The publication of this special series on Innovations and Practices that Influence Patient-Centered Health Care Delivery was intended to report on research that focused on innovative practices and interventions that influence what matters most in health care: the patient. It was proposed to the Editor in March 2020, only a few weeks before many jurisdictions in the U.S. went under pandemic control measures in response to the emergence of the novel coronavirus 2019 (COVID-19) including curfews, stay-at-home orders, and other widespread restrictions. For most, the pandemic has been extremely difficult with isolation and loss impacting individuals and groups across communities and countries. Amidst this chaos, grave racial and social injustices surfaced and served to heighten awareness about inequities that permeate health care systems and delivery. The 15 papers in this special series all focus on practices in patient-centered care, with some directly addressing issues related to the pandemic and racial and social inequities. In this editorial, we highlight four papers that reflect the breadth of practices that influence patient-centered health care delivery, and also focus on the important issues of responses to the pandemic and health equity considerations. Lai and colleagues highlight the challenges associated with the deployment of primary care physicians (PCPs) to inpatient settings during the pandemic. They provide recommendations for developing a clinician-friendly and sustainable transitional workflow to overcome existing problems such as PCPs lack of up-to-date training to deliver inpatient care, workflow and technology challenges, and fatigue due to the need to work extended hours. Reportedly, nearly 31% of PCPs noted experiencing burnout, and those serving in organizations that provide pandemic-related care had a higher risk of burnout. The authors propose three practices to address these problems. First, hospitals should have a transition plan in place for PCPs to adopt new practices (e.g., functioning in a team) to effectively deliver care in a dynamically changing environment. Second, a comprehensive orientation plan should be implemented for PCPs that includes
{"title":"Innovations and Practices that Influence Patient-Centered Health Care Delivery Special Series","authors":"Naleef Fareed, S. Moffatt-Bruce, A. McAlearney","doi":"10.21037/jhmhp-21-32","DOIUrl":"https://doi.org/10.21037/jhmhp-21-32","url":null,"abstract":"The publication of this special series on Innovations and Practices that Influence Patient-Centered Health Care Delivery was intended to report on research that focused on innovative practices and interventions that influence what matters most in health care: the patient. It was proposed to the Editor in March 2020, only a few weeks before many jurisdictions in the U.S. went under pandemic control measures in response to the emergence of the novel coronavirus 2019 (COVID-19) including curfews, stay-at-home orders, and other widespread restrictions. For most, the pandemic has been extremely difficult with isolation and loss impacting individuals and groups across communities and countries. Amidst this chaos, grave racial and social injustices surfaced and served to heighten awareness about inequities that permeate health care systems and delivery. The 15 papers in this special series all focus on practices in patient-centered care, with some directly addressing issues related to the pandemic and racial and social inequities. In this editorial, we highlight four papers that reflect the breadth of practices that influence patient-centered health care delivery, and also focus on the important issues of responses to the pandemic and health equity considerations. Lai and colleagues highlight the challenges associated with the deployment of primary care physicians (PCPs) to inpatient settings during the pandemic. They provide recommendations for developing a clinician-friendly and sustainable transitional workflow to overcome existing problems such as PCPs lack of up-to-date training to deliver inpatient care, workflow and technology challenges, and fatigue due to the need to work extended hours. Reportedly, nearly 31% of PCPs noted experiencing burnout, and those serving in organizations that provide pandemic-related care had a higher risk of burnout. The authors propose three practices to address these problems. First, hospitals should have a transition plan in place for PCPs to adopt new practices (e.g., functioning in a team) to effectively deliver care in a dynamically changing environment. Second, a comprehensive orientation plan should be implemented for PCPs that includes","PeriodicalId":92075,"journal":{"name":"Journal of hospital management and health policy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47022324","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Improving health system efficiency for better health outcomes","authors":"Wu Zeng","doi":"10.21037/jhmhp-21-77","DOIUrl":"https://doi.org/10.21037/jhmhp-21-77","url":null,"abstract":"","PeriodicalId":92075,"journal":{"name":"Journal of hospital management and health policy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2021-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47327629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Department of Family and Community Medicine, College of Medicine, The Ohio State University, Columbus, OH, USA; The Center for the Advancement of Team Science, Analytics, and Systems Thinking (CATALYST), College of Medicine, The Ohio State University, Columbus, OH, USA Contributions: (I) Conception and design: DM Walker, AS McAlearney; (II) Administrative support: DM Walker, AS McAlearney; (III) Provision of study materials or patients: DM Walker, AS McAlearney; (IV) Collection and assembly of data: DM Walker, AS McAlearney; (V) Data analysis and interpretation: DM Walker, AS McAlearney; (VI) Manuscript writing: All authors; (VII) Final approval of manuscript: All authors. Correspondence to: Daniel M. Walker, PhD, MPH. Assistant Professor, Department of Family and Community Medicine, College of Medicine, The Ohio State University, 460 Medical Center Drive, Suite 520, Columbus, OH 43210, USA. Email: Daniel.Walker@osumc.edu.
