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Results for “Regional Health Planning”

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At least 19 recordsLinked to original sources
PubMedDate not supplied

Home care after hip fracture in a health planning region.

Health-care restructuring has increased the focus on integrating health care. Therefore the study purpose was to quantify patient movement from hospital to home care before restructuring occurred in a health planning district. Hospital discharge abstracts and home care records identified patients with a hip fracture who used home care (n = 353). Patients from acute care were more likely than rehabilitation or convalescent inpatients to wait > 3 days for home care after hospital discharge (RR 1.54, 95% CI 1.18, 2.00). Institution-dwellers were more likely than community-dwellers to wait > 3 days for home care (RR 2.35, 95% CI 1.86, 2.97). Home care rehabilitation clients were more likely than non-rehabilitation users to wait > 3 days for home care (RR 2.10, 95% CI 1.42, 3.09). Waiting time for home care is associated with hospital care setting and the home care service utilized. Evaluations of restructuring efforts should consider accounting for these relationships.

Activities of Daily Living↗
PubMed1993

Keys to effective regional health planning--an organizational behaviour approach.

Given its political appeal, economic logic and community-based focus, regional planning has re-emerged as a significant strategic initiative in our shifting health care system. As regional planning becomes more prevalent in Canada, it is increasingly necessary to establish a framework of sound organizational behaviour principles in which it can succeed. These principles--which relate to human relations and group interactions--are especially relevant in a complex undertaking such as regional health planning which is often encumbered by stakeholder self-interest, philosophical differences and a tradition of autonomy and independent initiative.

Canada↗
PubMed1979

Decisionmaking in regional health planning agencies.

Health Systems Agencies (HSAs), the new regional health planning agencies established by the National Health Planning and Resources Development Act of 1974, have as their major goals quality, accessibility, continuity and cost containment. One of the tools for cost containment available to HSAs is their active participation in the statewide certificate-of-need (CON) program. To help anticipate how HSAs may play their CON roles, this article reviews the CON decisionmaking processes of two Comprehensive Health Planning (CHP) agencies, the predecessors of HSAs. While most CHPs lacked specific health plans and powers. the two California agencies examined have had both regional plans and roles in CON programs comparable to the present HSAs'. Our focus is on the decisionmaking process rather than the effectiveness of CON programs. A simple descriptive model is developed based on the assumptions that the planners seek satisfactory, rather than optimal solutions and that the data available are extremely limited. The cases analyzed suggest that, while most projects exceed the bed need standards, institutions were almost always able to demonstrate a need through various special circumstances. Once a need has been shown, the agency was able to deny an application only if a better alternative were available. This study suggests two approaches to improving regional health planning decisionmaking. First, identified needs can be better met either by increasing the agency's ability to generate alternatives or by encouraging health facilities to submit competing applications. Second, a regional health care budget would force the agency to make choices among competing needs.

California↗
PubMed2000

[Perinatal and newborn care in the Emilia-Romagna Region health planning].

The report summarizes the contents of a conclusion of a document of the workshop "Neonatal and Prenatal Intensive Care" activated by the Emilia-Romagna Region to set up the third Regional Health Planning 2000-2002. The proposals, wholly taken from the Regional Program, aim to improve the care improving the outcomes in terms of mortality and maternal-infant disability. The organizing model proposed is that of integrated networks of services distributed according to a hierarchy of functions (Hub & Spoke model): 1st, 2nd, and 3rd level of functions. The network services should function as an integrated system, governed by agreed clinical and organizational guidelines, in which requirements of equipment sets and professional abilities are identified, as well as, relationship criteria among the different levels that regulate the by-directional course of the patients and/or the operators: the continuous training activity, the monitoring of a set of process indicators and results and also the clinical-organizational audit activity, are the instruments identified for results verification and for continuous actions of improvements.

Female↗