Search PubMed⌕ Search

Biomedical subjects

M C Jennings

Publications and source records attributed to M C Jennings.

At least 19 recordsLinked to original sources
PubMed1998

Beyond HMOs: trends in employer direct contracting.

The California Public Employees' Retirement System (CalPERS) is exploring the possibility of contracting directly with providers to furnish healthcare services to its members. This move may signal a trend among employers to pursue direct-contracting opportunities. The direct-contracting experience of Minnesota's Buyers Health Care Action Group (BHCAG) high-lights how such arrangements may be structured. Direct contracting may not yet exist in every market. Nonetheless, providers that proactively position themselves to meet employer expectations should be able to strengthen their market position and gain leverage in contracting with managed care organizations.

California↗
PubMed1997

Dispelling managed care myths.

A number of ideas regarding managed care and capitation are commonly accepted as truths. In reality, however, these ideas are half-truths or myths. Healthcare providers need to challenge some of these myths in order to respond proactively to change. Some of the traditional thinking about managed care that needs realignment includes the belief that PHOs essentially are transitional vehicles and not viable, long-term solutions; that the incentives under fee-for-service payment conflict totally with the incentives under capitation; that under global capitation, the best method for paying primary care physicians is capitation and the best way to pay specialists is discounted fee-for-service; and that small, exclusive physician panels are the most successful for managed care.

Capitation Fee↗
PubMed1994

The role of managed care in integrated delivery networks.

Health care reform, especially if as anticipated via a capitated payment system, will lead providers to integrate the services they provide to the community with those of other organizations. Vertical integration strategies, such as the formation of physician-hospital organizations, and horizontal integration through alliances and holding companies, are the primary vehicles that hospitals and other providers will use to establish integrated networks. By including insurers and primary care physicians in the network and developing information systems to support the delivery of high quality, cost-effective services, the networks can offer a full continuum of care and minimize service duplication.

Comprehensive Health Care↗
PubMed1983

Productivity--a key to managing cost-per-case. Part 1.

Productivity and productivity management are critical to effective case-mix management. Case-mix management expands on traditional productivity management to include the relationship between such intermediate products as patient days, tests and meals, and the ultimate end product, the case. As hospitals search to increase the profitability of specific case types, they must focus on two critical productivity control points. First, they must examine length of stay and ancillary utilization as one level of productivity. Then they must turn to more traditional analyses and review departmental productivity in the production of the intermediate products. No case-mix management system is complete unless it focuses on both of these critical relationships. Part two of this article will explore performance reporting and its role in managing both productivity and case mix.

Costs and Cost Analysis↗