Journal of healthcare resource management最新文献

As healthcare moves from individual fee-for-services and single hospital systems to capitated contracts and integrated delivery systems (IDS), and then into Community Health Information Networks (CHINs), implementing a data warehouse is a realistic way to collect and transform data into meaningful information. However, healthcare differs from other industries because of its complexity. The software is more specialized, and many vendors have adopted proprietary operating systems that hold critical data hostage. Even when available, data is not integrated and is more convoluted than in other industries. To have a complete patient profile, there can be 750 critical data elements in a healthcare transaction, as compared to an estimated 150 data elements in a financial transaction. Historical, behavioral, and diagnostic information is needed at multiple points along the continuum of care: physician's office, rehabilitation, pharmacy, emergency room, laboratory, and hospital. Additionally, these points along the continuum must communicate with the community they serve and the purchasers of healthcare. This article looks at data warehousing and the different technologies available for consolidating and integrating information in the healthcare environment.

Work-site wellness programs are hardly new to most US healthcare markets. Emerging out of the 1980s fitness craze, traditional wellness programs usually consisted of classes that encouraged healthy lifestyle practices among company employees. Since the prevalent fee-for-service environment didn't provide an inherent incentive for keeping people well, hospital-operated work-site wellness programs rarely advanced past this basic level of service. Corporations, payers, and hospitals see the economic value of managing health, therefore, these types of programs are becoming a part of hospital delivery systems and a growing revenue center. This article presents a hospital-operated, work-site wellness model that was developed for the WorkingWell Network, the corporate wellness program offered by The Methodist Hospitals, Inc. (Gary and Merrillville, IN).

While the growth of HMOs has slowed patient visits to doctors, it also has created a deluge of press clippings. On July 16, 1996, three articles on the subject appeared in the Wall Street Journal, front section. The headlines painted a vivid picture of the forces acting on HMOs and providers alike (Figure 1). The articles portended more change for healthcare. The "shake-out," a term applied to industries in serious transformation, brings shedding of excess capacity and loss of jobs and income. Providers, in particular, find themselves in a difficult dilemma. They must not only cut costs as reimbursement drops, but also retain patients with good outcomes and high quality service. Patient retention means keeping the individual patient from switching to another provider and keeping the insurer's group of patients as an authorized provider for that insurer. The relationship between provider and HMO lies at the heart of the provider dilemma. The HMO structure, which shifts financial risk for care, is quickly setting the standard, for healthcare pricing, medical standards, and management practices. Understanding and responding to HMO needs are vital to competitive advantage and survival. The article discusses the inherent dilemma of HMO and provider partnering and suggests provider responses.

One of the most recent and pervasive trends in healthcare is the restructuring of primary care. In many markets, the solo family practice physicians increasingly family practice physician is a thing of the past. Primary care physicians increasingly are aligning themselves with larger players such as multispecialty groups, hospitals, health plans, or practice management companies. This article draws on the authors' research into 20 healthcare systems in various stages of development as well as their own consulting experience to answer several questions: Why is the establishment or purchase of primary care physician practices an exploding national trend? What are the pros and cons of this approach? Is it better to purchase existing practices or establish new ones from the ground up? What are the pros and cons of virtual integration (affiliation without purchase) versus other forms of integration?

In 1994 Brigham and Women's Hospital and Massachusetts General Hospital joined forces to form Partners HealthCare System, Inc. (Boston, MA), an integrated healthcare delivery system. Both teaching affiliates of Harvard Medical School, the two hospitals comprise approximately 1,750 beds with 80,000 inpatient admissions and 1.3 million outpatient visits annually. The two campuses have over 16,000 employees in facilities covering 6.5 million square feet. The key goals of their partnership were to reduce cost and improve quality. Partners HealthCare System (PHS) set a goal to save $240 million in the first three years. These savings were to be achieved through consolidating departments and programs, adopting best practices between institutions, and wise purchasing. This article looks at the supplier partnering process followed by PHS to affect a guaranteed savings of $20 million.