operation. This paper describes a "comprehensive evaluation model" which will provide a framework for understanding the importance of evaluation activities at all programme phases (i.e. planning, development, implementation, and operation). Four sequential evaluation stages are presented as being the framework for the "comprehensive evaluation model". It is argued that these stages are essential to the organization and the evaluator in helping them adequately provide an assessment of a programme's efficiency and effectiveness.

Evaluation Studies as Topic↗
PubMed1983

Development of a master plan for a Medical Center.

The planning process at the Medical Center has developed over a six-year period (1975 through 1981) and produced a formal long-range planning process. There is a skilled planning team, consisting of a hospital consultant, architect, financial planner, accounting firm, and construction manager. The board of trustees has appointed a standing long-range planning committee that meets monthly. The board has also adopted a long-range master plan for the Medical Center; it includes a $25.4 million building program. The state health planning agency has issued a certificate-of-need to the hospital in the amount of $40 million for completion of the master plan. The hospital has been instrumental in creating a county health facilities authority and is the first institution to use this mechanism within the community. Tax-exempt bonds in the amount of $44 million were sold in August of 1981. Hospital management has encouraged the board of trustees to adopt community-oriented programs and to participate in charity-care efforts. This involvement has projected the hospital as a progressive organization deserving of planning-agency and government support.(ABSTRACT TRUNCATED AT 250 WORDS)

Decision Making, Organizational↗
PubMed1996

Suicidal plans in patients with stroke: comparison between acute-onset and delayed-onset suicidal plans.

Three hundred one patients were examined for suicidal plans during the acute hospital period following stroke and at 3, 6, 12, and 24 months' follow-up. It was found that 6.6% of patients developed suicidal plans during the initial in-hospital evaluation (acute-onset suicidal plans) and 11.3% of patients developed suicidal plans at 3, 6, 12, or 24 months' follow-up (delayed-onset suicidal plans). The development of both acute and delayed-onset suicidal plans was strongly related to the existence of depressive disorders, especially major depression, and to a prior history of stroke. Acute-onset suicidal plans were also related to premorbid alcohol abuse. Acute-onset suicidal patients had more anterior lesion location and delayed-onset suicidal patients had more posterior stroke lesions. Delayed-onset suicidal plans were not related to alcohol abuse but tended to be associated with greater physical impairment and poorer social support during the acute poststroke period. These data suggest that the etiology of these two types of suicidal plans may be different with acute onset related to biological mechanisms and delayed onset related to psychological mechanisms.

Acute Disease↗
PubMed1995

Incorporating nursing theory into a nursing department strategic plan.

Corporations, including health care organizations, have used the strategic planning process as a means to plan, coordinate, and direct activities of the organization. Research has shown that nursing departments that conduct strategic planning perform better. But few nursing departments develop strategic plans. Our nursing department recently developed a strategic plan, but the unique aspect of our department's plan is the incorporation of nursing theory. This article will review the strategic planning process, describe the selection of a nursing theory to incorporate into a nursing department strategic plan, and give examples of the integration of strategic planning and nursing theory.

Empathy↗
PubMed1991

ANNA long-range planning: historical overview.

Long-range planning is essential to organizational survival but developing a plan is only the beginning. Developing yearly action plans to meet objectives and revising plans as necessary are ongoing responsibilities of the governing board, national committees, and staff. ANNA has been extremely successful with planning efforts throughout its history, primarily because it was responsive to its members. The association was not always on track, but it was never far away. Approaches to planning have become more sophisticated over the last 10 years, but earlier planning efforts were just as effective. We can gain reaffirmation of important organizational concepts from historical review. These are: (a) the life blood of the association is its members; (b) ideas for needed services are only valid if they represent the stated interests of the practitioner; (c) associations that offer unwanted services are doomed to fail; and (d) the continuing input from all members is essential to continued growth. As you read through the following articles on planning, keep in mind those goals established by our founding members, appreciate how insightful, progressive, and accurate they were even if their goals were not always understood, appreciated, or universally accepted at the time. Current long range plans and today's concepts for the future may be received in a similar fashion with great interest and enthusiasm by some and with increduality or total confusion by others. The goals deserve discussion and feedback--it is the member's right and responsibility to do so and it is critical to the future of ANNA. Nephrology nurses are as unique today as they were in the early 1960s. Through our professional home, ANNA, we have the power to achieve more for our specialty nursing practice than ever before, and, to share our work with sister organizations throughout the world. All it takes is planning.

History, 20th Century↗
PubMed1995

Planning appropriate hospitals for developing countries.

Since the most prevalent characteristic of developing countries is the lack of human and financial resources, and that social custom and practice play a more important role in developing countries than in others, the paper discusses how those characteristics influence the planning of hospitals, focusing on the issues that differentiate hospitals in developing countries from those in other parts of the world. Against that background the paper proposes an approach to planning hospitals for incremental development and for subsequent growth and change to ensure that they will remain appropriate to evolving patterns of healthcare and changing circumstances in developing countries.

Developing Countries↗