By recognizing the causes of stress among physicians in your office or hospital and proactively addressing them, you can play a significant role in improving patient care.
By recognizing the causes of stress among physicians in your office or hospital and proactively addressing them, you can play a significant role in improving patient care.
The responsibility for carrying financial risk for medical coverage has migrated from individuals to insurers to employers to providers, without finding a satisfactory home. Each shift further complicates the health care infrastructure, as other responsibilities in the management of benefits and provision of care gravitate to the stakeholder who accepts risk. The social imperative to broaden coverage is forcing a change in the mechanisms of risk management--from avoiding high-risk patients, to managing those patients to better outcomes. In this paper we seek to identify objectively the most appropriate party to carry the financial risk of medical coverage, consider what characteristics are necessary to make that a practical and enduring solution, and examine the secondary effects of the structure required to support that solution.
This case study highlights the problems confronting a clinical practice corporation affiliated with a major medical school, and the business realizations it made in the acquisition of a community-based clinic. Launching a financially viable enterprise requires careful planning, determination of formal goals and expectations, an appropriate mix of physicians and services, a specific marketing campaign and community support.
Customer service is a major, but often overlooked, issue in health care today. While other industries and organizations recognize how good customer relations can affect long-term success, many health care providers have yet to learn this valuable lesson. The Ritz-Carlton, which won the prestigious Baldridge Award for service, has a well-earned reputation for excellent customer service. Like health care providers, this hotel industry icon hires hourly workers, puts them in uniform and has them work in teams. Unlike health care, however, The Ritz-Carlton seems to be able to generate a much higher level of customer satisfaction. How? This chapter illustrates the techniques the hotel chain uses to accomplish its goal and how these important tools can apply to the health care industry.
Improving patients' access to appointments remains a major goal for most managed care organizations and group practices. A number of factors affect the length of time a patient must wait to see a physician or other provider. This article describes those factors and how dynamic modeling can assist decision makers in determining the appropriate number of providers or changes in practice or operations needed to meet given access targets.
A newly formed pediatric faculty practice plan had to overcome numerous hurdles blocking profitability, patient satisfaction, and time for clinical care, teaching and research. The authors describe the seven-point strategy that took the Connecticut Children's Medical Center Faculty Practice Plan from instability and disorganization to success as a high-volume clinical enterprise.
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