[Prognosis of severe trauma outcome using noninvasive monitoring]. / Predskazanie iskhoda tiazheloi travmy s pomoshch'iu neinvazivnogo monitoringa.

The purpose of the case study was, firstly, to evaluate (starting from the time the patients are admitted to the intensive care unit--ICU) a type of cardiac, pulmonary and peripheral microcirculation in patients with severe traumas by using a multi-component and invasion-free monitoring; the second purpose was to measure quantitatively the changes in the cardiac, pulmonary and peripheral hemodynamics leading to recovery or death; and finally, it was to investigate the effectiveness of applying the discriminative analysis for the sake of assessing the biological value of the controllable changes and of forecast outcome. The invasion-free monitoring system comprising the below tools was in use: an improved bio-impedance method (evaluation of the cardiac output), pulsometry (examination of the pulmonary function), transcutaneous oxygen pressure (tissue perfusion function) and arterial blood pressure (ABP--general circulation status). The results of continuously controllable invasion-free measurements were used for a prospective evaluation at the emergency unit of the county hospital, which was supervised by the university. The accumulated integral values of the deficit or excess of each controllable parameter were calculated by using the differences between the normal values and the values obtained for each patient and for the groups of survivors and dead. A probable outcome and a degree of the deficit of the pulmonary and cardiac functions as well as of the tissue-perfusion function were analyzed by using the discriminant function. The values of pure aggregate deficits (-) or excesses (+) were for the survivors and dead, respectively, as follows: cardiac index--(+)93 +/- 49.8 l/m2 versus -232 +/- 138 l/m2 (p < 0.07); mean ABD(-)-12 +/- 12.4 mm Hg versus -57 +/- 23.5 mm Hg (p < 0.066); arterial saturation(-)-1 +/- 0.09% h versus -9 +/- 2.6% h (p < 0.001): and tissue perfusion--(+)311 +/- 87 tor/h versus 793 +/- 175 tor/h (p < 0.0001). The pure aggregate value of reduced circulation, tissue perfusion and of hypoxemia degree was found to be higher in the dead versus the survivors. The invasion-free monitoring systems secure a constant real-time control over the data, which makes the circulatory malfunction revealed as soon as possible in emergency settings. The mentioned systems can be used to describe, for each patients, a temporal hemodynamic model and to evaluate quantitatively a functional-deficit severity; they also provide for composing a clear-cut and successive treatment scheme from the emergency stage to the intensive care unit.

Animated-simulation modeling facilitates clinical-process costing.

Traditionally, the finance department has assumed responsibility for assessing process costs in healthcare organizations. To enhance process-improvement efforts, however, many healthcare providers need to include clinical staff in process cost analysis. Although clinical staff often use electronic spreadsheets to model the cost of specific processes, PC-based animated-simulation tools offer two major advantages over spreadsheets: they allow clinicians to interact more easily with the costing model so that it more closely represents the process being modeled, and they represent cost output as a cost range rather than as a single cost estimate, thereby providing more useful information for decision making.

Resource cost analysis of cervical spine trauma radiography.

PURPOSE: To determine the resource costs of the technical component of cervical spine radiography in patients with trauma and the factors that drive resource costs, to provide a model for resource cost estimation, and to compare resource costs with other methods of cost estimation. MATERIALS AND METHODS: Direct measurement was made of technologist labor and supply costs of a cohort of 409 consecutive patients with trauma who underwent cervical spine radiography. Probability of cervical spine injury was determined by reviewing emergency department medical records. An animated simulation model was used to combine cost and injury probability estimates to determine resource costs. Sensitivity analysis explored factors that determined costs and estimated uncertainty in model estimations. Comparison was made with other cost estimates. RESULTS: The average technical resource cost for cervical spine radiography was $49.60. Both direct labor ($19.60 vs $13.33; P <.005) and film ($8.39 vs $6.76; P <.005) costs were greater in patients with high probability of injury than in those with low probability of injury. Overall costs in patients with high probability of injury exceeded those in patients with low probability of injury by 33%. Resource costs exceeded Medicare resource-based relative value unit reimbursements for all patients with trauma. CONCLUSION: Resource costs of the technical components of cervical spine radiography varied with patient probability of injury and were higher than Medicare reimbursements.

