Table Of Content

Population-Based Managed Care to Improve Outcomes, 245 Profitable Capitation Requires Accurate Costing, 162 Quality and Cost Outcomes of Transitional Care, 266 Take Charge: Managing Six Transformations in Health Care Delivery, 78 A dannetti Publications Inc. Journal Editorial (Department) The Bed is Dead, 72 On Missions and Markets: Continuity and Change, 260 On Risk-Taking and Role-Breaking, 4 1996 Subject Index On Roots and Wings, 140 A Very Revealing Report Card, 192 Acute Care Managing Managed Care: A Success Story, 320 The Bed is Dead, 72 The Impact of Unlicensed Assistive Personnel on Nursing Care Executive Development (Department) Delivery, 99 Burnout: Is it Happening to You? And What to Do?, 313 Consulting: Is it for You?, 180 Ambulatory Care Mentoring: Executive Responsibility?, 128 Classifying Quality Nursing Care Initiatives: Framework for Specialist or Generalist: Which Path to Follow?, 372 Ambulatory Surgery Nursing Practice, 368 Letters to the Editor, 127, 254, 314 Finance Measuring Nursing Intensity in Ambulatory Care: Part | — Analyzing Jobs for Redesign Decisions, 145 Approaches to and Uses of Patient Classification Systems, 14 The Bed is Dead, 72 Measuring Nursing Intensity in Ambulatory Care Part Il: Developing Budget and Appropriations Status Report, 129 and Testing PINAC, 86 Case Management — A Vital Link to Performance Improvement, 117 A Practical Approach to Developing System Performance Indicators, Case Management: Implementing the Vision, 9 174 Cost Analysis: Initiation of HBMC and First CareMap™, 34 Population-Based Managed Care to Improve Outcomes, 245 Cost-Benefit Analysis of an Automated Medication System, 224 What's New? What's Different?: A Collaborative Accreditation Survey, A Cost Estimation Model for Measuring Professional Practice, 286 309 Development of a New Nursing Organizational Model, 197 See also Perspectives in Ambulatory Care (Department) Economic Awareness of Nurses: Relationship to Budgetary Control, 292 Capitol Commentary (Department) The Economics of a Nurse-Developed Critical Pathway, 156 A Capital Experience, 248 Effects of the PIPC Model on Outcome Measures of Productivity and Budget and Appropriations Status Report, 129 Costs, 205 Medicaid to Medigrant: States Prepare for Change, 51 Faculty Practice Plan Entrance Strategy for Nursing, 373 One Moment in Time Or a Moment for All Time?, 184 Fixing Acuity: A Professional Approach to Patient Classification and The Real Truth about Taxes and Health Care Spending, 308 Staffing, 346 The Focus of Improved Profit, 332 Case Management The Impact of Unlicensed Assistive Personnel on Nursing Care Case Management — A Vital Link to Performance Improvement, 117 Delivery, 99 Case Management: Implementing the Vision, 9 issues of Access: What Is Going on in Health Care?, 299 The Focus of Improved Profit, 332 Managed Care: Employers’ Influence on the Health Care System, A Model for Case Management of High Cost Medicaid Users, 303 213 Nursing Role Innovations: Improved Outcomes in a Trauma Center, Medicaid to Medigrant: States Prepare for Change, 51 357 A Model for Case Management of High Cost Medicaid Users, 303 Nurses’ and Other Experts’ Views of Health Care Fraud and Abuse, Cost-Containment 40 Analyzing Jobs for Redesign Decisions, 145 Nursing at the Crossroads, 325 The Bed is Dead, 72 Nursing Role Innovations: Improved Outcomes in a Trauma Center, Case Management — A Vital Link to Performance Improvement, 117 357 Case Management: Implementing the Vision, 9 On Missions and Markets: Continuity and Change, 260 Cost Analysis: Initiation of HBMC and First CareMap™, 34 One Moment in Time Or a Moment for All Time?, 184 Cost-Benefit Analysis of an Automated Medication System, 224 The