Physicians??? Assessments of Their Ability to Provide High-Quality Care in a Changing Health Care System

Medical Care ◽  
2001 ◽  
Vol 39 (3) ◽  
pp. 254-269 ◽  
Author(s):  
James Reschovsky ◽  
Marie Reed ◽  
David Blumenthal ◽  
Bruce Landon
Keyword(s):  
Health Care ◽  
Health Care System ◽  
Quality Care ◽  
High Quality ◽  
High Quality Care ◽  
Care System

Further steps to define and deliver high quality care for care clusters: the mental health care clusters and pathways website

2013 ◽  
Vol 18 (1) ◽  
pp. 4-13
Author(s):  
Michael Clark ◽  
Clare Hilton ◽  
Wendy Shiels ◽  
Carole Green ◽  
Christina Walters ◽  
...  
Keyword(s):  
Mental Health ◽  
Health Care ◽  
Mental Health Care ◽  
Quality Care ◽  
High Quality ◽  
High Quality Care

scholarly journals Accountable Care Organizations and the Practice of Oncology

2013 ◽  
Vol 9 (3) ◽  
pp. 122-124 ◽  
Author(s):  
Steven J. Bernstein
Keyword(s):  
Health Care ◽  
Quality Care ◽  
Health Care Expenditures ◽  
Accountable Care Organizations ◽  
Accountable Care ◽  
High Quality ◽  
High Quality Care

Oncologists must decide how to work with accountable care organizations while ensuring high-quality care to their patients and controlling the growth of health care expenditures.

The Future of Telemedicine: Revolutionizing Health Care or Flash in the Pan?

2021 ◽  
pp. 019459982098333
Author(s):  
Steven D. Losorelli ◽  
Varun Vendra ◽  
Douglas M. Hildrew ◽  
Erika A. Woodson ◽  
Michael J. Brenner ◽  
...  
Keyword(s):  
Health Care ◽  
Head And Neck ◽  
Digital Divide ◽  
Quality Care ◽  
Neck Surgery ◽  
Barriers To Adoption ◽  
Patient Centered ◽  
High Quality ◽  
High Quality Care ◽  
Remote Care

The meteoric rise of telemedicine early in the COVID-19 pandemic might easily be mistaken for an ephemeral trend—one reaching its zenith in a moment of crisis. To the contrary, momentum has been mounting for telehealth over decades. The recent increase in telecare reveals its potential to deliver efficient, patient-centered, high-quality care in an increasingly technology-dependent landscape. Prior to COVID-19, surgeons lagged behind medical counterparts in embracing telemedicine; however, the pragmatic imperatives for remote care of patients and changes to Medicare removed key barriers to adoption. Otolaryngology–head and neck surgery has innovated across subspecialties, leading in COVID-19 scholarship and year-over-year publications on telemedicine. Yet, improved access to subspecialists is tempered by a digital divide that threatens to exacerbate disparities. Otolaryngology is poised to lead the transformation of procedural specialties while ensuring equitable care.

scholarly journals Information management: the limitations of ROI

2007 ◽  
Vol 31 (4) ◽  
pp. 488
Author(s):  
Sandra G Leggat
Keyword(s):  
Health Care ◽  
Information Management ◽  
Health Care System ◽  
Return On Investment ◽  
Positive Impact ◽  
Quality Care ◽  
Models Of Care ◽  
Financial Return ◽  
Australian Health ◽  
Care System

THE REVIEW OF the 60-year history of the Australian Healthcare and Hospitals Association highlights the important role of information and information management in enhancing the Australian health care system. In 1990 Peter Read, the National Director of the (then) Australian Hospital Association, suggested that the health system would soon have hospitals where there are proper information systems which allow managers to identify problem areas by intra and inter hospital comparisons; hospitals where managers know how much treatment does cost and more importantly how much it should cost; and hospitals where the incentives encourage efficient high quality care and where payment received has some relevance to the cost of treatment given.1 But 2007 is almost over and, as outlined by Jared Dart our n=1 author (page 510), we are still waiting! Government funders and health service organisations typically view information as a cost to be managed and not as an asset in which to invest. While investment in health care information management and technology cannot often be justified on economic or financial terms (that is, the financial return on investment [ROI]), a broader perspective that included the positive impact on the quality of care, the improvement in patient safety and patient satisfaction, and the reduction in social costs would favourably tip the investment scale. A paradigm shift is required to balance an overriding concern with return on investment with return to care. This issue focuses on work that is being completed on information foundations (pages 523, 531, 540 and 546), exploitation of technology (page 527) and the use of information to improve care. I would like to draw your attention to the paper by Watson, Rayner, and Lumley from Mother and Child Health Research that outlines their experience in obtaining ethics approval for a study of preterm birth (page 514). This paper provides an example of the information inefficiencies that we have created and perpetuate in our health care system. Don?t miss this issue?s Models of Care paper by Francis and colleagues (page 499) and the concept of health in older age (page 642).

RESULTS OF OPTIMIZATION OF THE MEDICAL CARE SERVICE FOR THE ADULT POPULATION OF THE PENZA REGION IN THE PROFILE "MAXILLOFACIAL SURGERY" IN 2021

2021 ◽  
pp. 131-137
Author(s):  
Lebedev M.V. ◽  
Kerimova K.I. ◽  
Zakharova I.Yu.
Keyword(s):  
Health Care ◽  
Medical Care ◽  
Health Care System ◽  
Maxillofacial Surgery ◽  
Technical Equipment ◽  
Medical Organization ◽  
High Quality ◽  
Maxillofacial Region ◽  
Care System

The increase in the number of patients with pathology of the maxillofacial region necessitates improving the quality of medical care provided to the population in the field of "Maxillofacial surgery". Anatomical and physiological features of the maxillofacial region, the prevalence of pathology determine the implementation of organizational measures, the involvement of narrow specialists, the need for medical organizations in modern material and technical equipment. The indicators of medical care mainly depend on a full-fledged diagnosis, and are also determined by the availability, quality and speed of specialized medical care. In modern conditions of the development of the health care system, an integrated approach to the organization, the introduction of new methods of providing medical care and rehabilitation of patients is required. Optimization of the maxillofacial surgery service within a multidisciplinary medical organization, the introduction and development of an outpatient polyclinic link, the training of highly qualified personnel contribute to improving the quality of diagnosis, treatment and timely detection of pathology. This article presents the results of optimizing the service for providing medical care to patients with pathology of the maxillofacial region. In the Penza region, the full-fledged, high-quality functioning of the service is realized through the organization of the Center for Maxillofacial Surgery on the basis of the State Budgetary Healthcare Institution «Penza Regional Clinical Hospital named after N.N. Burdenko». The structure of the Center for Maxillofacial Surgery ensures the continuity and complementarity of specialists of a medical organization in the treatment and diagnostic process. Optimal conditions have been created for the diagnosis, treatment and rehabilitation of patients with pathology of the maxillofacial region, in order to provide the population with affordable and high-quality medical care, regardless of the category of citizens. The creation of the Center for Oral and Maxillofacial Surgery contributes to an increase in the structural efficiency and medical efficiency of the health care system of the Penza region. The results of the measures and innovations carried out can be used to eliminate the existing shortcomings in the organization of medical care for patients with pathology of the maxillofacial region in other regions.

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