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Artículos de revistas sobre el tema "Health policy, Planning and management"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 1 de febrero de 2022

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1

Mark, Debra D., and Lieutenant Colonel. "Health Policy and Case Management." Care Management Journals 2, no. 3 (2000): 160–68. http://dx.doi.org/10.1891/1521-0987.2.3.160.

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The purpose of this article is to analyze the performance of and support for case management using a policy framework in order to increase case managers’ awareness of policy making and facilitate successful planning for future policy initiatives. Feldstein’s (1996) theory of opposing legislative outcomes indicates that legislation can be viewed on a continuum, ranging from legislation that meets the needs of the public to legislation considered to be in the self-interest of the participants and legislators. The current health care system requires that case managers working for publicly funded

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2

Green, Andrew, Charles Collins, and Carol Barker. "Ten best books in … health planning and management." Health Policy and Planning 3, no. 1 (1988): 80–82. http://dx.doi.org/10.1093/heapol/3.1.80.

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3

Smith, Jack. "The strategic planning of health management information systems." Australian Health Review 18, no. 4 (1995): 26. http://dx.doi.org/10.1071/ah950026.

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This paper discusses the roles and functions of strategic planning of informationsystems in health services. It selects four specialised methodologies of strategicplanning for analysis with respect to their applicability in the health field. It thenexamines the utilisation of information planning in case studies of three healthorganisations (two State departments of health and community services and oneacute care institution). Issues arising from the analysis concern the planning process,the use to which plans are put, and implications for management.

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4

Lee, Kenneth. "Introducing theInternational journal of health planning and management." International Journal of Health Planning and Management 1, no. 1 (1985): 1–4. http://dx.doi.org/10.1002/hpm.4740010102.

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5

Blatner, Keith A., Charles E. Keegan, Jay O'Laughlin, and David L. Adams. "Forest Health Management Policy." Journal of Sustainable Forestry 2, no. 3-4 (1994): 317–37. http://dx.doi.org/10.1300/j091v02n03_07.

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6

Schreuder, R. F. "Scenarios for health planning and management: The dutch experience." International Journal of Health Planning and Management 3, no. 2 (1988): 73–87. http://dx.doi.org/10.1002/hpm.4740030203.

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7

Ambegaokar, M. "Family planning and sexual health organizations: management lessons for health system reform." Health Policy and Planning 19, suppl_1 (2004): i22—i30. http://dx.doi.org/10.1093/heapol/czh042.

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8

Kilpatrick, Anne Osborne, Krishna S. Dhir, and John M. Sanders. "Health care technology assessment: A policy planning tool." International Journal of Public Administration 14, no. 1 (1991): 59–82. http://dx.doi.org/10.1080/01900699108524703.

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9

Plotnick, David. "Computer applications for management planning and control." Journal of Ambulatory Care Management 8, no. 3 (1985): 67–77. http://dx.doi.org/10.1097/00004479-198508000-00009.

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10

Siegrist, Richard B., and Christine S. Blish. "Cost Accounting, Management Control, and Planning in Health Care." American Journal of Health-System Pharmacy 45, no. 2 (1988): 372–79. http://dx.doi.org/10.1093/ajhp/45.2.372.

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11

Rhyne, David M., and David Jupp. "Health care requirements planning." Health Care Management Review 13, no. 1 (1988): 17–28. http://dx.doi.org/10.1097/00004010-198824000-00005.

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12

SIMMONDS, STEPHANIE. "Human resource development: the management, planning and training of health personnel." Health Policy and Planning 4, no. 3 (1989): 187–96. http://dx.doi.org/10.1093/heapol/4.3.187.

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13

Wiesman, John, and Edward L. Baker. "Succession Planning and Management in Public Health Practice." Journal of Public Health Management and Practice 19, no. 1 (2013): 100–101. http://dx.doi.org/10.1097/phh.0b013e318272bb09.

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14

Rosenberger, Herbert R., and Kate M. Kaiser. "Strategic planning for health care management information systems." Health Care Management Review 10, no. 1 (1985): 7–18. http://dx.doi.org/10.1097/00004010-198501010-00002.

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15

Meddin, Jacob, Alison Coventry, Duncan Boldy, and Mark Liveris. "Evaluating Consumer and Provider Participation in Health Services Policy, Planning, and Management." Evaluation Review 14, no. 2 (1990): 134–50. http://dx.doi.org/10.1177/0193841x9001400202.