Professional Salary Model: Meeting the Bottom Lines, 241 A Cost Estimation Mode! for Measuring Professional Practice, 286 Profitable Capitation Requires Accurate Costing, 162 Development of a New Nursing Organizational Model, 197 Quality and Cost Outcomes of Transitional Care, 266 Documenting for Patient-Focused Care, 218 The Real Truth about Taxes and Health Care Spending, 308 Economic Awareness of Nurses: Relationship to Budgetary Control, Take Charge: Managing Six Transformations in Health Care Delivery, 292 78 The Economics of a Nurse-Developed Critical Pathway, 156 Effects of the PIPC Model on Outcome Measures of Productivity and Health Care Policy Costs, 205 Medicaid to Medigrant: States Prepare for Change, 51 Fixing Acuity: A Professional Approach to Patient Classification and Nurses’ and Other Experts’ Views of Health Care Fraud and Abuse, Staffing, 346 40 The Focus of Improved Profit, 332 One Moment in Time Or a Moment for All Time?, 184 The Impact of Unlicensed Assistive Personnel on Nursing Care The Real Truth about Taxes and Health Care Spending, 308 Delivery, 99 Managed Care: Employers’ Influence on the Health Care System, 213 A Model for Case Management of High Cost Medicaid Users, 303 Nurses’ and Other Experts’ Views of Health Care Fraud and Abuse, 40 Nursing at the Crossroads, 325 Nursing Role Innovations: Improved Outcomes in a Trauma Center, 357 On Missions and Markets: Continuity and Change, 260 NURSING ECONOMICS$/November-December 1996/Vol. 14/No. 6 Health Care Reform The Bed is Dead, 72 The Bed is Dead, 72 Case Management — A Vital Link to Performance Improvement, 117 Budget and Appropriations Status Report, 129 Case Management: Implementing the Vision, 9 Case Management: Implementing the Vision, 9 The Change Leader, 311 The Challenge of Change: Allowing for the Learning Curve, 49 Cost-Benefit Analysis of an Automated Medication System, 224 Cost Analysis: Initiation of HBMC and First CareMap™, 34 Cost Analysis: Initiation of HBMC and First CareMap™, 34 Health Care Fraud and Abuse (Letters), 183 A Cost Estimation Model for Measuring Professional Practice, 286 The Impact of Unlicensed Assistive Personnel on Nursing Care Development of a New Nursing Organizational Model, 197 Delivery, 99 Economic Awareness of Nurses: Relationship to Budgetary Control, | Issues of Access: What Is Going on in Health Care?, 299 292 Managed Care: Employers’ Influence on the Health Care System, Effects of the PIPC Model on Outcome Measures of Productivity and 213 Costs, 205 Managing the New Paradigm: The Nurse Manager's Challenge, 181 Effects of Shared Governance on Perceptions of Work and Work Medicaid to Medigrant: States Prepare for Change, 51 Environment, 111 A Model for Case Management of High Cost Medicaid Users, 303 Faculty Practice Plan Entrance Strategy for Nursing, 373 The New Nursing Leader for the New World Order of Health Care, Fixing Acuity: A Professional Approach to Patient Classification and 239 ; Staffing, 346 Nurses’ and Other Experts’ Views of Health Care Fraud and Abuse, The Focus of Improved Profit, 332 ° 40 The Impact of Unlicensed Assistive Personne! on Nursing Care Nursing at the Crossroads, 325 Delivery, 99 On Roots and Wings, 140 Issues of Access: What Is Going on in Health Care?, 299 One Moment in Time Or a Moment for All Time?, 184 Managed Care: Employers’ Influence on the Health Care System, Opportunities for Nursing Innovation in a Changing Health Care 213 System: A Case Analysis, 52 Measuring Nursing Intensity in Ambulatory Care: Part | — Population-Based Managed Care to Improve Outcomes, 245 Approaches to and Uses of Patient Classification Systems, 14 Preparing Nurse Managers for a Managed Care Future, 132 Medicaid to Medigrant: States Prepare for