Subject(s)
Case Management/legislation & jurisprudence , Job Description , Malpractice/legislation & jurisprudence , Occupational Health Nursing/legislation & jurisprudence , Ethics, Nursing , Humans , Liability, Legal , Licensure, Nursing/legislation & jurisprudence , Patient Advocacy/legislation & jurisprudence , Professional Autonomy , United StatesSubject(s)
Case Management/legislation & jurisprudence , Confidentiality/legislation & jurisprudence , Health Insurance Portability and Accountability Act/legislation & jurisprudence , Occupational Health Nursing/legislation & jurisprudence , Patient Advocacy/legislation & jurisprudence , Humans , Job Description , United StatesABSTRACT
Managers are challenged to demonstrate all programs as economically essential to the business, generating an appreciable return on investment. Further challenge exists to blend and integrate clinical and business objectives in program development. Disability management programs must be viewed as economically essential to the financial success of the business to assure management support for clinical interventions and return-to-work strategies essential for a successful program. This paper discusses a disability management program integrating clinical and business goals and objectives in return-to-work strategies to effect positive clinical, social-cultural, and business results. Clinical, educational, social, and economic challenges in the development, implementation, and continued management of a disability program at a large corporation with multiple global work sites are defined. Continued discussion addresses the effective clinical interventions and educational strategies utilized successfully within the workplace environment in response to each defined challenge. A multiple disciplinary team approach, clinical and business outcome measures, and quality assurance indicators are discussed as major program components. This article discusses a successful program approach focusing on business process and methodology. These parameters are used to link resources to strategy, developing a product for implementing and managing a program demonstrating economic value added through effective clinical medical case management.
Subject(s)
Accidents, Occupational , Occupational Health Services/organization & administration , Wounds and Injuries/rehabilitation , Case Management , Humans , Patient Care TeamABSTRACT
1. Occupational health services need to link resources to business process to product to support the business goals of the corporate organization. 2. Use of business process steps in business plan development provides an organized, comprehensive approach to effective product development. 3. It is essential to demonstrate a cost reduction which is reflected in the business organization's ROI, resulting in the shareholder's increased per share earnings.
Subject(s)
Case Management/organization & administration , Commerce/organization & administration , Disabled Persons/rehabilitation , Occupational Health Services/organization & administration , Outcome and Process Assessment, Health Care/organization & administration , Cost Savings , Health Care Costs , Humans , Pilot Projects , Program Development , Program EvaluationABSTRACT
1. With technological advances, nurses in the workplace are challenged to continue the protection of confidential health records. 2. The security of health records can be viewed in three distinct categories: securing files from outside intrusion, maintaining the internal data security, and providing for recovery from disasterous events. 3. Common techniques for securing data include authenication, electronic firewalls, and data encryption.
Subject(s)
Computer Security , Confidentiality , Management Information Systems , Medical Records Systems, Computerized/organization & administration , Occupational Health Services , Commerce/organization & administration , Humans , Security Measures/organization & administrationABSTRACT
1. Positive partnering is another way of working together to develop a business plan providing quality assured, cost effective health care programs. 2. In a professional atmosphere of trust and mutual respect, creative programs develop naturally. 3. Professional interdisciplinary partnering can lead to more cost effective, quality assured health care delivery.
Subject(s)
Interinstitutional Relations , Occupational Health Services/organization & administration , Humans , Patient Care Team , Program Development , Program EvaluationABSTRACT
1. The occupational health nurse is often mandated by management to validate health services offered and programs developed for employees as valuable to the business and company mission. 2. The business plan of the occupational health service is a working document, changing as needs of the client/customer and internal and external business and socio-economic environment evolve. 3. Alignment with and support of the company mission, goals, and objectives is another method of proving good occupational health is good business. 4. Business planning is a basic business tool the wise and prudent occupational health nurse can use in proving good occupational health is vital to the success of a company.
Subject(s)
Commerce/organization & administration , Occupational Health Services/organization & administration , Outcome and Process Assessment, Health Care/organization & administration , Humans , Planning Techniques , Program DevelopmentSubject(s)
Health Education , Health Promotion , Occupational Health Nursing , Humans , Program Development , Program EvaluationABSTRACT
There is a current trend for corporations to switch from in-house medical departments to outside contract organizations for provision of occupational health services. Although this may be driven by a desire to reduce expenses, there is little objective data on which to base this decision. This study compares the costs to a corporation of an in-house medical department with the costs for the same services if rendered by outside providers. Costs of the in-house department were obtained from company records. Prevailing charges for outside provider services were determined by an invoice survey and from other sources. We found that the cost for the in-house medical department was 42% less than that of the outside providers at the prevailing rates. Thus, the in-house medical department is more cost-effective than the outside providers. We also discuss other advantages of an in-house department that are more difficult to quantify.