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16

Friss, Lois. "C. Health Services Management And Policy Bibliography." Review of Policy Research 5, no. 2 (1985): 459–74. http://dx.doi.org/10.1111/j.1541-1338.1985.tb00370.x.

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17

Hamilton, Monica. "Combining Utilization Management and Discharge Planning." Journal For Healthcare Quality 17, no. 4 (1995): 7–10. http://dx.doi.org/10.1111/j.1945-1474.1995.tb00785.x.

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18

Smith, Howard L., Neill F. Piland, and Michael J. Funk. "Strategic planning in rural health care health care organizations." Health Care Management Review 17, no. 3 (1992): 63–80. http://dx.doi.org/10.1097/00004010-199222000-00009.

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19

Munslow, Barry, and Tim O'Dempsey. "Health planning and management in the transition from humanitarian emergencies to development." International Journal of Health Planning and Management 24, S1 (2009): S2—S3. http://dx.doi.org/10.1002/hpm.1024.

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20

Ikegami, Naoki. "The concept of gemeinschaft in health planning and management: A Japanese perspective." International Journal of Health Planning and Management 1, no. 1 (1985): 27–43. http://dx.doi.org/10.1002/hpm.4740010105.

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21

Neuhaus, Rolf, and Wilhelm F. Schräder. "Planning and management of public health in the federal republic of germany." Health Policy 5, no. 2 (1985): 99–109. http://dx.doi.org/10.1016/0168-8510(85)90025-9.

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22

Esfahani, Parvaneh, Ali Mohammad Mosadeghrad, and Ali Akbarisari. "The success of strategic planning in health care organizations of Iran." International Journal of Health Care Quality Assurance 31, no. 6 (2018): 563–74. http://dx.doi.org/10.1108/ijhcqa-08-2017-0145.

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Purpose Although strategic planning promised to boost organizational performance, many health care managers found it difficult to implement it successfully. The purpose of this paper is to investigate the success of strategic planning in health care organizations of Iran. Design/methodology/approach This descriptive and cross-sectional study was conducted in 2016 using a valid and reliable questionnaire completed by 99 health care managers in Tehran province, Iran. Findings Strategic planning was positively related to organizational performance including employees’ and patients’ satisfaction a

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23

Dalston, Jeptha W., Lawrence D. Prybil, Howard Berman, and John S. Lloyd. "Transforming the Accreditation of Health Care Management Education." INQUIRY: The Journal of Health Care Organization, Provision, and Financing 42, no. 4 (2005): 320–34. http://dx.doi.org/10.5034/inquiryjrnl_42.4.320.

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Recognizing the considerable changes occurring over recent years in health care, the Accrediting Commission on Education for Health Services Administration (ACEHSA) sought to remake itself to become a more vital participant in the field. This article reports the rationale, objectives, and process pursued by ACEHSA as it underwent this transformation and adopted a new name: Commission on Accreditation of Healthcare Management Education (CAHME). This paper features the planning document adopted to lead CAHME through the future. It also highlights actions taken to date and subsequent steps planne

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24

Fanelli, Simone, Gianluca Lanza, and Antonello Zangrandi. "Competences management for improving performance in health organizations." International Journal of Health Care Quality Assurance 31, no. 4 (2018): 337–49. http://dx.doi.org/10.1108/ijhcqa-02-2017-0035.

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PurposeThe purpose of this paper is to describe the design and construction of a privilege mapping system (clinical and organizational competences) of the medical staff of the Niguarda Hospital in Milan, Italy. The second aim is to measure and assess the impact of implementing an evaluation process of clinical competences at the same hospital.Design/methodology/approachThe paper retraces the development and implementation of the evaluation of the privilege system, highlighting the subjects involved, the phases and outputs. Moreover, a questionnaire was distributed to 50 heads of unit involved

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25

MacDonald, Susan K., J. Edna Beange, and Peter C. H. Blackford. "Planning for Strategic Change? A Participative Planning Approach for Community Hospitals." Healthcare Management Forum 5, no. 3 (1992): 31–37. http://dx.doi.org/10.1016/s0840-4704(10)61213-6.