Change, 51 Quality and Cost Outcomes of Transitional Care, 266 Mentoring: Executive Responsibility?, 128 The Real Truth about Taxes and Health Care Spending, 308 A Model for Case Management of High Cost Medicaid Users, 303 Take Charge: Managing Six Transformations in Health Care Delivery, The New Nursing Leader for the New World Order of Health Care, 78 239 A Very Revealing Report Card, 192 Nurses’ and Other Experts’ Views of Health’ Care Fraud and Abuse, World Class Excellence, 377 40 Nursing at the Crossroads, 325 Home Care Nursing Role Innovations: Improved Outcomes in a Trauma Center, Nursing at the Crossroads, 325 357 On Risk-Taking and Role-Breaking, 4 On Missions and Markets: Continuity and Change, 260 Quality and Cost Outcomes of Transitional Care, 266 On Roots and Wings, 140 Opportunities for Nursing Innovation in a Changing Health Care interviews System: A Case Analysis, 52 An Interview with John Kitzhaber, 5 Partners in Patient Care: Measuring the Effects on Patient An Interview with Rick Scott, 73 Satisfaction and Other Quality Indicators, 276 An Interview with Linda Slezak, 141 Population-Based Managed Care to Improve Outcomes, 245 An Interview with SueEllen Pinkerton, 193 A Practical Approach to Developing System Performance Indicators, An Interview with Joanne Disch, 261 174 An Interview with Diann Martin, 321 The Professional Salary Model: Meeting the Bottom Lines, 241 Preparing Nurse Managers for a Managed Care Future, 132 Legislative Profitable Capitation Requires Accurate Costing, 162 A Capital Experience, 248 Quality and Cost Outcomes of Transitional Care, 266 Budget and Appropriations Status Report, 129 Skill Mix Changes Broaden Professional Spectrum for Perioperative Health Care Fraud and Abuse, (Letters), 183 Nurses, 252 Issues of Access: What Is Going on in Health Care?, 299 Transprofessional Patient Care — The Nurse Manager's Challenge, Medicaid to Medigrant: States Prepare for Change, 51 123 A Model for Case Management of High Cost Medicaid Users, 303 Using Elderly Volunteers to Care for the Elderly: Opportunities for Nurses’ and Other Experts’ Views of Health Care Fraud and Abuse, Nursing, 232 40 Work Excitement Among Nurse Executives and Managers, 151 Nursing at the Crossroads, 325 A Very Revealing Report Card, 192 One Moment in Time Or a Moment for All Time?, 184 The Real Truth about Taxes and Health Care Spending, 308 Nursing Economic$ 12th Annual Conference Program What's New? What's Different?: A Collaborative Accreditation Survey, 62, 309 Nursing Economic$ Foundation Scholarship Program Letters (Department) 2,70 127, 183, 254, 314 Nursing Economics$ Call for Poster Session Abstracts Managed Care 256, 318 Cost Analysis: Initiation of HBMC and First CareMap™, 34 Managed Care: Employers’ Influence on the Health Care System, Nursing Economic$ Data Bank (Department) 213 8, 13, 39, 48, 58, 85, 97, 122, 131, 247, 251, 253 Nursing at the Crossroads, 325 Nursing Economic$ information for Authors On Roots and Wings, 140 98, 187, 190, 258, Population-Based Managed Care to Improve Outcomes, 245 Preparing Nurse Managers for a Managed Care Future, 132 Nursing Education Profitable Capitation Requires Accurate Costing, 162 The Challenge of Change: Allowing for the Learning Curve, 49 Faculty Practice Plan Entrance Strategy for Nursing, 373 Nursing Administration Preparing Nurse Managers for a Managed Care Future, 132 Analyzing Jobs for Redesign Decisions, 145 NURSING ECONOMICS/November-December 1996/Vol. 14/No. 6 Nursing Models Nursing at the Crossroads, 325 Cost Analysis: Initiation of HBMC and First CareMap™, 34 World Class Excellence, 377 A Cost Estimation Model for Measuring Professional Practice, 286 Development of a New Nursing Organizational Model, 197 