Cooperation for a competitive position: The impact of hospital cooperation behavior on organizational performance.

BACKGROUND: Several public policy initiatives, particularly those involving managed care, aim to enhance cooperation between partners in the health care sector because it is expected that such cooperation will reduce costs and generate additional revenue. However, empirical evidence regarding the effects of cooperation on hospital performance is scarce, particularly with respect to creating a comprehensive measure of cooperation behavior. PURPOSE: The aim of this study is to investigate the impact of hospital cooperation behavior on organizational performance. We differentiate between horizontal and vertical cooperation using two alternative measures-cooperation depth and cooperation breadth-and include the interaction effects between both cooperation directions. METHODOLOGY: Data are derived from a survey of German hospitals and combined with objective performance information from annual financial statements. Generalized linear regression models are used. FINDINGS: The study findings provide insight into the nature of hospitals' cooperation behavior. In particular, we show that there are negative synergies between horizontal administrative cooperation behavior and vertical cooperation behavior. Whereas the depth and breadth of horizontal administrative cooperation positively affect financial performance (when there is no vertical cooperation), vertical cooperation positively affects financial performance (when there is no horizontal administrative cooperation) only when cooperation is broad (rather than deep). PRACTICAL IMPLICATIONS: Horizontal cooperation is generally more effective than vertical cooperation at improving financial performance. Hospital managers should consider the negative interaction effect when making decisions about whether to recommend a cooperative relationship in a horizontal or vertical direction. In addition, managers should be aware of the limited financial benefit of cooperation behavior.

[Concept for a department of intensive care]. / Konzept einer Klinik für Intensivmedizin.

BACKGROUND: Demographic change and increasing complexity are among the reasons for high-tech critical care playing a major and increasing role in today's hospitals. At the same time, intensive care is one of the most cost-intensive departments in the hospital. PREREQUISITES: To guarantee high-quality care, close cooperation of specialised intensive care staff with specialists of all other medical areas is essential. A network of the intensive care units within the hospital may lead to synergistic effects concerning quality of care, simultaneously optimizing the use of human and technical resources. GOAL: Notwithstanding any organisational concepts, development and maintenance of the highest possible quality of care should be of overriding importance.

[Day-care hospitalisation in the dermatology departments of French university hospitals]. / Organisation et activité des hôpitaux de jour des services de dermatologie des CHU en France : étude transversale prospective.

BACKGROUND: Day hospital is a unit allowing the provision of several services together in a single day such as complex or specific therapy, or investigations requiring the services of different technical departments. This paper describes the structure and activity of dermatological day hospitals within French university hospitals (CHU). PATIENTS AND METHODS: A transverse prospective study was performed over a 2-week period in 2009 based on a first questionnaire which assessed the organisation and structure of the day hospitals (one questionnaire per day hospital unit), while the second assessed the activity of the day hospitals (one questionnaire for each patient attending day hospitals) throughout the period covered by the survey. RESULTS: Twenty-eight of the 44 dermatology French university hospital day centres responded to the survey (participation rate: 63 %). Six had access to shared day hospital facilities while the 22 others had dedicated dermatology facilities. The day hospital unit was part of a national reference centre in 13 of 24 cases. The median number of beds per day-hospital structure was six for a median of eight patients admitted per day and 1500 sessions recorded each year. On average, the teams comprised two full-time doctors, two nurses, 1.25 hospital workers and one secretary. The mean number of administrative documents generated per unit each week was 57. There were 793 admissions to day hospitals throughout the survey period, for examinations in 61 % of cases and for treatment in 37 % of cases. Fifteen percent of patients were seen without prior arrangement for a variety of intercurrent events. The mean amount of doctor's time devoted to each patient was 25 min. Among the main diseases seen at dermatology day hospitals, we noted cancer (44 % of admissions, 322 cases), psoriasis (7 % of admissions, 54 cases) and chronic wounds (5 % of admissions, 43 cases). DISCUSSION: Dermatology day hospitals serve to provide treatment for complex or costly diseases requiring a variety of specialised laboratory examinations in a single unit all at one time. A considerable workload is generated, particularly in medical and administrative terms. These are well-adapted structures with their own staff, a selection of technical means and upstream scheduling allowing multidisciplinary patient management. Day hospitals meet a real need in dermatology.