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Strategic planning is becoming to hospitals what business case analysis is to private corporations. In fact, this type of planning is becoming essential for the professional management of Ontario hospitals. The participative strategic planning process at Toronto East General Hospital (TEGH) is an example of how a professionally structured and implemented strategic planning process can be successfully developed and implemented in a community hospital. In this article, the environmental factors driving planning are reviewed and the critical success factors for the development and implementation

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26

Broyles, Robert W., Steven Mattachione, and Amir Khaliq. "A planning model for the short-term management of cash." Health Services Management Research 24, no. 1 (2011): 37–44. http://dx.doi.org/10.1258/hsmr.2010.010012.

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27

Vitry, Agnes I., Elizabeth E. Roughead, Emmae N. Ramsay, et al. "Chronic disease management: does the disease affect likelihood of care planning?" Australian Health Review 36, no. 4 (2012): 419. http://dx.doi.org/10.1071/ah11100.

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Objective. To compare the demographic, socioeconomic, and medical characteristics of patients who had a General Practitioner Management Plan (GPMP) with those for patients without GPMP. Methods. Cohort study of patients with chronic diseases during the time period 1 July 2006 to 30 June 2008 using the Australian Department of Veterans’ Affairs (DVA) claims database. Results. Of the 88 128 veterans with chronic diseases included in the study, 23 015 (26%) veterans had a GPMP and 11 089 (13%) had a Team Care Arrangement (TCA). Those with a GPMP had a higher number of comorbidities (P < 0.001)

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28

Messutta, Donna. "Advocacy for Health Care Policy in Case Management." Professional Case Management 23, no. 5 (2018): 282–87. http://dx.doi.org/10.1097/ncm.0000000000000315.

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29

Mock, Nancy, James Setzer, Ian Sliney, Gado Hadizatou, and William Bertrand. "Development of Information-Based Planning in Niger." International Journal of Technology Assessment in Health Care 9, no. 3 (1993): 360–68. http://dx.doi.org/10.1017/s0266462300004621.

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AbstractThe authors present their experiences in assisting the government of Niger to develop automated information systems for health care management. They discuss the structure of the health system, the role of donor assistance, the process of initiating automated systems, and the technical requirements and costs of the system. Finally, they draw general conclusions that may be useful for those attempting similar efforts.

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30

Xu, Lizheng, Fan Yang, Jingjie Sun, Stephen Nicholas, and Jian Wang. "Evaluating Family Planning Organizations Under China’s Two-Child Policy in Shandong Province." International Journal of Environmental Research and Public Health 16, no. 12 (2019): 2121. http://dx.doi.org/10.3390/ijerph16122121.

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Background: The 2015 two-child policy was the most important institutional change in China’s family planning since the 1978 one-child policy. To implement the two-child policy, China merged the former health departments and family planning departments into the new Health and Family Planning Commission organization. We collected and analyzed funding and expenditure data, providing a novel approach to assessing the family planning outcomes under China’s two-child policy. The paper shows how the management structure and funding levels and streams shifted with the new two-child policy and assesses

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31

Fleury, Marie-Josée, Jean-Louis Denis, and Claude Sicotte. "The role of regional planning and management strategies in the transformation of the healthcare system." Health Services Management Research 16, no. 1 (2003): 56–69. http://dx.doi.org/10.1258/095148403762539149.

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Drawing on a case study, this article questions the role of planning and management strategies in the process of transforming a regional public healthcare system that involves a number of organizations and is characterized by fluidity in its functions and division of power. It examines the efficacy of the Regional Plan for the Organization of Health Services (PROS) in reforming the mental health sector in a health and social service district in Quebec, in terms of integrated regional management of mental healthcare and activities at the local level. The regional planning procedure involves a m

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32

Muller, Lynn S. "Health Care Policy." Professional Case Management 19, no. 3 (2014): 145–47. http://dx.doi.org/10.1097/ncm.0000000000000031.

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33

Lau, Francis, Denis Protti, and Patricia Coward. "A Review of Information Management Practices for Health Ministries." Healthcare Management Forum 18, no. 2 (2005): 14–21. http://dx.doi.org/10.1016/s0840-4704(10)60349-3.

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This is a review paper on best practices in information management for health ministries in governments. It is based on a recent study in which we examined information management (IM) and information technology (IT) functions inside a provincial health ministry. In order to foster best IM practices we offer five key guiding principles followed by five recommendations for action. We urge governments to consider these principles and recommendations when planning the IM function for their health ministries.