Restructuring/Re-Engineering The Economics of a Nurse-Developed Critical Pathway, 156 Analyzing Jobs for Redesign Decisions, 145 Effects of the PIPC Model on Outcome Measures of Productivity and The Bed is Dead, 72 Costs, 205 Case Management — A Vital Link to Performance Improvement, 117 Fixing Acuity: A Professional Approach to Patient Classification and Case Management: Implementing the Vision, 9 Staffing, 346 The Challenge of Change: Aliowing for the Learning Curve, 49 The Focus of Improved Profit, 332 Cost Analysis: Initiation of HBMC and First CareMap™, 34 The Impact of Unlicensed Assistive Personne! on Nursing Care Development of a New Nursing Organizational Model, 197 Delivery, 99 The Emotional Side of Leadership: The Nurse Manager's Challenge, Measuring Nursing Intensity in Ambulatory Care: Part | — 59 Approaches to and Uses of Patient Classification Systems, 14 The Impact of Unlicensed Assistive Personnel on Nursing Care Measuring Nursing Intensity in Ambulatory Care Part Il: Developing Delivery, 99 and Testing PINAC, 86 Managed Care: Employers’ Influence on the Health Care System, A Model for Case Management of High Cost Medicaid Users, 303 213 Nurses’ Use and Delegation of Indirect Care Interventions, 22 A Model for Case Management of High Cost Medicaid Users, 303 Partners in Patient Care: Measuring the Effects on Patient The New Nursing Leader for the New World Order of Health Care, Satisfaction and Other Quality Indicators, 276 239 The Professional Salary Model: Meeting the Bottom Lines, 241 Nursing Role Innovations: Improved Outcomes in a Trauma Center, 357 On Leadership (Department) On Missions and Markets: Continuity and Change, 260 The New Nursing Leader for the New World Order of Health Care, On Risk-Taking and Role-Breaking, 4 239 One Moment in Time Or a Moment for All Time?, 184 The Change Leader, 311 Opportunities for Nursing Innovation in a Changing Health Care World Class Excellence, 377 System: A Case Analysis, 52 Partners in Patient Care: Measuring the Effects on Patient Outcomes Satisfaction and Other Quality Indicators, 276 Case Management — A Vital Link to Performance Improvement, 117 Population-Based Managed Care to Improve Outcomes, 245 Classifying Quality Nursing Care Initiatives: Framework for Preparing Nurse Managers for a Managed Care Future, 132 Ambulatory Surgery Nursing Practice, 368 Quality and Cost Outcomes of Transitional Care, 266 The Focus of Improved Profit, 332 The Real Truth about Taxes and Health Care Spending, 308 Managed Care: Employers’ Influence on the Health Care System, Take Charge: Managing Six Transformations in Health Care Delivery, 213 78 Partners in Patient Care: Measuring the Effects on Patient Satisfaction and Other Quality Indicators, 276 Staffing Population-Based Managed Care to Improve Outcomes, 245 Addressing the Human Side of Change: Career Development and A Practical Approach to Developing System Performance Indicators, Renewal, 339 174 Analyzing Jobs for Redesign Decisions, 145 Quality and Cost Outcomes of Transitional Care, 266 The Bed is Dead, 72 World Class Excellence, 377 The Challenge of Change: Allowing for the Learning Curve, 49 A Cost Estimation Model for Measuring Professional Practice, 286 Perioperative Nursing in the Managed Care Era (Department) Development of a New Nursing Organizational Model, 197 The Challenge of Change: Allowing for the Learning Curve, 49 Economic Awareness of Nurses: Relationship to Budgetary Control, Preparing Nurse Managers for a Managed Care Future, 132 292 Self-Managed Work Teams: The Rainbow Model, 185 Effects of the PIPC Model on Outcome Measures of Productivity and Skill Mix Changes Broaden Professional Spectrum for Perioperative Costs, 205 Nurses, 252 Effects of Shared Governance