Strategic alliances: an analysis of Catalan hospitals / Alianzas estratégicas: un análisis de los hospitales catalanes

OBJECTIVE: To analyze the strategic alliances that Catalan hospitals form with other health care entities and other types of institutions to foster technological and organizational innovation. METHODS: Qualitative case studies were conducted at a sample of 16 public hospitals in Catalonia, Spain. The sample was limited to three (Level 1-3) of Catalonia's four levels of hospitals (classified according to the complexity of the diagnoses and treatments they provide), but Level 4 hospitals were considered as part of the network in the analysis of the alliances. At each hospital, interviews were conducted with the manager, the medical director, and the service director, using a questionnaire that gathered information on strategic alliances with a focus on telemedicine. Qualitative data processing was applied to identify patterns of alliances between hospitals and other institutions. RESULTS: Catalan hospitals interact with other health care agents through three main types of associations: alliances with other hospitals (the most frequent type); alliances with primary care centers (reported mostly by Level 2 hospitals); and alliances with other institutions (e.g., local government, medical companies, and universities). Human resource-sharing (staff mobility) and training were reported most frequently as reasons for creating the alliances. CONCLUSIONS: Strategic alliances are formed between hospitals and other health care agents to help improve performance, competitiveness, and services provided to users. These results may help health care system managers promote strategic alliances as a means of optimizing system efficiency without reducing user satisfaction-a key challenge within the context of the current economic situation.

OBJETIVO: Analizar las alianzas estratégicas que los hospitales catalanes forjan con otras entidades de atención de la salud y otros tipos de instituciones para fomentar la innovación tecnológica y de las organizaciones. MÉTODOS: Se condujeron estudios cualitativos de casos en una muestra de 16 hospitales públicos de Cataluña, España. La muestra se limitó a tres (Niveles 1 a 3) de los cuatro niveles de los hospitales catalanes (clasificados según la complejidad de los diagnósticos y los tratamientos que proporcionan), pero los hospitales de Nivel 4 se consideraron parte de la red en el análisis de las alianzas. En cada hospital se efectuaron entrevistas con el gerente, el director médico y el director de servicio, mediante un cuestionario que recopilaba información sobre las alianzas estratégicas con hincapié en la telemedicina. Se aplicó el procesamiento cualitativo de datos para identificar los modelos de alianzas entre los hospitales y otras instituciones. RESULTADOS: Los hospitales catalanes interactúan con otros agentes de atención de la salud a través de tres tipos principales de asociaciones: alianzas con otros hospitales (el tipo más frecuente); alianzas con centros de atención primaria (según lo informado principalmente por los hospitales de Nivel 2); y alianzas con otras instituciones (por ejemplo, el gobierno local, las empresas médicas y las universidades). El intercambio de recursos humanos (movilidad del personal) y la capacitación fueron mencionados como los motivos más frecuentes para crear las alianzas. CONCLUSIONES: Se forman alianzas estratégicas entre los hospitales y otros agentes de atención de la salud con el objeto de mejorar el desempeño, la competitividad y los servicios prestados a los usuarios. Estos resultados pueden ayudar a los gerentes de los sistemas de atención de la salud a promover alianzas estratégicas como medio para optimizar la eficiencia del sistema sin reducir la satisfacción de los usuarios -un reto clave en el contexto de la situación económica actual.

[Effectiveness of between--hospital cooperation in staging laparoscopy].

INTRODUCTION: It is difficult to perform the staging of laparoscopy within the restricted time at a high-volume center. We thus started between-hospital cooperation as of April 2008. In this hospital cooperation, we perform surgery after laparoscopic examination at a cooperating hospital. MATERIALS AND METHODS: Staging laparoscopy was indicated for patients with T3 or T4 gastric cancer. These patients underwent staging laparoscopy at Maki Hospital before their scheduled surgery at our own hospital. RESULTS: Between April 2008 and January 2009, 14 patients underwent staging laparoscopy. We received the laparoscopic findings and confirmed the histopathological examination for median 11 days. The median duration from the day that we requested Maki Hospital to the day that patients underwent surgery was 34 days. No patient had laparoscopic complications. Of the 14 patients, 4 patients had peritoneal metastasis. Ten patients did not have peritoneal metastasis or positive cytology. Of these patients, 9 patients underwent surgery. R0 resection was achieved in 7 of 9 patients. False-negative results were obtained in two cases because of positive peritoneal cytology. CONCLUSION: Hospital cooperation may enable us to perform short-term staging laparoscopy. However, false-negative results were obtained in two cases because of positive peritoneal cytology. Further improvement must be made to assure the diagnostic accuracy of this procedure.

Processing loaner instruments in an ambulatory surgery center.