美国俄亥俄州哥伦布市俄亥俄州立大学医学院家庭与社区医学系;美国俄亥俄州哥伦布市俄亥俄州立大学医学院团队科学、分析和系统思维发展中心(CATALYST)贡献:(1)概念和设计:DM Walker, AS McAlearney;(II)行政支持:DM Walker, AS McAlearney;(三)提供研究材料或患者:DM Walker, AS McAlearney;(四)数据收集与组装:DM Walker, AS McAlearney;(五)数据分析与解释:DM Walker, AS McAlearney;(六)稿件撰写:全体作者;(七)稿件最终审定:全体作者。通讯作者:Daniel M. Walker，博士，公共卫生硕士。美国俄亥俄州立大学医学院家庭和社区医学系助理教授，460 Medical Center Drive, Suite 520, Columbus, OH 43210。电子邮件:Daniel.Walker@osumc.edu。
{"title":"Barriers and facilitators to hospital implementation of obstetric emergency safety bundles: a qualitative study","authors":"D. Walker, Matthew J. Depuccio, A. McAlearney","doi":"10.21037/JHMHP-20-74","DOIUrl":"https://doi.org/10.21037/JHMHP-20-74","url":null,"abstract":"Department of Family and Community Medicine, College of Medicine, The Ohio State University, Columbus, OH, USA; The Center for the Advancement of Team Science, Analytics, and Systems Thinking (CATALYST), College of Medicine, The Ohio State University, Columbus, OH, USA Contributions: (I) Conception and design: DM Walker, AS McAlearney; (II) Administrative support: DM Walker, AS McAlearney; (III) Provision of study materials or patients: DM Walker, AS McAlearney; (IV) Collection and assembly of data: DM Walker, AS McAlearney; (V) Data analysis and interpretation: DM Walker, AS McAlearney; (VI) Manuscript writing: All authors; (VII) Final approval of manuscript: All authors. Correspondence to: Daniel M. Walker, PhD, MPH. Assistant Professor, Department of Family and Community Medicine, College of Medicine, The Ohio State University, 460 Medical Center Drive, Suite 520, Columbus, OH 43210, USA. Email: Daniel.Walker@osumc.edu.","PeriodicalId":92075,"journal":{"name":"Journal of hospital management and health policy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46435018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In 2014, Drs. Bodenheimer and Sinsky introduced the Quadruple Aim into our health system improvement lexicon (1). Building off of the Triple Aim articulated by Dr. Berwick (2), an early pioneer of quality improvement in health systems and healthcare, the Quadruple Aim expanded the goals of enhancing patient experience, reducing cost and optimizing population health to include improvements to the work-life and experience of clinicians and care teams that provide care to patients. Immediately after and further catalyzed by emerging literature on the enormous financial, clinical and workforce impact of clinician burnout (3), evolving clinical settings focused on population health and national alternative payment models for advancing primary care delivery in new ways, and the true north for optimal health system performance was codified—it was now reflected in the Quadruple Aim. In fact, the addition of this 4 aim effectively eclipsed the other aims, because optimization of the initial Triple Aim was now considered impossible without the additional focus on clinician and workforce wellness, resilience and satisfaction. However, what became apparent was that a stringent focus on checking the boxes to the Quadruple Aim was insufficient, in and of itself, to reduce health disparities. The notion that global improvements in quality and delivery of care would improve health disparities and achieve health equity is explicitly false (4). In fact, the opposite is true. The health system in the United States is one of the most inequitable when compared to peer developed nations. Despite enormous spending on health care per capita, in fact spending more per capita than all other nations in the Organization for Economic Cooperation and Development combined, the United States has staggering and disappointing outcomesranking 28 out of 34 countries in life expectancy, 33 in infant mortality and 1 in poverty (5,6). In the landmark Mirror, Mirror International Comparison report done by the Commonwealth Fund, the United States ranked last on performance