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34

Noble, Ronald M., and Jon T. Moore. "COASTAL REGIONAL SEDIMENT MANAGEMENT PLAN." Coastal Engineering Proceedings 1, no. 32 (2011): 29. http://dx.doi.org/10.9753/icce.v32.management.29.

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Regional Sediment Management (RSM) is a planning approach that seeks to address coastal sediment processes on a broader geographic scale. It recognizes that sand, cobble, and fine sediment are important natural resources that are critical to the environmental health and economic vitality of the coastal zone. The relevant sediment processes overlap multiple geopolitical boundaries which explains why a regional planning perspective is needed. To be effective a comprehensive road map is needed to addresses how to conserve and restore the valuable sediment resources, reduce shoreline erosion and c

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35

Allen, Connie, and Stella Stevens. "Health service integration: a case study in change management." Australian Health Review 31, no. 2 (2007): 267. http://dx.doi.org/10.1071/ah070267.

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Health service integration seems a logical and desirable strategy to improve both the efficiency and quality of service delivery. Failure of implementation is common but may not be inevitable. This paper reports on a case study involving structured interviews and focus groups within one health service which has attempted to integrate one area of its acute and community health services. Health service integration was regarded very positively by clinicians and administrators in this case study but the change management process utilised in its implementation was not, suggesting a need for greater

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36

Bull, Robert. "Clinicians' contributions tohealthcare management." Australian Health Review 24, no. 4 (2001): 42. http://dx.doi.org/10.1071/ah010042.

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Primary tasks for clinical directors are to disseminate information to colleagues, provide feedback to senior professional managers, and to play key roles in strategic planning and resource allocation in health services. These tasks are seen to reduce barriers between clinicians and management. The application of clinical directorates across healthcare organisations is inconsistent and ambiguous. When set clear guidelines, clinical directors can impact on the decision-making process within senior management. As further applications of clinical directors in management occur, development of the

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37

Walsh, Cynthia M., and John S. Coldiron. "Enhanced Length of Stay Management through Monitoring of Discharge Planning Parameters." American Journal of Medical Quality 8, no. 3 (1993): 128–33. http://dx.doi.org/10.1177/0885713x9300800304.

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38

Nutt, Paul C. "Planning Methods for Health and Related Organizations." Health Care Management Review 10, no. 3 (1985): 92. http://dx.doi.org/10.1097/00004010-198501030-00020.

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39

Rhyne, David M., and David Jupp. "Health care requirements planning: A conceptual framework." Health Care Management Review 13, no. 1 (1988): 17–27. http://dx.doi.org/10.1097/00004010-198801310-00005.

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40

Smith, Howard L., Neill F. Piland, and Michael J. Funk. "Strategic planning in rural health care organizations." Health Care Management Review 17, no. 3 (1992): 63–80. http://dx.doi.org/10.1097/00004010-199201730-00008.

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41

Harrell, Gilbert D., and Matthew F. Fors. "Planning evolution in hospital management." Health Care Management Review 12, no. 1 (1987): 9–22. http://dx.doi.org/10.1097/00004010-198701210-00003.

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42

Harrell, Gilbert D., and Matthew F. Fors. "Planning evolution in hospital management." Health Care Management Review 12, no. 1 (1987): 9–22. http://dx.doi.org/10.1097/00004010-198712010-00003.

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43

Eni, Godwin O., and Joseph K. H. Tan. "Going North on a North-Bound Trail: A Model for Achieving Health Management Goals and Objectives." Health Services Management Research 2, no. 2 (1989): 146–54. http://dx.doi.org/10.1177/095148488900200206.

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A basic managerial problem in decision making is to synthesise and priorise information relating to the achievement of organisational goals and objectives. This paper discusses the role of critical success factors in health services planning as a means for sorting out and specifying relevant information necessary for achieving organisational goals and managerial objectives. The proposed approach enhances existing planning procedures for health care organisations. Within a conceptual framework of the health care system, managerial insights are provided for the realisation of organisational goal

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44

Harber, B. W., and SA Miller. "Program Management and Health Care Informatics: Defining Relationships." Healthcare Management Forum 7, no. 4 (1994): 28–35. http://dx.doi.org/10.1016/s0840-4704(10)61075-7.