Loaner instruments often do not arrive at receiving facilities in the time frame or the condition that is needed to use them safely. Their cleaning and decontamination status may be unknown. There may be no inventory of what has been loaned or information about processing requirements for the instrument's use. These situations can create problems for both the loaning facility and the receiving facility and must be addressed to reduce costs from damage to or loss of instruments.The use of documents and checklists to verify the cleaning,decontamination, and sterilization processes used allows ambulatory surgery centers to solve these problems,cut costs, and protect staff members and patients.

[Project "Partnership"--university surgical departments and hospitals for basic and regular medical care. Directing cooperation for the future]. / Projekt Partnerschaft--Universitätsklinik und Krankenhaus der Grund- und Regelversorgung. Wegweisende Kooperation in die Zukunft.

Over the last 20 years, urgently needed changes in the German health care system have forced hospitals to make a flexible adjustment to rising costs and the single handed, almost unmanageable dynamics of technical innovation in medicine. The partnership between the Salem Hospital and the Heidelberg University Hospital represents a pioneering management concept for the future. The alliance between a university surgical department with a basic peripheral hospital provides large advantages to patients, staff, hospitals and cost carriers.

Canales Endémicos y Marcadores de Resistencia Bacteriana, en Instituciones de Tercer nivel de Bogota, Colombia / Endemic channels and bacterial resistance markers in third-level hospitals in Bogotá, Colombia

Objetivo: Determinar los perfiles de resistencia bacteriana y los canales endémicos en 14 instituciones de tercer nivel. Métodos: Población. Bogotá-Colombia, 14 hospitales pertenecientes al Grupo para el Control de la Resistencia Bacteriana de Bogotá (GREBO). A partir de la información obtenida de los laboratorios de microbiología de los centros participantes (métodos automatizados y manuales), se creó una base de datos usando los programas BacLink 2.0 y Whonet 5.3, durante los años 2001, 2002 y 2003. Los perfiles de susceptibilidad fueron hallados acordes a las normas de la nCCLS (2003). Se realizó un análisis descriptivo de los diferentes marcadores de resistencia y se determinó el canal endémico de la resistencia para los hospitales, utilizando los puntos entre los percentiles 25 y 75 por ciento, para cada mes durante el periodo de estudio. Resultados: Se analizaron 84664 aislamientos. Los más frecuentes fueron Escherichia coli, Staphylococcus aureus, Staphylococcus coagulasa negativo, Klebsiella pneumoniae y Pseudomonas aeruginosa. La resistencia para los años 2001, 2002 y 2003 fue respectivamente: S. aureus meticilino resistente: 41 por ciento, 48 por ciento, 48 por ciento; Staphylococcus coagulasa negativo resistente a oxacilina: 75 por ciento, 73 por ciento, 72 por ciento; E. faecium vancomicina resistente: 14 por ciento, 9 por ciento, 3 por ciento; K. pneumoniae resistente a cefalosporinas de tercera generación: 37 por ciento, 25 por ciento, 23 por ciento; P. aeruginosa resistente a imipenem: 24 por ciento, 22 por ciento, 17 por ciento; P. aeruginosa resistente a ciprofloxacina: 46 por ciento, 46 por ciento, 35 por ciento, A. baumannii resistente a imipenem: 11 por ciento, 29 por ciento, 39 por ciento. Los canales endémicos evidenciaron la problemática de la resistencia bacteriana, esta se centró en la presencia de S. aureus meticilino resistente y en el marcado incremento de la resistencia de A. baumanni a imipenem. Conclusiones: Se destacan los altos porcentajes de resistencia para todos los marcadores de impacto epidemiológico a nivel hospitalario especialmente en Unidades de Cuidado Intensivo.

A centralized system to access acute healthcare services: the pros and cons.

Having a centralized access service results in a daily interconnetedness between hospital sites, which can create many benefits but also much controversy. Knowing the pros and cons of a centralized service and understanding the role and work environment of the access coordinator will assist you in deciding if this service would be of benefit to your health region. In this descriptive analysis of a centralized access model, a regional perspective is presented; however many of the strategies can be adopted to a single hospital service resulting in improved flow in clinical areas.

Using the ISMP Medication Safety Self-Assessment to improve medication use processes.

