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Cost & quality quarterly journal : CQ最新文献

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Specialty capitation methodology. Part 1. 专业资本化方法。第1部分。
J Selevan
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引用次数: 0
Diagnostic certainty and hospital resource use. 诊断确定性与医院资源利用。
J R Lave, R A Bankowitz, P Hughes-Cromwick, N B Giuse

Objective: To determine whether the house staff's subjective probability estimates of their initial admitting diagnoses are independent predictors of in-hospital resource consumption.

Design: Descriptive correlational study.

Setting: Academic medical center inpatient setting.

Patients: Patients admitted to general medicine wards.

Measurements: A visual analog scale with hash marks at 0, 25, 50, 75 and 100 was used to obtain a subjective probability estimate that the house staff's initial admitting diagnosis was a correct diagnosis. This provided the measure of diagnostic "certainty" at the time of admission. Patient demographic data, prior hospital stays, distance from hospital, MedisGroups scores, outlier status and vital status at discharge were obtained from administrative systems. Length of stay, total charges, cost estimates (total departmental), and number of consultations were obtained from the hospital-based transaction master database.

Results: House staff evaluated 1,778 admissions, 77.2% were assigned a diagnostic certainty rating of 75% or higher. In univariate analysis, the certainty rating did not vary with the MedisGroups score, outlier status or vital status at discharge. It varied with prior stays and measures of resource use. In multivariate analysis, the certainty rating was a significant factor accounting for variation in each of the measures of resource utilization with the exception of adjusted pharmacy charges.

Conclusions: Even in a teaching hospital only a small proportion of patients had an "uncertain" diagnosis (22.8%). Nonetheless, the certainty variables were significantly related to measures of resource consumption including length of stay, total costs and number of consults obtained.

目的:探讨住院部工作人员对初次入院诊断的主观概率估计是否为院内资源消耗的独立预测因子。设计:描述性相关研究。设置:学术医疗中心住院设置。病人:住在普通内科病房的病人。测量方法:使用带有0、25、50、75和100的散列标记的视觉模拟量表来获得院舍工作人员最初的入院诊断是正确诊断的主观概率估计。这提供了入院时诊断“确定性”的测量。患者人口统计数据、住院时间、离医院的距离、MedisGroups评分、离群值和出院时的生命体征均来自管理系统。从基于医院的事务主数据库中获得住院时间、总收费、成本估算(整个部门)和会诊次数。结果:医院工作人员评估了1778名入院者,77.2%的诊断确定性评分为75%或更高。在单变量分析中,确定性评分不随MedisGroups评分、异常状态或出院时的生命状态而变化。它因先前的停留时间和资源使用措施而异。在多变量分析中,除了调整后的药房收费外,确定性评级是每个资源利用指标变化的重要因素。结论:即使在教学医院,也只有一小部分患者的诊断“不确定”(22.8%)。尽管如此,确定性变量与包括住院时间、总费用和获得的咨询次数在内的资源消耗措施显著相关。
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引用次数: 0
The benefit of intensivists. 强化主义者的好处。
D B Chalfin
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引用次数: 0
Developing a strategic plan for the nursing workforce. The California experience. 为护理人员制定战略计划。加州的经历。
S B Keating
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引用次数: 0
Re-engineering the medical staff. Simplification is key. 重组医务人员。简化是关键。
S van Hall

Medical staffs are finding they must make do with less--less administrative support from financially strapped hospitals, and less volunteer physician member time from physicians who are distracted by managed care and by managing their changing practices. All too often the medical staff tries to do what they have always done, only faster, and with less help. This just frustrates those who were already working hard. The better alternative? Re-engineer the medical staff with the goal of simplifying operations. A critical look at the tasks undertaken by the medical staff often reveals that far too much time is spent doing unnecessary things. When asked, "Why do you do all this?" the answer is often, "because we are required to do it!" Yet scrutiny reveals that it is not required and that the task could be eliminated. Just because something "has always been done that way" does not mean it still must. It is time to look at the medical staff structure and procedures with a new set of questions: What is really required? What has great value for us? What can be jettisoned without affecting our operations?

医务人员发现,他们必须在更少的情况下凑合——来自财政拮据的医院的行政支持越来越少,来自被管理式医疗和管理不断变化的实践分散注意力的医生的志愿医生时间也越来越少。医务人员常常试图做他们一直在做的事情,只是更快,更少的帮助。这只会让那些已经努力工作的人感到沮丧。更好的选择是什么?以简化操作为目标,对医务人员进行重组。批判性地审视医务人员所承担的任务往往会发现,太多的时间花在了不必要的事情上。当有人问:“你们为什么要做这一切?”答案往往是:“因为我们被要求这么做!”然而,仔细审查后发现,这并不是必需的,而且这项任务可以取消。仅仅因为某件事“一直是这样做的”并不意味着它仍然必须这样做。现在是时候用一系列新的问题来审视医疗人员的结构和程序了:真正需要的是什么?什么对我们有很大的价值?什么东西可以丢弃而不影响我们的运作?
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引用次数: 0
Avoiding problems in practice acquisition and recruitment. 避免在招聘实践中出现问题。
S F van Hall
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引用次数: 0
The Institute for Medical Quality. California's answer to continuous quality improvement? 医疗质量研究所。加州如何应对持续的质量改进?
J K Silverman
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引用次数: 0
Healthcare online. 医疗在线。
R A DeMoro
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引用次数: 0
The dilemma of full-time ICU physician coverage. ICU专职医生覆盖的困境。
D Crippen
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引用次数: 0
Can there be too much information? Using the Internet as a primary source of information for business decisions. 会不会有太多的信息?使用Internet作为业务决策的主要信息来源。
L Barr
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引用次数: 0
期刊
Cost & quality quarterly journal : CQ
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