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INDIAN HEALTH CAREIMPROVEMENT ACT AND HEALTH SERVICECONSIDERATIONS -- INDIAN HEALTH CAREIMPROVEMENT ACT AND HEALTH SERVICECONSIDERATIONS -- CONTENTS -- PREFACE -- Chapter 1 INDIAN HEALTH CARE: IMPACT OF THEPATIENT PROTECTION AND AFFORDABLECARE ACT (PPACA) -- SUMMARY -- INTRODUCTION -- OVERVIEW OF INDIAN HEALTH CARE -- INDIAN HEALTH CARE IMPROVEMENT ACT -- IHCIA Reauthorization in PPACA -- Definitions -- SELECTED MAJOR CHANGES -- TITLE I: INDIAN HEALTH, HUMAN RESOURCES,AND DEVELOPMENT -- TITLE II: HEALTH SERVICES -- TITLE III: FACILITIES -- TITLE IV: ACCESS TO HEALTH SERVICES

Background: The difference between the services provided by day hospitals and day centres is far from clear. The supposition that day hospitals would provide an acute service, while day centres would offer social support for a more chronic population has been contentious and there is little evidence of how they are currently used. Aims: We aimed to ascertain the differences between day hospitals (partial hospitalisation) and social service day centres in functions and roles, as perceived by staff, service users and referrers. Methods: The views of service users and staff at two day hospitals and four day centres were ascertained through questionnaires and interviews, along with those of staff of eight Community Mental Health Teams, who constitute the sole pathway to the two services. Results: Day hospitals were perceived by both referrers and clients to offer short-term, more intensive 'treatment' to more acutely ill people in need of mental health monitoring. Day centres were perceived to offer longer-term support, particularly social support, to people more likely to have longer-term and psychotic illnesses. Conclusion: There is currently a clear distinction between day centres and day hospitals, in key features of their services and client groups. It would be unwise to treat them as interchangeable.

The 20th volume of Advances in Health Care Management showcases how health care management research helps to further understand grand challenges in health care: what they are, why they exist, the consequences that they have, and what can be done to address them. Grand challenges are large, unresolved problems. "Grand health care challenges" include current events such as the COVID-19 pandemic, and ongoing challenges related to the quadruple aim of health care: improving the health of populations, reducing the cost of healthcare, improving patient care experiences, and improving the experience of working in health care. The book demonstrates that these challenges are amenable to organizational and managerial solutions, and therefore health care management research has many important lessons to contribute. For this volume, The Contributions of Health Care Management to Grand Health Care Challenges, we define health care management as the planning, direction, and coordination of health services and the management of health care professionals. Included chapters consider five grand challenges facing the health care sector: (1) caring for vulnerable populations; (2) maintaining the health care workforce; (3) translating innovation into practice; (4) sustaining organizations; and (5) navigating pandemics. Each challenge is discussed in its own section and addressed by two chapters that offer different perspectives and approaches to the challenge. Across chapters a variety of methodologies are used including ethnographic case studies, survey data analysis, interviews, literature review, and informed commentary. Together, the chapters in this volume synthesize current information in the field, direct future research efforts, and generate actionable insights for managers and policymakers.

Significant variations in the quality of health care management practices are present both within and across local, regional, and international health systems. With increasing globalization of health services, both quality and efficiency of care can benefit from shared learning on a regional and global basis. Although systems and quality of health care delivery differ across the world, empirical research has found that people involved in health care, whether in the role of patients or health care providers, have similar wants and needs. Identifying and documenting best practices within and across countries is more important than ever. Best practices in health care management organize clinical and administrative processes in ways that achieve leapfrog results as compared to normal standards in industry, potentially earning brand status. Advances in health care management volume 17 helps to shape emerging thinking about best practices in international health care management. The volume is divided into two sections: a set of commentaries from US and European scholars, and research articles that compare two or more health systems and focus on specific topics in health care delivery.

Health care and social care are not only important aspects of the Nordic welfare state model. The development of those sectors also has an important impact on the regional development and sustainability(economically, socially and environmentally)in the Nordic Region. The use of digital solutions in both sectors is increasing across all the Nordic countries. However, in relation to the ambitious goals set out in national digitalisation and eHealth strategies, digitalisation in health care and social care can be seen to have been developing at a relatively moderate pace. This research is part of the Digitalisation inHealth Care and Social Care project initiated and funded by the Nordic Council of Ministers. The aim of this research has been to explore the effects and potential benefits to regional development and to address the various obstacles facing digitalisation in health care and social care throughout the Region.

"Management Accounting in Health Care Organizations, Third Edition, focuses on the application of key managerial accounting tools and concepts introduced. Topics include full costing, incremental costing, activity based costing and responsibility accounting. The book focuses upon both analytics and communication skills. Tools and frameworks for financial decision support and decision-making processes are provided, as are tools and models for evaluating and reviewing long- and short-term resource allocation decisions. Esoteric and non-health care specific content have been removed, as well as most cases, allowing room for a much needed new chapter (Chapter One, The Context For Management Accounting In Health Care) and a newly combined but shorter chapter on Aborption-Costing and Activity-Based Accounting). New to this edition is expanded content on the specific role of management accounting in health care, activity-based costing, impact of Affordable Care Act, and much more detail operational budgeting. The book is an ideal way to help students learn to identify, define, discuss and apply key health care management accounting concepts. The book includes one practice case, with optional cases posted online for instructors to select, along with teaching notes for the cases. Each chapter includes learning objectives, standard introductions, and key terms. Table of Contents:One: The Context For Management Accounting In Health CareTwo: Essentials Of Full-Cost AccountingThree: Cost BehaviorFour: Differential Cost AccountingFive: Activity-Based CostingSix: Responsibility Accounting: An OverviewSeven: Designing A Responsibility Accounting StructureEight: ProgrammingNine: Operational BudgetingTen: Cash BudgetingEleven: Measuring And ReportingTwelve: Implementing A New Responsibility Accounting System"--