on Perceptions of Work and Work Environment, 111 Perspectives in Ambulatory Care (Department) Faculty Practice Plan Entrance Strategy for Nursing, 373 Classifying Quality Nursing Care Initiatives: Framework for Fixing Acuity: A Professional Approach to Patient Classification and Ambulatory Surgery Nursing Practice, 368 Staffing, 346 Perspectives in Ambulatory Care, 126 The Focus of Improved Profit, 332 Population-Based Managed Care to Improve Outcomes, 245 The Impact of Unlicensed Assistive Personnel on Nursing Care Delivery, 99 Professional Development Individual Hardiness and Staff Satisfaction, 171 Addressing the Human Side of Change: Career Development and Mentoring: Executive Responsibility?, 128 Renewal, 339 A Model for Case Management of High Cost Medicaid Users, 303 Burnout: Is it Happening to You? And What to Do?, 313 The New Nursing Leader for the New World Order of Health Care, A Capital Experience, 248 239 The Change Leader, 311 Nurses’ Use and Delegation of Indirect Care Interventions, 22 Consulting: Is it for You?, 180 Nursing Role Innovations: Improved Outcomes in a Trauma Center, Mentoring: Executive Responsibility?, 128 357 The New Nursing Leader for the New World Order of Health Care, Opportunities for Nursing Innovation in a Changing Health Care 239 System: A Case Analysis, 52 Preparing Nurse Managers for a Managed Care Future, 132 Partners in Patient Care: Measuring the Effects on Patient The Professional Salary Model: Meeting the Bottom Lines, 241 Satisfaction and Other Quality Indicators, 276 Specialist or Generalist: Which Path to Follow?, 372 Preparing Nurse Managers for a Managed Care Future, 132 Work Excitement Among Nurse Executives and Managers, 151 The Professional Salary Model: Meeting the Bottom Lines, 241 World Class Excellence, 377 Self-Managed Work Teams: The Rainbow Model, 185 Skill Mix Changes Broaden Professional Spectrum for Perioperative Quality Care Nurses, 252 Case Management: Implementing the Vision, 9 Using Elderly Volunteers to Care for the Elderly: Opportunities for Classifying Quality Nursing Care Initiatives: Framework for Nursing, 232 Ambulatory Surgery Nursing Practice, 368 Work Excitement Among Nurse Executives and Managers, 151 NURSING ECONOMIC$/November-December 1996/Vol. 14/No. 6 Success $tories (Department) Faculty Practice Plan Case Management — A Vital Link to Performance Improvement, 117 Faculty Practice Plan Entrance Strategy for Nursing, 373 continued from page 376 A Model for Case Management of High Cost Medicaid Users, 259 Opportunities for Nursing Innovation in a Changing Health Care consult on program design, implementation, and System: A Case Analysis, 52 evaluation of case management at a nonprofit hospi- The Professional Salary Model: Meeting the Bottom Lines, 241 tal, (b) coordinate and provide nursing services in a model community program, (c) provide women’s Today’s Patient Care Unit Manager (Department) The Emotional Side of Leadership: The Nurse Manager's Challenge, health care services for clients of a major health agen- 59 cy, (d) provide and manage health care services for Transprofessional Patient Care — The Nurse Manager's Challenge, an 88-bed long-term care facility, (e) conduct contin- 123 uing education and staff development programs, and Managing the New Paradigm: The Nurse Manager's Challenge, 181 (f) provide health assessments for service organiza- tions. Student education is an integral component of each of these contracts. Both undergraduate and graduate students are receiving clinical education and supervision as the faculty provide advanced 1996 Author Index practice nursing services. AAACN Board of Directors, 126 Kowal, NS, 156 Realized Potential Abraham, IL, 232 Krapohl, GL, 99 Addy, JA, 