Holman E J, Branstetter E
Community Health Services Clinic, Arizona State University, College of Nursing, Scottsdale, USA.
Nurs Econ. 1997 Sep-Oct;15(5):248-52.
The authors suggest that academic institutions build business-oriented policies and practices into the development of any nurse-run clinic to set the stage for financial independence when special or development funding ends. One university-affiliated program that provides 4,000 to 5,000 annual visits drastically changed its strategies when threatened with closure after free rent and other subsidies were withdrawn. The growing emphasis on ambulatory care roles for nurses at all levels makes such clinics critical to the success of the broad-based curricula of nursing education programs, as well as the clinic's value to communities they serve. Funding difficulties frequently threaten the existence of such nurse-run clinics once the initial grant funding is no longer available. This has caused a new emphasis on running such clinics in a business-wise manner. Among the strategies initiated were: direct full-pay at the time of service; a realistic business management plan; aggressive planned marketing; contracts and agreements with other agencies; obtaining provider status with selected HMOs.
作者建议学术机构在任何护士开办的诊所的发展过程中制定面向商业的政策和做法，以便在特殊或发展资金结束时为财务独立奠定基础。一个大学附属项目每年提供4000至5000次就诊服务，在免租金和其他补贴被取消后面临关闭威胁时，彻底改变了其策略。各级护士在门诊护理角色方面日益受到重视，这使得此类诊所在护理教育项目广泛课程的成功以及诊所在其所服务社区的价值方面至关重要。一旦最初的赠款资金不再可用，资金困难常常威胁到此类护士开办诊所的生存。这导致人们重新强调以商业明智的方式运营此类诊所。启动的策略包括：服务时直接收取全额费用；制定切实可行的商业管理计划；积极的计划性营销；与其他机构签订合同和协议；在选定的健康维护组织中获得提供者地位。
