This is the fourth in a series of four articles published in the Wharton Healthcare Quarterly about actionable practices for effective inter professional collaboration.view »
This is the second in a series of four articles published in the Wharton Healthcare Quarterly about actionable practices for effective inter professional collaboration.view »
Most people think of a traditional health care negotiation as doctors versus the HMO -- two opposite parties, providers and payer, battling it out over costs, coverage and reimbursement rates. But in reality the landscape is much more complex, with multiple discussions between multiple stakeholders taking place simultaneously. In a climate of rapidly escalating costs and political tensions, the stakes are growing ever higher for those at the negotiating table and perhaps even more so for those not physically present.
Published by Managed Healthcare Executive, July 1, 2004 as a web exclusive.
Physicians are being asked to take on more formal leadership positions in healthcare organizations. As chief medical officers, chief quality officers and department chiefs and other senior positions, physicians face a complex array of challenges, including cost constraints, improving operational performance across silos, and the pressure to improve quality while reducing medical error. These challenges require more than an individual leader’s time and attention-they demand a team-based approach that brings together the best of clinical and managerial expertise.
Published in Healthcare Executive, May/June 2008, pp. 82 – 83.view »
Chapter 15 in The Business of Medical Practice: Transformational Health 2.0 Skills for Doctors. New York: David E. Marcinko and Hope R Hetico. Springer Pub. Co., 2011
Chapter 8 in Hospitals & Healthcare Organizations: Management Strategies, Operational Techniques, Tools, Templates and Case Studies. David E. Marcinko and Hope R. Hetico. Productivity Press, 2012.
Strategic planning is sweeping academic medicine. Across the country, faculty and administrators at all levels have been drawn into planning processes as sponsors or assigned to task forces or other leadership roles, often with considerable ambivalence. They wonder: "Is this a meaningful process? Will real work get done? Will it actually have an effect on the future of the school, hospital, division, etc.? Can we plan effectively amid so much change?'
American Journal of Medicine, vol. 118 no. 3, March 2005, pp. 315 – 320
A Return to the Fundamentals
Chronic and preventable conditions, such as obesity and type 2 diabetes, account for the vast majority of health care costs. While population health programs have demonstrated their financial and clinical effectiveness in the treatment of these behavior-related conditions, the reimbursement system encourages hospitals and physicians to focus instead on the acute-care crises of individual patients. This perverse situation will last until policy makers overcome a profound cultural bias that shapes the current debate over health care expenditures, focusing attention on individual, rather than population health. We propose an agenda for cultural change that promotes five alternative ways of framing the debate: populations vs. patients, preventive vs. reactive care, chronic conditions vs. acute conditions, integrated health care teams vs. physicians, and communities vs. individuals.
1. To discuss the financial implications of leaving population health needs unaddressed.
2. To gain insight into the perverse incentives brought about by transaction-based financing which drive up the cost of health care.
3. To identify viable alternatives to the current acute-care health care delivery system
Chapter 8 in Nash, David B., et al. Population Health: Creating a Culture of Wellness. Sudbury, MA: Jones and Bartlett Learning, 2011
Chapter 8 in Financial Management Strategies for Hospitals and Healthcare Organizations: Tools, Techniques, Checklists and Case Studies. David E. Marcinko and Hope R. Hetico, CPC Press, 2014.