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INITIAL PSYCHIATRIC INTERVENTION IS CONSIDERED IN THIS ARTICLE. STUDIES FROM FRANCE SERVE TO SHOW THE PREVALANCE OF OUTPATIENT CARE AND INCIDENCE OF ADMISSIONS TO MENTAL HOSPITALS. THE DISTRIBUTION OF CASES BETWEEN THE HOSPITAL AND THE DISPENSARY, THE NOSOLOGICAL DISTRIBUTION OF FIRST REFERRALS, AND METHODS OF FIRST REFERRALS ARE DESCRIBED AND STATISTICS FOR THEM PROVIDED.

Specialty providers claim to offer a new competitive benchmark for efficient delivery of health care. This article explores this view by examining evidence for price competition between ambulatory surgery centers (ASCs) and hospital outpatient departments (HOPDs). I studied the impact of ASC market presence on actual prices paid to HOPDs during 2007-2010 for four common surgical procedures that were performed in both provider types. For the procedures examined, HOPDs received payments from commercial insurers in the range of 3.25% to 5.15% lower for each additional ASC per 100,000 persons in a market. HOPDs may have less negotiating leverage with commercial insurers on price in markets with high ASC market penetration, resulting in relatively lower prices.

chapter 1 Defining Outpatient Healthcare -- chapter 2 Creating a Structure for Quality and Safety -- chapter 3 Engineering the Customer Connection -- chapter 4 Policies, Procedures, and Plans -- chapter 5 e Human Resource Factor -- chapter 6 Measuring Quality and Safety -- chapter 7 Medication Safety -- chapter 8 Infection Prevention in the Ambulatory Setting -- chapter 9 Clinical Documentation -- chapter 10 Risk Management and Safety -- chapter 11 Licensing, Deemed Status, Accreditation, and Certification -- chapter 12 Practice Makes Perfect.

An ethnographic study of the work of nurse practitioners at an outpatient care facility shows how these medical professionals must endlessly multitask to fill gaps in the US social safety net. In the context of the COVID-19 pandemic, a new focus on the essential work of nurses and the lack of resources with which they often contend is especially timely.

Foreword -- Preface -- Contents -- Contributors -- 1: An Introduction to Integrated Care and Diabetes Integrated Care -- Background -- What Is Integrated Care? -- Typology of Integrated Care Approaches -- Strategies for Successful Implementation -- Objectives, Expectations, and Evidence -- The Objectives of Integrated Diabetes Care -- References -- 2: Integrating Outpatient Care the Toyota Way: An Individualized Multidisciplinary Team-Care Model for Diabetes Care Delivery -- Introduction -- Traditional Clinical Models for Diabetes Care in the US

Appointment Planning in Outpatient Clinics and Diagnostic Facilities provides a concise overview of the medical and mathematical aspects of appointment planning in healthcare. This SpringerBrief specifically focuses on outpatient clinics and diagnostic facilities. It begins by introducing the topic from a medical perspective, discussing the kinds of clinics and facilities that are out there, while exploring the appointment systems they use and the problems they face. Next, the mathematical aspects of appointment planning are examined, including Markov decision modelling, queueing theory, etc. Subsequently the book addresses implementation issues that may arise, whether they be technical, medical or cultural. Finally Appointment Planning in Outpatient Clinics and Diagnostic Facilities provides an outlook on the appointment systems of the future and what they will require as a consequence of current and future developments in the medical sector.

ABSTRACTAn important problem facing the manager of an outpatient health care clinic involves determining the best combination of services, facilities, and personnel to maximize profits and simultaneously achieve acceptable measures of the clinic's daily performance. This problem is often attacked using either linear programming or computer simulation. This paper uses a recursive optimization‐simulation approach which takes advantage of the best features of both optimization and simulation while minimizing the disadvantages of each method used alone. Results from a hypothetical setting using data from several actual settings demonstrate the value of the recursive method.

Background: Health care systems in Europe and beyond face three major, interrelated challenges: an ageing population, an increasing prevalence of chronic illness and multimorbidity, and an increasing shortage of health care professionals. Innovative models of interprofessional collaboration in the community-based care of older people may offer new approaches towards these challenges. Aim: This qualitative study aims to explore the perspectives of different stakeholders on current challenges in the community-based care of older people. Furthermore, it explores the feasibility and acceptance of innovative models of interprofessional collaboration in community-based care in a Swiss context. Method: Focus groups with senior citizens (n = 5), physio- and occupational therapists (n=4), community nurses (n=6) and other stakeholders from the fields of community health and social care (n=6) were held. Additionally, semi-structured interviews with general practitioners (n=2) and stakeholders from politics (n=1) and experts involved in the development and implementation of innovative models of interprofessional collaboration in community-based care (n=2) were conducted. The data was analysed using qualitative methods. Results/Discussion: The results show a general awareness of challenges in the health care system, an openness towards innovative models and a basic willingness for change and increased collaboration in health and social care. Senior citizens feel that health care providers often do not have sufficient time for them. Professionals cite a lack of care coordination, including coordination between health care, informal care and social care sectors.

This paper describes the various fiscal and programatic strategies used by a carefully managed, institutionally integrated, and financially viable dental department that was suddenly told to close its outpatient program and General Practice Residency Program. This case history emphasizes the importance of external factors and the need for the dental leadership in an institution to be certain that the dental department's goals are consistent with the mission of the host institution, especially in times of change. As new programs develop and existing departments expand, the reasons for the success as well as failure experienced by others should be evaluated carefully. This paper adds to this understanding.