BACKGROUND: The 194-item Institute for Safe Medication Practices (ISMP) Medication Safety Self-Assessment for hospitals is being used by a 21-hospital collaborative as a framework for understanding, evaluating, and systematically implementing medication use system safety improvements. METHODS: The results of the self-assessment were used to prioritize and organize the review of medication use processes, in which each self-assessment-defined "representative characteristic" is reviewed in detail, and "best implementation practices" for the characteristic are established. The collaborative concurrently identifies educational needs and develops tools to assist organizations in implementing improvements. RESULTS: By December 2002 participating organizations had implemented a wide variety of medication safety improvements. Collaborative member scores for the self-assessment increased approximately 20% during the initial assessment when the self-assessment was repeated by members in the second quarter of 2002. SUMMARY: Participant progress in improving medication safety practices is supportive of collaborative methods and the value of completing the ISMP self-assessment, expanding on the knowledge gained, developing effective implementation tools, and systematically applying lessons learned.

The cost effectiveness of a nurse-led shared-care prostate assessment clinic.

OBJECTIVE: Nurse-led prostate clinics (NPCs) have proved to be a highly effective method of assessing patients with lower urinary tract symptoms (LUTS) and most urology units now run such clinics. However, it was not known whether they are cost-effective and this analysis ansWers that question. PATIENTS AND METHODS: During one year, a trained urology nurse assessed 1,080 patients in our NPC following GP referral using a standard pro forma. Costs included those incurred for the salary of a grade D nurse at 30 min per patient, all investigations, indirect charges and overheads. This was compared to the cost of seeing all patients in clinic directly, either by a consultant, staff grade urologist or registrar. Of these 1,080 patients, 350 were sent back to their GPs after NPC assessment. RESULTS: The NPC cost of 44.25 pounds per patient compared favourably with an average medical out-patient clinic cost of 50.46 pounds per patient, yielding an actual annual saving of 6,706.80 pounds. Since a third of the patients assessed in the NPC were sent directly back to primary care, saving the cost of a medical follow-up appointment, the true savings in secondary care were 17,661.00 pounds (50.46 x 350pounds), giving a total annual saving of 24,367.80 pounds. CONCLUSIONS: A nurse-led shared-care prostate clinic is a cost effective, thorough and speedy method of assessing men presenting with suspected bladder outflow obstruction. The approach used has a wider generic, cost-benefit potential for the NHS.

[Mammography referral center combined with breast cancer center]. / Mammographisches Referenzzentrum im Verbund mit einem Brustkrebszentrum.

Carcinoma of the breast is, with 26.7% of all malignancies, the most commonly diagnosed tumour in women, every eighth female Austrian suffers from this disease. Similar figures are reported from other European countries. Following recommendations of scientific societies like the European School of Mastology (ESOMA) or the British Breast Group, breast diseases should be treated by interdisciplinary teams in dedicated breast centers. Many such institutions exist in Austria and international, but only few of them are organized optimally and fulfill the requirements of an internationally accredited breast cancer centre.

[Prospects and future: evolution of stereotactic methodology for planning]. / Perspectives et avenir: évolution de la méthodologie stéréotaxique de repérage.

We have been using the stereotactic methodology of Talairach for Linac radiosurgery of cerebral arteriovenous malformations since 1984, and updated it with addition of CT and MR images into the stereotactic space. The target remains defined, as in most other centers, by stereotactic angiography. However, tridimensional configuration of cerebral arteriovenous malformations is better defined using MR or CT-angiography. Therefore, pre-radiosurgical imaging tends to combine multimodal images oriented into the stereotactic space. Frame-based radiosurgery, with invasive frame placement, will be replaced in the future by frameless irradiation with real-time tracking of the patients head, as performed by the recently described Cyber-knife. Intraoperative X-ray will be no longer long-distance fixed equipments but mobile, short-distance fluoroscopic systems integrated in the surgical workstation environment. Finally, biplane conventional angiography performed for cerebral arteriovenous malformations identification will be replaced by CT and MR-angiography, except in some cases who could still require DSA for accurate target identification.

Academic medical center, community hospital partner to market center of excellence.

Northwest Hospital in Seattle and the University of Washington Medical Center both had strong cardiology centers. Northwest, however, needed to build its cardiac surgery services, so it entered into partnership with the university to create a new center of excellence in the highly competitive Seattle area.

A military-civilian resource-sharing agreement.

A first-of-its-kind resource-sharing agreement between the US Department of Defense and a civilian hospital was undertaken with resounding success. This article discusses how Sacred Heart Medical Center, Spokane, Wash, and the 92nd Medical Group at Fairchild Air Force Base, Spokane, Wash, developed the project and accomplished the integration, which continues to benefit each organization.