overall, and ranked last or near last on the Access, Administrative Efficiency, Equity, and Health Care Outcomes domains (7). While this performance certainly challenges the health system to rethink its focus, perhaps more confronting is the growing body of evidence about significant health and health care disparities based on race, ethnicity, income, zip code, education and other social determinants (8). For example, in the state of Ohio, known for its alarmingly high rates of infant mortality, numerous initiatives led to an overall decrease in infant mortality from 2009 to 2018, an average decrease of 1.1% per year. However, regardless of these global improvements spurred by advocacy and education initiatives as well as clinical and population health efforts, the Black infant mortality rate has not changed significantly since 2009 and Black infants still die at rates 2.5–3 times higher than White infants (9). Additi
2014年，博登海默和辛斯基博士将四重目标引入了我们的卫生系统改善词典（1）。在卫生系统和医疗保健质量改进的早期先驱Berwick博士（2）提出的三重目标的基础上，四重目标扩大了增强患者体验、降低成本和优化人群健康的目标，包括改善临床医生和为患者提供护理的护理团队的工作生活和经验。在临床医生倦怠对财务、临床和劳动力产生巨大影响的新兴文献的推动下（3），不断发展的临床环境关注人口健康和以新方式推进初级保健服务的国家替代支付模式，最佳卫生系统性能的真正北方被编纂成法典——现在它反映在四重目标中。事实上，这4个目标的增加实际上掩盖了其他目标，因为如果不进一步关注临床医生和员工的健康、恢复力和满意度，最初的三重目标的优化现在被认为是不可能的。然而，显而易见的是，严格关注四重目标的复选框本身不足以减少健康差距。认为全球医疗质量和提供的改善将改善健康差距并实现健康公平的观点显然是错误的（4）。事实上，恰恰相反。与发达国家相比，美国的卫生系统是最不公平的。尽管人均医疗保健支出巨大，事实上人均支出超过了经济合作与发展组织所有其他国家的总和，但美国的预期寿命为34个国家中的28个，婴儿死亡率为33个，贫困率为1个，这一结果令人震惊和失望（5，6）。在英联邦基金会（Commonwealth Fund）撰写的具有里程碑意义的《镜像，镜像国际比较》（Mirror，Mirror International Comparison）报告中，美国在总体绩效方面排名最后，在获取、行政效率、公平和医疗保健成果领域排名最后或接近最后（7）。虽然这一表现无疑挑战了卫生系统重新思考其重点，但可能更令人头疼的是，越来越多的证据表明，基于种族、族裔、收入、邮政编码、教育和其他社会决定因素的健康和医疗保健差距巨大（8）。例如，在以婴儿死亡率高得惊人而闻名的俄亥俄州，从2009年到2018年，许多举措导致婴儿死亡率总体下降，平均每年下降1.1%。然而，尽管倡导和教育举措以及临床和人口健康工作推动了这些全球改善，但自2009年以来，黑人婴儿死亡率没有显著变化，黑人婴儿的死亡率仍然是白人婴儿的2.5-3倍（9）。交叉性的基本概念造成了额外的复杂性（10），因此在对美国健康差异的任何检查中都必须考虑交叉分析（11）。例如，对黑人女性的连锁压迫制度导致美国黑人女性的健康预期寿命在所有种族/族裔性别群体中最短，甚至比黑人男性还要短。基于种族的不公平现象是重要的编辑评论
{"title":"Aiming for health equity: the bullseye of the quadruple aim","authors":"J. N. Olayiwola, Mark Rastetter","doi":"10.21037/JHMHP-20-101","DOIUrl":"https://doi.org/10.21037/JHMHP-20-101","url":null,"abstract":"In 2014, Drs. Bodenheimer and Sinsky introduced the Quadruple Aim into our health system improvement lexicon (1). Building off of the Triple Aim articulated by Dr. Berwick (2), an early pioneer of quality improvement in health systems and healthcare, the Quadruple Aim expanded the goals of enhancing patient experience, reducing cost and optimizing population health to include improvements to the work-life and experience of clinicians and care teams that provide care to patients. Immediately after and further catalyzed by emerging literature on the enormous financial, clinical and workforce impact of clinician burnout (3), evolving clinical settings focused on population health and national alternative payment models for advancing primary care delivery in new ways, and the true north for optimal health system performance was codified—it was now reflected in the Quadruple Aim. In fact, the addition of this 4 aim effectively eclipsed the other aims, because optimization of the initial Triple Aim was now considered impossible without the additional focus on clinician and workforce wellness, resilience and satisfaction. However, what became apparent was that a stringent focus on checking the boxes to the Quadruple Aim was insufficient, in and of itself, to reduce health disparities. The notion that global improvements in quality and delivery of care would improve health disparities and achieve health equity is explicitly false (4). In fact, the opposite is true. The health system in the United States is one of the most inequitable when compared to peer developed nations. Despite enormous spending on health care per capita, in fact spending more per capita than all other nations in the Organization for Economic Cooperation and Development