Showing 103 results for Pour
Fateme Mohammadi, Hossein Dargahi, Sara Emamgholipour Sefiddashti, Mohammad Mehdi Aladdin,
Volume 23, Issue 4 (2-2025)
Abstract
Background and purpose: The healthcare sector is undergoing a profound transformation driven by rapid scientific, economic, and social advancements. The World Health Organization (WHO) emphasizes the necessity of medical equipment and supplies for reducing health disparities and achieving strategic health system objectives. However, there is a notable gap in the literature regarding this cost component within the Iranian health system. This study, therefore, aims to quantify the share of pharmaceutical and medical consumable costs in Iran's total health system expenditure.
Methods: This retrospective, cross-sectional study analyzed outpatient and inpatient medical records from 2018 to 2020. Data on the costs of pharmaceuticals and medical consumables were extracted from Iran's National Health Accounts (NHA) and the SPAS dashboard. The collected data were statistically analyzed to determine the proportional costs of these items relative to total national health expenditure.
Results: Between 2018 and 2020, inpatient pharmaceutical and medical consumable costs constituted 12% of the total health expenditure, demonstrating an annual decrease of 1.8%. In contrast, outpatient costs accounted for 19.5% of the total, with an annual increase of 0.7%. Basic health insurance allocated approximately 10.3% of its budget to cover these items, which corresponds to 31.5% of the nation's total healthcare spending.
Conclusion: The findings highlight the critical need for strategic interventions within Iran's health system. Key implications include the necessity for effective supply chain management, strategic planning to reduce import dependency, and robust mechanisms for monitoring prices. Mitigating the adverse effects of inflation and sanctions is paramount. Furthermore, increasing the healthcare budget's share of the Gross Domestic Product (GDP) and expanding insurance coverage are essential for ensuring financial protection for the population and advancing towards Universal Health Coverage (UHC).
Newsha Poursaadat, Mohammad Ali Cheraghi, Maryam Esmaeili, Fatemeh Hajibabaee,
Volume 24, Issue 1 (5-2025)
Abstract
Background and purpose: A key aesthetic dimension of nursing leadership involves embedding aesthetic principles into the formulation of organizational documents and artifacts. These elements embody beauty in both visual design and semantic content within the healthcare environment, created by providers and perceived by all stakeholders. This study aimed to explore the role and manifestation of aesthetics in such organizational materials from the perspective of nursing leaders at Tehran University of Medical Sciences.
Methods: This qualitative study, conducted in 2023, utilized a conventional content analysis methodology guided by the Graneheim and Lundman approach. The participants were nursing managers and leaders from hospitals affiliated with Tehran University of Medical Sciences. A total of 28 participants were recruited via purposive and snowball sampling. Data were collected through in-depth, semi-structured interviews, supplemented by photovoice and field observations, to explore the guiding principles and prevailing atmosphere shaping organizational aesthetics.
Results: The analysis of the data yielded 191 initial codes, which were abstracted into six main themes: (1) Preservation and Maintenance, (2) Standardization, (3) Cleanliness and Beautification, (4) Order and Arrangement, (5) Organization, and (6) The Sublime.
Conclusion: The study concludes that the aesthetic vision championed by nursing leaders—as manifested in organizational documents and the workplace environment—is palpable to all stakeholders. This perceived aesthetic fosters a sense of grace and compassion in the thoughts, speech, and actions of both care providers and recipients. Ultimately, it facilitates a more holistic form of "aesthetic nursing care" and helps to create a comforting, home-like atmosphere for patients.
Sara Emamgholipour, Fateme Mohammadi, Behzad Raei,
Volume 24, Issue 1 (5-2025)
Abstract
Background and purpose: Evaluating hospital efficiency serves as a critical tool for assessing the preparedness and responsiveness of health systems in times of crisis. Accordingly, this study examines the performance of hospitals affiliated with Tehran University of Medical Sciences in response to the COVID-19 pandemic during the years 2019 to 2022.
Methods: This analytical study assessed hospital efficiency using the Pabon Lasso model over the period 2019–2022. Additionally, statistical correlation analysis was employed to explore the relationship between changes in COVID-19 admissions and variations in hospital expenditures, revenues, average length of stay, and bed occupancy rates.
Results: The outbreak of COVID-19 led to a temporary improvement in performance indicators and more optimal utilization of hospital resources. However, following the subsidence of the crisis, hospitals reverted to their previous inefficient structures. In 2022, the operational structure of hospitals returned to pre-pandemic conditions, with only 14% of hospitals falling within the efficient zone. Compared to 2019, a 33% increase in hospitals located in Zone 1 and a 17% decrease in those in Zone 4 indicated a lack of progress in enhancing systemic efficiency. Moreover, the rise in COVID-19 admissions was associated with increased expenditures and subsidies, yet had no significant impact on hospitals’ direct income from patients. Functional effects were limited to a slight reduction in average length of stay and a modest increase in bed occupancy rates.
Conclusion: The findings highlight the absence of mechanisms necessary to sustain crisis management achievements and promote long-term efficiency. Health system preparedness for future crises requires continuous integration of crisis experiences, proactive planning, resource allocation, and the establishment of frameworks to maintain and enhance productivity under all conditions. Therefore, crisis management should not be viewed as a temporary response but rather as an integral component of the strategic and permanent structure of healthcare organizations.