299 Lagoe, R, 92 The college of nursing struggled over the decision Ahern, MM, 40 Larson, E, 99 to join the school of medicine’s faculty practice plan. Anderson, RA, 78 Lengacher, CA, 205, 276 Since joining the plan as the 10th, interdependent, Andrica, DC, 128, 180, 313, LoBianco, MS, 303 autonomous unit, the college of nursing has realized 372 Mabe, P, 276 Androwich, |, 174 Mabe, PR, 205 much of the potential initially envisioned. Though the Arford, PA, 266 McCloskey, JC, 22 formal faculty practice plan is relatively new to the col- Arrington, DT, 232 McCue PS, 266 lege, participating faculty have already received salary Aspling, DL, 92 Mills, ME, 303 enhancements, and opportunities for clinical research Balas, EA, 162 Moore, HW, 303 and teaching. Educational experiences for undergradu- Barter, M, 213 Moorhead, S, 22 ate and graduate students have been expanded to Borromeo, AR, 241 Mosher, C, 218 include clinical instruction from faculty in real-world Bostrom, J, 224 Moss, MT, 49, 132, 185, 252 Brown, HN, 9 Nursing Economic$ practice settings who are responsible for and account- Bulechek, GM, 22 Occena, LG, 145 able to clients served. Simultaneously, faculty are main- Bush, C, 346 Owens, S, 117 taining and expanding their advanced practice exper- Caldwell, R, 224 Parsons, MA, 373 tise through practice plan initiatives. Because of the col- Caroselli, C, 292 Phoon, J, 213 lege’s practice plan, it expects to retain expert clinical Chassie, MB, 373 Pinkerton, S, 197 faculty, and to become a major player in the managed Comried, LA, 34 Prescott, PA, 14, 86 Conn, VS, 145 Rademacher, K, 218 care environment.$ Corder, KT, 213 Rounds, R, 339 REFERENCES Crosier, JA, 224 Ryan, SA, 286 Association of American Medical Colleges. (1991). Faculty prac- Curran, CR, 4, 5, 72, 73, 140, Schultz, AW, 286 tice plans: The organization and characteristics of academ- 141, 192, 193, 260, 261, Schwab, L, 171 ic medical practice Pamphlet]. Washington, DC: AAMC. 320, 321 Scott, JG, 52 Association of American Medical Colleges. (1994, Autumn). Daly, J, 22 Shaha, SH, 346 Financial survey of faculty practice plans: Report of fiscal Davis, NK, 145 Shamansky, SL, 245 year 1993 data. Washington, DC: AAMC. Day, Geri, 218 Simms, LM, 151 Curran, C.R., & Riley, D.W. (1984). Faculty practice plans: Will Delaney, M, 156 Sise, MJ, 357 they work for nurses? Nursing Economic$, 2, 319-324. DiDonna, D, 357 Smith, KT, 51, 184, 308 Nichols, C. (1985). Faculty practice: Something for everyone. Donley, R, 325 Soeken, KL, 14, 86 Nursing Outlook, 33, 85-90. Dziwulski, E, 117 Stiller, AL, 9 Parsons, M.A., & Felton, G.M. (1987). Practice: A sanctioned fac- Eagen, MK, 241 Swan, BA, 368 ulty role. Journal of Nursing Education, 4, 123-125. Fanelli, D, 218 Swymer, S, 205 Walker, P. H. (1994). A comprehensive community nursing cen- Felton, GM, 373 Swymer, S, 276 ter model: Maximizing practice income - A challenge to Hastings, C, 174 VanCott, ML, 276 educators. Journal of Professional Nursing 10, 131- 138. Heinemann, D, 205, 276 VanCott, ML, 205 Hicks, LL, 162 Wakefield, MK, 129, 248 Hiott, B, 266 Walrath, JM, 117 Reprints Available Holmquist, PJ, 357 Wasserbauer, LI, 232 Reprints of all Nursing Economic$ articiles— Ingersoll, GL, 286 West, DA, 162 past, present and future—are available in quan- Issel, LM, 78 West, TD, 162 tities of 100 copies or more. For more informa- Jeska, S, 339 White, S, 224 tion contact: Johnson, ME, 309 Windle, PE, 241 Kennerly, SM, 111 Wise, LC, 224 Nursing Economic$ Kent, K, 205 Witzel, PA, 286 East Holly Avenue/Box 56 Kerfoot, K, 59, 123, 181, 239, Yamamoto, L,357 Pitman, NJ 08071-0056 311, 377 Yvonne, M, 266 609-256-2300 Komarek, AG, 332 Zavodsky, A, 151 NURSING ECONOMIC$/November-December 1996/Vol. 14/No. 6