combined, the United States has staggering and disappointing outcomesranking 28 out of 34 countries in life expectancy, 33 in infant mortality and 1 in poverty (5,6). In the landmark Mirror, Mirror International Comparison report done by the Commonwealth Fund, the United States ranked last on performance overall, and ranked last or near last on the Access, Administrative Efficiency, Equity, and Health Care Outcomes domains (7). While this performance certainly challenges the health system to rethink its focus, perhaps more confronting is the growing body of evidence about significant health and health care disparities based on race, ethnicity, income, zip code, education and other social determinants (8). For example, in the state of Ohio, known for its alarmingly high rates of infant mortality, numerous initiatives led to an overall decrease in infant mortality from 2009 to 2018, an average decrease of 1.1% per year. However, regardless of these global improvements spurred by advocacy and education initiatives as well as clinical and population health efforts, the Black infant mortality rate has not changed significantly since 2009 and Black infants still die at rates 2.5–3 times higher than White infants (9). Additi","PeriodicalId":92075,"journal":{"name":"Journal of hospital management and health policy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-12-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49046769","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The first wave: lessons learned from the initial surge of general medicine inpatients during the SARS-CoV-2 pandemic","authors":"Amber B. Moore, Melissa L. P. Mattison","doi":"10.21037/JHMHP-20-117","DOIUrl":"https://doi.org/10.21037/JHMHP-20-117","url":null,"abstract":"","PeriodicalId":92075,"journal":{"name":"Journal of hospital management and health policy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43672141","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
S. Alerhand, Carl T. Mickman, K. Hu, Donald U. Apakama, J. Mishoe, B. Nelson
Background: Many emergency departments (ED) have implemented software solutions for ordering, documenting, and interpreting point-of-care ultrasound (POCUS) scans before healthcare bill generation. However, there are human and design barriers that prevent workflow completion. We sought to evaluate attrition in adherence to this step-wise workflow for evaluating cutaneous abscesses in a large urban ED, while quantifying missed potential revenue. Methods: Patient charts in 2017 with discharge diagnoses containing “abscess”, “boil”, or “cyst” were retrospectively extracted. Exclusion criteria included: POCUS not reasonably performed, abscess already draining, advanced imaging ordered, or consultant involvement. Each workflow step was assessed for completion. Revenue estimation was performed by multiplying number of scans by the appropriate relative value unit and medicare conversion factor. Results: Of 2,240 total charts, 710 abscesses (31.7%) met inclusion. Of those, 283 (39.8%) POCUS were performed, of which 213 (30.0%) were ordered, 198 (27.8%) interpreted, and 180 (25.3%) had images saved. Professional fees were billed for 120 POCUS examinations (16.9%). There were 66 payments collected (9.3%), amounting to $1,400.69 revenue. Estimated billing for the 120 POCUS was $2,546.71. If proper workflow had been implemented for all 283 POCUS performed, estimated revenue would have been $6,006.00. If POCUS had been performed with proper workflow for all 710 abscesses, estimated revenue would have been $15,068.05. Conclusions: POCUS workflow was interrupted at several points and completed sub-optimally. This attrition directly affected optimal patient care, documentation, and departmental revenue. Since cutaneous abscesses represent one of many ED POCUS applications, the extrapolated missed potential revenue would be much greater overall.
