Loria L S
Tex Hosp. 1987 Apr;42(11):16-8, 42.
The increasing demand for elderly care services, pressures on inpatient average length of stay and payment levels, and potential financial rewards from providing additional services, makes long-term care look attractive to hospitals. Long-term care, however, is not for every hospital. Before deciding to establish long-term care services, management should examine how the service fits within the hospital's strategic plan. The action plan below provides guidance in evaluating a decision to use hospital facilities for long-term care. Examine how long-term care services fit within the hospital's strategic plan. Study area demographics and competitors to assess the need and supply of long-term care services. Survey the medical staff, consumers and payers to determine attitudes, perceptions and interests regarding long-term care services. Develop a facility plan that identifies areas of excess capacity that can be most easily converted into long-term care with minimal effects on hospital operations. Prepare a financial feasibility analysis of the contribution margin and return on investment attributable to long-term care services. Include an impact analysis on hospital operations. Establish a management task force to develop a detailed implementation plan including assigned individual responsibilities and related timetable. Develop an effective marketing plan designed to generate increased patient market share.
对老年护理服务需求的不断增加、住院平均住院日和支付水平方面的压力，以及提供额外服务可能带来的经济回报，使得长期护理对医院颇具吸引力。然而，并非每家医院都适合开展长期护理服务。在决定建立长期护理服务之前，管理层应审视该服务如何契合医院的战略规划。以下行动计划为评估利用医院设施开展长期护理服务的决策提供指导。审视长期护理服务如何契合医院的战略规划。研究区域人口统计学和竞争对手，以评估长期护理服务的需求和供给情况。对医务人员、消费者和付款方进行调查，以确定他们对长期护理服务的态度、看法和兴趣。制定一项设施计划，确定那些过剩产能区域，这些区域能够以对医院运营影响最小的方式最轻松地转换为长期护理区域。对长期护理服务的边际贡献和投资回报率进行财务可行性分析。包括对医院运营的影响分析。成立一个管理特别工作组，制定详细的实施计划，包括明确个人职责分配和相关时间表。制定一项有效的营销计划，旨在提高患者市场份额。
