Browsing by Subject "hospitals"
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Item Annual Report of the Board of Governors of University of Minnesota Hospitals and Clinics(University of Minnesota, 1978-11-10) University of Minnesota. University Hospitals and Clinics. Board of GovernorsItem Board of Governors Annual Retreat: Summary of the Proceedings, July 23-24, 1980(University of Minnesota, 1980) University of Minnesota. University Hospitals and Clinics. Board of GovernorsItem Board of Governors Policies and Procedures Manual, Part 1, 1975-1983(University of Minnesota, 1983) University of Minnesota. University Hospitals and Clinics. Board of GovernorsItem Board of Governors Policies and Procedures Manual, Part 2, 1975-1983(University of Minnesota, 1983) University of Minnesota. University Hospitals and Clinics. Board of GovernorsItem Board of Governors Policies, Procedures, Guidelines and Resolutions Study Committee Report, 1981-1984(University of Minnesota, 1984) University of Minnesota. University Hospitals and Clinics. Board of GovernorsItem Bylaws for the Board of Governors University of Minnesota Hospitals(University of Minnesota, 1974-07-12) University of Minnesota. Board of RegentsItem Data Concerning the Hospital and Medical School of the University of Minnesota and other State Universities(University of Minnesota, 1926) University of Minnesota. University Hospitals and ClinicsItem Essays on Hospital Infrastructure Investment(2023-07) Levin, ZacharyIn this dissertation, I present three essays related to infrastructure investment by acute care hospitals. When hospitals use revenue to invest in their facilities, there is an opportunity cost in terms of staffing, technology, community benefits, and other possible forms of investment. While some level of improvement to facilities may be necessary due to depreciation, infrastructure investment is also a potential way to attract (or maintain) patient demand through signals of high quality and pleasant patient experience. Over $30 billion in construction is invested by hospitals annually in the United States, but little is known on whether this investment impacts demand and/or quality. I provide the first comprehensive look at hospital construction projects, using novel data from California. In Chapter 1, I provide a descriptive overview of significant construction projects. I identify nearly seventy major projects, defined as changing a hospital footprint through either complete rebuilding, additions to general acute care, or service-specific expansions. These projects range in cost from over $2.5 million to add capacity at a small community hospital to nearly $600 million for an urban hospital replacement. Hospitals undertaking these projects are more likely to have above-average volumes of discharges and are less likely to have for-profit ownership structure. They additionally have higher market share than facilities not undergoing a major construction project in my sample period. My results reveal that major infrastructure investment is a non-random occurrence and influenced by hospital and local conditions. I analyze the impact of major construction projects on demand for hospital care in Chapter 2. I perform a difference-in-difference analysis of admissions at the hospital and market level linking data from California’s state discharge dataset. At the hospital level, I find a significant increase in own-hospital admissions after a facility undergoes a major construction project. The impact is especially large among patients with private insurance, which is significant given these insurers typically offer the most generous reimbursement. At the market level, I find strong evidence that admission growth results from market expansion as opposed to purely business-stealing, though I cannot definitively rule out competitive effects. Preliminary evidence suggests market growth occurs particularly among elective procedures. These results suggest certificate-of-need law repeal may not have dramatic anti-competitive effects, but supplier-induced demand remains a concern. Finally, in Chapter 3, I look at the impact of major construction projects on the quality of care received. High quality care is both a policy goal and a potential justification for undergoing construction. I examine quality in terms of both patient experiences, measured using survey data, and clinical outcomes, measured using administrative data. I again employ difference-in-difference analysis for estimation. I find significant improvement across a variety of patient experience measures after a hospital construction project is completed. Among clinical measures, however, there is no significant impact. My results suggest that at least one dimension of quality improves because of construction. This finding raises equity concerns for improving quality at safety net hospitals, given their financial situation makes it more difficult for investment in infrastructure.Item Expanding Climate Mitigation in Healthcare: Investigating Top-Down Approaches to Greenhouse Gas Reduction in Minnesota Community Hospitals(2024-05-01) Sako, KristinHealthcare exists to protect and promote human health, yet is a contributor to climate change. There is a need for this sector to begin addressing their environmental impact, though accountability measures must ensure that existing burdens in healthcare are not exacerbated. Currently, any environmental action in healthcare is done on a voluntary basis. Healthcare, especially patient-centered care, faces unique challenges that must be confronted in order for them to join the climate movement. One major barrier is a lack of broader policies and regulations that can incentivize or coerce healthcare into addressing their greenhouse gas emissions. For this paper, I interviewed multiple stakeholder groups in Minnesota hospitals and supporting organizations in healthcare sustainability to investigate how hospitals would respond to greenhouse gas emission tracking and reporting requirements. In doing so, I analyze how the existing barriers, voluntary programs, and incentives have impacted the way hospitals engage in climate mitigation. The general lack of guidance and incentives have made it difficult for hospitals to engage in change management, which is necessary for climate action to be integrated into hospitals. Consequently, health systems and hospitals that have begun change management are much more likely to meet requirements on greenhouse gas emission reporting than those that have not yet started. I recommend multiple strategies and actions hospitals and external support organizations can take to help Minnesota hospitals begin change management and collectively become environmental stewards.Item Fairview Health Services - University of Minnesota Academic Health Center Affiliation Evaluation: Report of the External Review Panel, March 2001(2001-03) University of Minnesota. Academic Health Center; Fairview Health ServicesItem For Your Health(University of Minnesota, 1958) University of Minnesota. University Hospitals and ClinicsItem Health Sciences Expansion Program: University Hospitals Report to State Board of Health, July 21, 1967(University of Minnesota, 1967) University of Minnesota. University Hospitals and ClinicsItem Interim Report of the Annual Plan for 1975: January to June(University of Minnesota, 1975) University of Minnesota. University Hospitals and Clinics; Westerman, JohnItem Interim Report of the Interdepartmental Primary Care Committee(University of Minnesota, 1972) University of Minnesota. Health Sciences CenterItem Masonic Cancer Relief Committee of Minnesota: News Release(1955-11-09) Masonic Cancer Relief Committee of MinnesotaItem Masonic Memorial Hospital: Dedication and Presentation(1958-10-04) University of Minnesota. University Hospitals and ClinicsItem Meditation Room(University of Minnesota, 1965) University of Minnesota. University Hospitals and ClinicsItem Minnesota Energy Project, Minnesota: Energy Use in Hospitals.(Center for Urban and Regional Affairs, University of Minnesota., 1974) Rankin, Samuel W.Item Minutes: Executive Committee of University of Minnesota Hospitals and Clinics Board of Governors, 1977-1981(University of Minnesota, 1981) University of Minnesota. University Hospitals and Clinics. Board of GovernorsItem Minutes: Executive Committee of University of Minnesota Hospitals and Clinics Board of Governors, August, November 1994, October 1995(University of Minnesota, 1995) University of Minnesota. University Hospitals and Clinics. Board of Governors