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The program management (PM) structure is a relatively well-known organizational model for hospitals. A variation of the matrix structure, it allows for an interdisciplinary team of health care providers to facilitate patient care delivery. However, providing such focused care results in a complex, highly information-dependent operational environment. To meet the information needs of such an environment, careful planning in selecting and implementing technology is required. Along with supporting patient care, the technology will also help in managing costs, human resources, quality and utilizat

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45

Harvey, Peter W., John Petkov, Inge Kowanko, Yvonne Helps, and Malcolm Battersby. "Chronic condition management and self-management in Aboriginal communities in South Australia: outcomes of a longitudinal study." Australian Health Review 37, no. 2 (2013): 246. http://dx.doi.org/10.1071/ah12165.

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Objectives. This paper describes the longitudinal component of a larger mixed methods study into the processes and outcomes of chronic condition management and self-management strategies implemented in three Aboriginal communities in South Australia. The study was designed to document the connection between the application of structured systems of care for Aboriginal people and their longer-term health status. Methods. The study concentrated on three diverse Aboriginal communities in South Australia; the Port Lincoln Aboriginal Health Service, the Riverland community, and Nunkuwarrin Yunti Abo

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46

Kissné Horváth, Ildikó. "Patient registries from the view of health policy." Orvosi Hetilap 155, no. 19 (2014): 729–31. http://dx.doi.org/10.1556/oh.2014.29917.

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Integrated health data management and disease registries which are able to support evidence-based decision making are of critical importance for health policy. Data provided by disease registries are used for the development of health strategy, planning of preventive activities, capacity-building in health care provision, improving health care quality, and planning clinical trials. Disease registries monitoring epidemiology, natural history of diseases, treatment outcomes and the detection of adverse reactions are requested not only by policy-makers, but public health authorities and health ca

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47

Ramani, K. V., and Dileep Mavalankar. "Management capacity assessment for national health programs." Journal of Health Organization and Management 23, no. 1 (2009): 133–42. http://dx.doi.org/10.1108/14777260910942605.

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PurposeThis paper aims to focus on the management capacity assessment of the Reproductive and Child Health (RCH) program at the state level.Design/methodology/approachBased on an extensive literature survey, and discussions with senior officers in charge of RCH program at the central and state level, the authors have developed a conceptual framework for management capacity assessment. Central to their framework are a few determinants of management capacity, a set of indicators to estimate these determinants, and a management capacity assessment tool to be administered by each state. A pilot su

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48

Thompson, D. "Business Planning in Hong Kong Hospitals: The Emergence of a Seamless Health Care Management Process." Health Services Management Research 9, no. 3 (1996): 192–207. http://dx.doi.org/10.1177/095148489600900305.

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This paper examines the progress made by public hospitals in Hong Kong in implementing a business planning approach. A review of available literature suggests two main exploratory themes. The first establishes the key features of business planning in the private sector. The second theme discusses the problems of adapting this approach to the distinctive requirements of the public sector. The literature also suggests three dimensions for evaluating planning: incremental-developmental; reactive-proactive; ends-means. Qualitative data were collected by scrutinizing relevant organizational documen

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49

Edgett, Scott J. "Portfolio Management for Off-Line Revenue Initiatives." Healthcare Management Forum 9, no. 3 (1996): 49–51. http://dx.doi.org/10.1016/s0840-4704(10)60863-0.

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During the past decade, the health services sector has experienced a period of rapid change that has resulted in the creation of a large number of new services. This article advocates the use of a service development matrix as a planning aid for senior managers seeking to attract additional revenue through the development of new services. By strategically selecting and developing new services, rather than simply imitating other health care providers, marketers will be better able to focus limited corporate resources on new service initiatives that generate positive returns.

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Noelker, Linda S. "Case Management for Caregivers." Care Management Journals 3, no. 4 (2002): 199–204. http://dx.doi.org/10.1891/cmaj.3.4.199.57449.

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This article originally was prepared as a resource guide to assist the nation’s Area Agencies on Aging as they begin developing or expanding services for the caregivers of older adults. A seminal question they face is how to provide case management service for this particular target population. The article reviews the literature on case management service generally, including its goals, functions, models, and outcomes. Its primary purpose, however, is to explicate the specific issues for providers to consider when planning and implementing case management service for caregivers. The article co

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