Extending simulation modeling to activity-based costing for clinical procedures.

A simulation model was developed to measure costs in an Emergency Department setting for patients presenting with possible cervical-spine injury who needed radiological imaging. Simulation, a tool widely used to account for process variability but typically focused on utilization and throughput analysis, is being introduced here as a realistic means to perform an activity-based-costing (ABC) analysis, because traditional ABC methods have difficulty coping with process variation in healthcare. Though the study model has a very specific application, it can be generalized to other settings simply by changing the input parameters. In essence, simulation was found to be an accurate and viable means to conduct an ABC analysis; in fact, the output provides more complete information than could be achieved through other conventional analyses, which gives management more leverage with which to negotiate contractual reimbursements.

Succeeding beyond the Year 2000: how to rise to the challenges of the new millennium. Interview by Jill L. Sherer.

Are you ready to take your organization into the 21st century? Do you fully grasp the implications of current and emerging trends in the field? Healthcare Executive talked with six healthcare experts and asked them what they saw as the greatest challenge for both executives and their organizations in the new millennium. Although the experts' opinions vary, their responses emphasize the importance of repairing old relationships and building new partnerships between those working in healthcare organizations, as well as bringing a consumer focus back to healthcare delivery.

Issues for academic health centers to consider before implementing a balanced-scorecard effort.

Because of changes in the health care environment, it is likely that strategic planning and management will become much more important to academic health centers (AHCs) than in the past. One approach to strategic planning and management that is gaining the considerable interest of health care organizations is the balanced scorecard. Based on a year's experience in examining this management tool, and on early implementation efforts, the authors critically evaluate the applicability of the balanced-scorecard approach at AHCs in relation to two fundamental questions: Does the decentralized nature of most AHCs mitigate the potential usefulness of the balanced-scorecard approach? Are the balanced scorecard's four perspectives (learning and growth, internal; customer; and financial) appropriate for AHCs, which are neither for-profit nor manufacturing organizations? The authors conclude that (1) the unique characteristics of AHCs may mitigate the full benefit of the balanced-scorecard approach, and (2) in cases where it is used, some key modifications must be made in the balanced-scorecard approach to account for those unique characteristics. For example, in a corporation, the key question from the financial perspective is "To succeed financially, how should we appear to our stockholders?" But in an AHC, this question must be revised to "What financial condition must we achieve to allow us to accomplish our mission?"

External laryngocele: an unusual cause of respiratory distress in a newborn.

Congenital laryngoceles are rare causes of respiratory distress in the newborn. We report a case of airway compromise in a two day old newborn boy secondary to a solitary giant external laryngocele. No internal component or other laryngeal pathology was found. The patient had a progressively enlarging neck mass and increasing stridor culminating in respiratory arrest. Tracheotomy was avoided and the lesion was excised in its entirety. Airway management, the role of CT scanning, and surgical excision of laryngoceles are discussed.

The Clinton plan: with malice toward none and health security for all.

President Clinton's health reform proposal brings together the means generally associated with conservatives--market competition--to achieve the ends advocated by liberals--health security for all Americans. Exactly how the White House, Congress, and the American public reach consensus is open to negotiation and compromise. But certain fundamental principles such as universal coverage and cost control are not.

A bridge to compromise: competition under a budget.

A new approach to universal health insurance combining managed competition and global budgets promises to break the impasse blocking comprehensive health reform. The central innovation is the development of regional health insurance purchasing cooperatives (HIPCs) as managers and reorganizers of the market and platforms for global budgets. Financing would be based on community-rated premiums, with obligations to employers capped as a percentage of payroll and to individuals as a percentage of family income. Budgets would cap the mandated core of spending and set a target for out-of-pocket expenditures.

Financial aspects of adult day care: national survey results.

Using data from a national survey of adult day care centers, it was found that a typical center had revenues of approximately $140,000 and expenses that were slightly higher. Most of the revenue was from Federal sources, with Medicaid being the largest single source. The median cost per participant day was $29.50, over one-half of which was attributable to labor expenses. To the extent that adult day care programs can better utilize their capacity, considerable savings could be made in cost per participant day.