Taxonomic classification of planning decisions in health care: a review of the state of the art in OR/MS

We provide a structured overview of the typical decisions to be made in resource capacity planning and control in health care, and a review of relevant OR/MS articles for each planning decision. The contribution of this paper is twofold. First, to position the planning decisions, a taxonomy is presented. This taxonomy provides health care managers and OR/MS researchers with a method to identify, break down and classify planning and control decisions. Second, following the taxonomy, for six health care services, we provide an exhaustive specification of planning and control decisions in resource capacity planning and control. For each planning and control decision, we structurally review the key OR/MS articles and the OR/MS methods and techniques that are applied in the literature to support decision making

PROJECTIONS OF DEMAND FOR HEALTHCARE IN IRELAND, 2015-2030: FIRST REPORT FROM THE HIPPOCRATES MODEL. ESRI RESEARCH SERIES NUMBER 67 OCTOBER 2017

This report provides baseline estimates and projections of public and private healthcare demand for Irish health and social care services for the years 2015–2030. This is the first report to be published applying the Hippocrates projection model of Irish healthcare demand and expenditure which has been developed at the ESRI in a programme of research funded by the Department of Health. Development of the model has required a very detailed analysis of the services used in Irish health and social care in 2015. This is the most comprehensive mapping of both public and private activity in the Irish healthcare system to have been published for Ireland

A DEA Model to Optimize Insurance Payment Plans based on PACs

Healthcare industry has evolved dramatically over the time. From being a “cottage industry” to an “organized industry” has brought lot of changes. The changes have been both good and bad. Among the problems that have surfaced in past couple of decades, rising healthcare cost has been one of the most significant. The rising healthcare cost has been documented to be a symptom of several factors. Since the inception of healthcare as an organized industry several payment models for providers and hospitals have been adopted. Current healthcare reforms have proposed new payments models to curb the rising cost and provide consumer oriented healthcare. The proposed payment models such as, bundled, capitation, PROMETHEUS, pay-for-performance and traditional model of fee-for-service, all have their merits and demerits. Some are good for chronic and others for acute conditions, some provide bonuses to physicians for high quality and efficient care where as others pay more for number of services used. Our literature review has highlighted the lack of systemic study to analyze the effect of payment models on reimbursement of physicians and hospitals. This study shows that no “single model” can be implemented to serve all the stakeholders. The proposed optimization model is a strategic tool that aligns dynamic patient population with existing reimbursement models and provides information to providers to help them design favorable contracts with insurers. The model also has a potential to help improve planning and operational activities of hospitals

Long term evaluation of operating theater planning policies

This paper addresses Operating Room (OR) planning policies in elective surgery. In particular, we investigate long-term policies for determining the Master Surgical Schedule (MSS) throughout the year, analyzing the tradeoff between organizational simplicity, favored by an MSS that does not change completely every week, and quality of the service offered to the patients, favored by an MSS that dynamically adapts to the current state of waiting lists, the latter objective being related to a lean approach to hospital management. Surgical cases are selected from the waiting lists according to several parameters, including surgery duration, waiting time and priority class of the operations. We apply the proposed models to the operating theater of a public, medium-size hospital in Empoli, Italy, using Integer Linear Programming formulations, and analyze the scalability of the approach on larger hospitals. The simulations point out that introducing a very limited degree of variability in MSS in terms of OR sessions assignment can largely pay off in terms of resource efficiency and due date performance

The gaps between healthcare service and building design : a state of the art review

Healthcare buildings are designed to achieve diverse objectives, ranging from providing appropriate environments where care can be delivered to communities to increasing operational efficiency and improving patient flows and the patient experience. Improvements in operational efficiency should result from state-of-the-art buildings, more appropriate layouts, departmental adjacencies, efficient clinical and business processes and enhanced information systems. However, complexities around requirements and stakeholders management may prevent the achievement of such objectives. The aim of this article is to identify and understand how healthcare services (re)design and building design can be integrated to facilitate increased performance both in terms of service delivery and future changes. Findings indicate that current approaches and innovation are restricted due to functional barriers in the design process, and that there is a need to support the development of operations driven design through time (e.g. flexible and durable) that satisfies diverse needs

A COVID-19 Recovery Strategy Based on the Health System Capacity Modeling. Implications on Citizen Self-management

Versión preprint depositada sin articulo publicado dada la actualidad del tema. *Solicitud de los autoresConfinement ends, and recovery phase should be accurate planned. Health System (HS) capacity, specially ICUs and plants capacity and availability, will remain the key stone in this new Covid-19 pandemic life cycle phase. Until massive vaccination programs will be a real option (vaccine developed, world wield production capacity and effective and efficient administration process), date that will mark recovery phase end, important decisions should be taken. Not only by authorities. Citizen self-management and organizations self-management will be crucial. This means: citizen and organizations day a day decision in order to control their own risks (infecting others and being infected). This paper proposes a management tool that is based on a ICUs and plants capacity model. Principal outputs of this tool are, by sequential order and by last best data available: (i) ICUs and plants saturation estimation data (according to incoming rate of patients), (ii) with this results new local and temporal confinement measure can be planned and also a dynamic analysis can be done to estimate maximum Ro saturation scenarios, and finally (iii) provide citizen with clear and accurate data allow them adapting their behavior to authorities’ previous recommendations. One common objective: to accelerate as much as possible socioeconomic normalization with a strict control over HS relapses risk

Implementing social health insurance in Ireland: Report of a meeting and workshop held in Dublin, on December 6th 2010

We considered two basic questions, 'Is it possible to implement Social Health Insurance in Ireland?', and 'How can this be done?'. Can Social Health Insurance be implemented in Ireland? Our answer is a very definite yes. Furthermore, there would be many opportunities, while working towards this end, to improve the performance of our health care system. How can it be implemented? This process will need to be actively managed. There are many difficulties in the Irish health services, but also many opportunities. The greatest strengths are the talented, well-trained and very committed staff. Getting and keeping the support of these staff, for the necessary changes in service delivery, will be critical. Ireland has the capacity to make these changes, but without high quality management, a detailed focussed plan for change, and political support, little will happen. Each step in the change needs to be planned to maintain services, improve service delivery, improve service accountability, and improve service governance. Each sector of the service will need someone to lead the change, and mind that service during the change. Primary care remains under-developed. The HSE plan to develop primary care teams (PCT) has not succeeded. There are several established PCTs which work well. In other areas there are informal arrangements for collaboration, which work well. Overall, there are many useful lessons to learn from the experience so far. Future developments will need to place general practice at the centre of primary care. The mechanisms for doing this will vary from place to place, but need to be developed urgently. Acute hospitals face a crisis of governance. Maurice Hayes' (1) recent report on Tallaght hospital gives an idea of the scale of the changes needed. Tallaght is, we believe, not atypical, and is reputed to be by no means the worst governed hospital in the system. This, alone, should provide a pressing motive for change. Redesigning Irish hospitals to a new mission of supporting primary care, of supporting care in the community where possible can, and must, be done. Long-term care for older people is also a challenge. We advise moving to an integrated needs based system with smooth transitions between different degrees of support at home, and different degrees of support in specialized housing facilities including nursing homes. A similar model should apply to other forms of long-term care, for example for people with a substantial disability. Information systems and management processes both need a major overhaul. The health service remains strikingly under-managed, and fixing this will need a substantial culture change within the services. Wide use of standardized formal project management processes will be vital. There is a separate plan being developed to improve health service IT systems, and implementing this needs to be a high priority. We have not considered other key sectors, for example mental health, disability services, and social services. This does not mean that these are unimportant, merely that we had limited time, and a great deal to cover