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Hospital managers and planners are facing a data explosion. The concept of Critical Success Factor can help them evaluate the relative importance of the information they receive and structure those data into meaningful patterns.
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Hospitals trying for successful business cooperation with physicians have become frustrated with risky joint ventures, quick-fix recruiting plans, and management service organizations. An integrated delivery system (IDS), however, may succeed where other approaches have failed. An IDS can align physician and hospital strategic planning, command more favorable contract terms from payers, and meet community needs in recruiting physicians and allocating capital. With the healthcare payment system likely to remain chaotic, however, the value of IDS improvements to healthcare delivery remains to be seen.
Hospital administrators cannot afford to sit back, amazed at technological progress. They must be able to assess technology--both currently available and planned for the future--and they must be willing to adapt to rapid change. Assessing and planning for technology are essential for future survival.
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When a hospital planned an addition that would allow library expansion, the librarian looked into relevant literature for information on what improvements she should request for the new library. Shortly she was reading not for self-instruction alone but also to strengthen her credentials for membership on the planning team. The bibliography which resulted has been annotated and, by means of an index, classified. Topics examined in the twenty-five references range from library standards and the writing of a significant building program to attainment of happy collaboration between librarian and architect, space relationships designed to facilitate work flow, planned flexibility for the sake of the future, and heating, lighting, decoration, library equipment, and furniture.
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Explore the source record for details and available documents.
Explore the source record for details and available documents.
Explore the source record for details and available documents.
Explore the source record for details and available documents.
Explore the source record for details and available documents.
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Interdisciplinary hospital planning processes are examined. Nurses, physicians, hospital administrators, and support and ancillary personnel from 75 hospitals participating in the national Strengthening Hospital Nursing Program indicate their perceptions of the project in relation to the centrality of the program in their hospitals, planning team development, and political issues. Differences and similarities among the professional groups are discussed. Additional articles on the Strengthening Hospital Nursing Program have appeared in the May and June 1992 issues of JONA. Part 1 explored the planning process in single and consortium hospital sites, and Part 2 examined the characteristics of effective planning processes.
Hospital planning : why? how? from when? in which frame? These are the questions raised in this article. A historical review is made for the criteria used in hospital planning today. The most important steps are related to changes in hospital psychiatry policy: creation of open services in 1960, integration of psychiatric services in the law on hospitals and development of outpatient services in 1970. The authors emphasize the difficulties in planning because of services overlapping and economic difficulties. The outpatients services and the services for "handicapped" should also be part of a general planning. The problems of coordination between these sectors both for planning and functioning are also raised in this article.
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