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Books on the topic 'Healthcare business plan'

Author: Grafiati

Published: 10 September 2021

Last updated: 7 February 2022

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1

Trust, Fife Healthcare NHS. Business plan, 1994/95. LEV: Fife Healthcare, 1994.

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2

Trust, Lambeth Healthcare NHS. Contract for community healthcare 1996-97: (summary business plan), incorporating alphabetical index of services. London: Lambeth Healthcare NHS Trust, 1997.

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3

United Bristol Healthcare NHS Trust. The year in focus: A summary of the business plan of the United Bristol Healthcare NHS Trust 1992/93. Bristol: United Bristol Healthcare NHS Trust, 1992.

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4

Lucash, Peter D. Medical practice change management: Strategies and techniques for the changing business of healthcare. Chicago: Irwin Professional Pub., 1997.

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5

Studin, Ira. Strategic healthcare management: Applying thelessons of today's top management experts to the business of managed care. Burr Ridge, Ill: Irwin, 1995.

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6

DeMuro, Paul R. Fundamentals of managed care and network development: A business guide for healthcare professionals and providers. New York: McGraw Hill Healthcare Education Group, 1999.

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7

Strategic healthcare management: Applying the lessons of today's top management experts to the business of managed care. Burr Ridge, Ill: IRWIN, 1995.

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8

Business concepts for healthcare providers: A quick reference for midwives, NPs, PAs, CNSs and other disruptive innovators. Sudbury, MA: Jones and Bartlett, 2004.

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9

Healthcare and small business: Real options for Colorado businesses : field hearing before the Subcommittee on Workforce, Empowerment & Government Programs of the Committee on Small Business, House of Representatives, One Hundred Ninth Congress, second session, Washington, DC [sic], August 10, 2006. Washington: U.S. G.P.O., 2006.

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10

O'Malley, John F. Managed care referral: How to develop a systematic sales approach for building your referral business in today's healthcare environment. Chicago: Irwin Professional Pub., 1996.

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11

Healthcare and small business: Proposals that will help lower costs and cover the uninsured : hearing before the Subcommittee on Workforce, Empowerment & Government Programs of the Committee on Small Business, House of Representatives, One Hundred Ninth Congress, second session, Washington, DC, April 27, 2006. Washington: U.S. G.P.O., 2006.

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12

Providing for consideration of H.R. 4279, to amend the Internal Revenue Code of 1986 to provide for the disposition of unused health benefits in cafeteria plans and flexible spending arrangements, H.R. 4280, Help Efficient, Accessible, Low-cost, Timely Healthcare (HEALTH) Act of 2004, and H.R. 4281, Small Business Health Fairness Act of 2004: Report (to accompany H. Res. 638). Washington, D.C: U.S. G.P.O., 2004.

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13

Powers, Jason. 2020 Healthcare Business Plan: Privatized System, Medical Mall Court Model. Deep Center Field Press, 2020.

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14

United Bristol Healthcare NHS Trust., ed. Looking foreward: A summary of the business plan if the United Bristol Healthcare Trust. Bristol: United Bristol HealthcareTrust, 1993.

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15

Stewart, Alex G., Sam Ghebrehewet, and David Baxter. Business continuity: Illustrated by hospital ward closures. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780198745471.003.0013.

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This chapter describes the strategies for business continuity when a significant challenging event affects a hospital or other healthcare provider: the scenario is a norovirus outbreak affecting several wards and staff. The strategy includes business impact analysis and a disaster recovery plan. The importance of developing a generic response plan, rather than a response for each type of incident, is emphasized. The early involvement of the infection control team, isolating or cohorting patients, and liaison with the community are essential components of the response. The chapter describes how a ‘less serious event’ (a few reported cases) may rapidly escalate into a major incident. The business continuity plan should be implemented early, and should identify which services can be stopped, and which must continue. Finally, the importance of holding a multi-agency and multi-professional debrief meeting as soon as the incident is declared over is emphasized, with revision of the plan accordingly.

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16

Staender, Sven, and Andrew Smith. Safety and quality assurance in anaesthesia. Edited by Philip M. Hopkins. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780199642045.003.0036.

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Quality assurance has its roots in industry and therefore is strongly influenced by concepts from business, hence the reference to the definition of the term ‘quality’ according to the International Standard Organization (ISO), for example. In order to better understand the various concepts of quality assurance, this chapter clarifies concepts such as ‘effectiveness’, ‘efficiency’, ‘patient-centredness’, and ‘equity’. Of major importance in clinical medicine are guidelines, standards, recommendations, and their grade of evidence. Guidelines in particular have the advantage of facilitation of the practice of evidence-based medicine in that they can provide a practically orientated summary of the relevant research literature. Other important tools for quality assurance include ‘plan–do–study–act’ (PDSA) cycles, process mapping, monitoring of outcome indicators, auditing, and peer review. Patient safety is another rather young discipline in academic medicine. Triggered by the landmark publication of To Err is Human by the US Institute of Medicine (IOM) in 1999, patient safety gained widespread attention in healthcare. Anaesthesiology as a typical safety discipline was among the first to adopt safety measures such as ‘incident reporting’ or ‘human factors training’ years before the IOM report. Safety is closely related to outcome and therefore mortality, morbidity, as well as adverse events in general have to be considered. In order to improve, safety lessons can be learned from the so-called high-reliability organizations and transferred into clinical practice.

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17

The Managed Care Contracting Handbook: Planning and Negotiating the Managed Care Relationship (Hfma Healthcare Financial Management Series). McGraw-Hill Companies, 1996.

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