{"title":"Attrition in emergency department point-of-care ultrasound workflow adherence for the evaluation of cutaneous abscesses","authors":"S. Alerhand, Carl T. Mickman, K. Hu, Donald U. Apakama, J. Mishoe, B. Nelson","doi":"10.21037/jhmhp-20-85","DOIUrl":"https://doi.org/10.21037/jhmhp-20-85","url":null,"abstract":"Background: Many emergency departments (ED) have implemented software solutions for ordering, documenting, and interpreting point-of-care ultrasound (POCUS) scans before healthcare bill generation. However, there are human and design barriers that prevent workflow completion. We sought to evaluate attrition in adherence to this step-wise workflow for evaluating cutaneous abscesses in a large urban ED, while quantifying missed potential revenue. Methods: Patient charts in 2017 with discharge diagnoses containing “abscess”, “boil”, or “cyst” were retrospectively extracted. Exclusion criteria included: POCUS not reasonably performed, abscess already draining, advanced imaging ordered, or consultant involvement. Each workflow step was assessed for completion. Revenue estimation was performed by multiplying number of scans by the appropriate relative value unit and medicare conversion factor. Results: Of 2,240 total charts, 710 abscesses (31.7%) met inclusion. Of those, 283 (39.8%) POCUS were performed, of which 213 (30.0%) were ordered, 198 (27.8%) interpreted, and 180 (25.3%) had images saved. Professional fees were billed for 120 POCUS examinations (16.9%). There were 66 payments collected (9.3%), amounting to $1,400.69 revenue. Estimated billing for the 120 POCUS was $2,546.71. If proper workflow had been implemented for all 283 POCUS performed, estimated revenue would have been $6,006.00. If POCUS had been performed with proper workflow for all 710 abscesses, estimated revenue would have been $15,068.05. Conclusions: POCUS workflow was interrupted at several points and completed sub-optimally. This attrition directly affected optimal patient care, documentation, and departmental revenue. Since cutaneous abscesses represent one of many ED POCUS applications, the extrapolated missed potential revenue would be much greater overall.","PeriodicalId":92075,"journal":{"name":"Journal of hospital management and health policy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47021981","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Background: Examining the matter of how to appropriately allocate the limited supply of medical resources is a crucial issue in terms of the management of a medical institution. Based on the time-series data on all outpatients visiting N hospitals in Gangnam-gu, Seoul from January 2, 2017 to December 31, 2017. Methods: This study utilized Auto Regressive Integrated Moving-Average (ARIMA) and Seasonal Auto Regressive Integrated Moving Average (SARIMA) models to build an outpatient prediction model. And we determined to be ARIMA (3,0,2) and SARIMA (2,0,1) (1,0,0) 6 . Further, the accuracy of the SARIMA model was confirmed by comparing and analyzing the ARIMA model, which was built using the SARIMA model, and its predictability, which is mainly used in the existing forecasting field. Currently, the use of the SARIMA model is extremely rare in areas that predict the number of outpatients in hospitals. Results: Comparing the predicted accuracy of outpatient visits, the SARIMA model was found to be relatively more accurate than the ARIMA model. Conclusions: The study was conducted by applying the time unit at the “daily” level to predict the suspension rather than the quarterly and monthly data used to predict the existing time series. It is thought that this study will serve as basis for hospital-to-house management and policymaking by using the SARIMA model to predict the number of patients visiting hospitals.
{"title":"Outpatient forecasting model in spine hospital using ARIMA and SARIMA methods","authors":"Kyeong-Rae Kim, Jae-Eun Park, I. Jang","doi":"10.21037/jhmhp-20-29","DOIUrl":"https://doi.org/10.21037/jhmhp-20-29","url":null,"abstract":"Background: Examining the matter of how to appropriately allocate the limited supply of medical resources is a crucial issue in terms of the management of a medical institution. Based on the time-series data on all outpatients visiting N hospitals in Gangnam-gu, Seoul from January 2, 2017 to December 31, 2017. Methods: This study utilized Auto Regressive Integrated Moving-Average (ARIMA) and Seasonal Auto Regressive Integrated Moving Average (SARIMA) models to build an outpatient prediction model. And we determined to be ARIMA (3,0,2) and SARIMA (2,0,1) (1,0,0) 6 . Further, the accuracy of the SARIMA model was confirmed by comparing and analyzing the ARIMA model, which was built using the SARIMA model, and its predictability, which is mainly used in the existing forecasting field. Currently, the use of the SARIMA model is extremely rare in areas that predict the number of outpatients in hospitals. Results: Comparing the predicted accuracy of outpatient visits, the SARIMA model was found to be relatively more accurate than the ARIMA model. Conclusions: The study was conducted by applying the time unit at the “daily” level to predict the suspension rather than the quarterly and monthly data used to predict the existing time series. It is thought that this study will serve as basis for hospital-to-house management and policymaking by using the SARIMA model to predict the number of patients visiting hospitals.","PeriodicalId":92075,"journal":{"name":"Journal of hospital management and health policy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-07-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41994778","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-04-23DOI: 10.21037/jhmhp.2020.03.05
P. Kalina
{"title":"Social media and the workplace: “could loose lips cost you a pink slip?”","authors":"P. Kalina","doi":"10.21037/jhmhp.2020.03.05","DOIUrl":"https://doi.org/10.21037/jhmhp.2020.03.05","url":null,"abstract":"","PeriodicalId":92075,"journal":{"name":"Journal of hospital management and health policy","volume":"4 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.21037/jhmhp.2020.03.05","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41243250","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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