Long-term Care Administration HandbookSeth B. Goldsmith Jones & Bartlett Learning, 1993 - 562 pages This handbook is the definitive, comprehensive reference for long-term care administration. It provides new ideas, proven approaches, & practical suggestions for every aspect of long-term care facility management. Each chapter contains a collection of specialized, advanced expertise presented by long-term care administrators, consultants, academics, planners, attorneys, architects, & nurses. |
From inside the book
Results 1-5 of 85
Page v
... Role and Function of Governing Boards 134 135 Seth B. Goldsmith Board Functions Board - Management Relations Knowledge and Understanding of Directors The Board Imperative Conclusion .... Chapter 11 - Termination without Litigation ...
... Role and Function of Governing Boards 134 135 Seth B. Goldsmith Board Functions Board - Management Relations Knowledge and Understanding of Directors The Board Imperative Conclusion .... Chapter 11 - Termination without Litigation ...
Page vii
... Role of Management in TQM Barriers to TQM Implementation Conclusion .... Chapter 19 - Financial Management of Long - Term Care Organizations ..... Seth B. Goldsmith and Solomon Goldner The Financial Organization of Long - Term Care ...
... Role of Management in TQM Barriers to TQM Implementation Conclusion .... Chapter 19 - Financial Management of Long - Term Care Organizations ..... Seth B. Goldsmith and Solomon Goldner The Financial Organization of Long - Term Care ...
Page viii
... Role of Leadership in a Capital Campaign . 286 The Campaign Chair : The Key to Success . 286 Cultivating Donors 287 Campaign Costs .... . 288 Fund - Raising Consultants . 290 Solicitor Training How Much To Ask For 292 292 Solicitation ...
... Role of Leadership in a Capital Campaign . 286 The Campaign Chair : The Key to Success . 286 Cultivating Donors 287 Campaign Costs .... . 288 Fund - Raising Consultants . 290 Solicitor Training How Much To Ask For 292 292 Solicitation ...
Page ix
... Role of Food Service in Long - Term Care Management and Organization Making It All Work .... Financial Management Interdepartmental Relationships Conclusion ... 330 334 339 340 343 344 Chapter 26 - Developing an Effective Social Work ...
... Role of Food Service in Long - Term Care Management and Organization Making It All Work .... Financial Management Interdepartmental Relationships Conclusion ... 330 334 339 340 343 344 Chapter 26 - Developing an Effective Social Work ...
Page xi
... Role of the Facility in Shaping DME Policy 429 Chapter 32 - Strategic Planning in Long - Term Care ... 431 Mark E. Toso The Nursing Home Industry 433 Strategic Planning Process 435 Strategic Imperatives in Long - Term Care . . . . 447 ...
... Role of the Facility in Shaping DME Policy 429 Chapter 32 - Strategic Planning in Long - Term Care ... 431 Mark E. Toso The Nursing Home Industry 433 Strategic Planning Process 435 Strategic Imperatives in Long - Term Care . . . . 447 ...
Contents
Chapter 2History of LongTerm Care | 9 |
Chapter 3Psychological Issues in Institutional Care of the Aged | 19 |
Chapter 4Role of the Medical Director in the 1990s | 33 |
The Future of Medical Direction | 54 |
Selection of the Practice Model | 60 |
Selection of Personnel | 67 |
Chapter 6Ethical Decision Making in LongTerm Care | 81 |
Withholding or Withdrawing Medical Treatment | 90 |
Chapter 23Operating a Financially Viable Alzheimers | 304 |
Conclusion | 313 |
Taxable Financing | 321 |
Should Hospitals Invest in CCRCs? | 328 |
Management and Organization | 334 |
Financial Management | 340 |
Intake | 346 |
Activities Programs | 355 |
Chapter 7Mental Health Care and the Elderly | 96 |
Caregiving | 108 |
Implications and Actions | 116 |
Chapter 9Management of Nursing Homes | 123 |
Special Challenges of Nursing Home Management | 129 |
Chapter 10The Role and Function of Governing Boards | 135 |
Practical Advice | 142 |
Chapter 12Negotiating Managerial Contracts | 155 |
The Process of Corporate Reorganization | 162 |
Proposal of Reorganization for the Springfield Jewish Home | 168 |
Lessons Learned in Reorganization | 180 |
Marketing Research for Health Care Services | 186 |
The LongTerm Care Product | 192 |
The Heritage Pointe | 198 |
Sales and Marketing Personnel | 209 |
Barriers to Clinical Computer Systems | 215 |
Learning from the Hospital Automation Experience | 222 |
Conclusion | 228 |
History | 237 |
The Role of Management in TQM | 247 |
Capital Financing in LongTerm Care | 269 |
Appendix 20AGlossary | 276 |
The Precampaign Phase | 282 |
Campaign Costs | 288 |
Conclusion | 294 |
Campaign Process | 300 |
Program Profiles | 362 |
Some Things Old Some Things New | 370 |
Acknowledgments | 376 |
Chaplaincy Services in LongTerm Care | 384 |
Conclusion | 392 |
Implementing the Program Components | 401 |
Chapter 30Durable and Home Medical Equipment | 404 |
Conclusion | 412 |
The Uncertainty of Reimbursement | 418 |
Billing for DME | 424 |
Chapter 32Strategic Planning in LongTerm Care | 431 |
Strategic Imperatives in LongTerm Care | 447 |
Chapter 33Architecture for LongTerm Care Facilities | 454 |
Codes and Standards | 460 |
Resident Care Services | 466 |
Building Support Services | 473 |
Chapter 34Innovation in LongTerm Care Facility Design | 481 |
The Order and Process of Project Development | 495 |
Hospitality Model | 505 |
States are Scrambling to Find Alternatives to Nursing | 511 |
Summary | 519 |
Communication with Residents and Families | 525 |
Community Hospital | 533 |
Chapter 38Contract Facility Management in LongTerm Care | 539 |
549 | |
Common terms and phrases
activities administrator adult Alzheimer's disease appropriate assessment assisted living budget campaign caregivers chaplain clients clinical committee contract corporation cost decisions dementia documentation durable medical equipment effective elderly employees ensure environment equipment established ethical evaluation facility's fees food service function fund gerontological goals health care proxy Heritage Pointe hospital implementation important individual innovation institution involved issues long-term care facility Massachusetts Medicaid medical director Medicare meet ment needs nonprofit nursing facilities nursing home older operating organization patients payment percent physical physicians policies population potential problems professional quality assurance quality improvement regulations reimbursement reorganization requirements resi resident's residents responsibility retirement communities revenues role serve skills social worker staff staffing standards therapy tion total quality management treatment unit vendor