Even as academic medical centers accommodate themselves to the highly competitive--not to mention combative--world of managed health care, they're struggling to redefine their role before it gets redefined for them. "Academic institutions were never designed for managed care," one expert says. The question is, can they redesign themselves while there's still time?

Academic Medical Centers↗

PubMed1996

Reasonable expectations. Fears about managed care may lead to a more rational health care system.

Managed care has a bad rep with many consumers, doctors, and providers. That's because most plans appear to be making arbitrary decisions based primarily on costs. But by inviting community members to help make decisions about their health plan, Allina Health System, Minneapolis, is taking the fear out of managed care.

Community Health Planning↗

PubMed1996

Outsourcing supports 'super PHO'.

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Accounting↗

PubMed1996

Naturally interested.

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Community Health Centers↗

PubMed1996

Making patient records meaningful to patients.

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Ambulatory Care Facilities↗

PubMed1996

Naturally interested. A Seattle trustee uses political advocacy to bring natural medicine to public health.

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Community Health Centers↗

PubMed1995

The cutting edge.

With managed care payment becoming the norm, employers actively pursuing keener benefits management, health care markets evolving at warp speed, and clinical and information technologies spawning new capabilities every day, the cutting edge in health care keeps slicing ever-deeper. With that in mind, we at Hospitals & Health Networks have developed a browser's compendium of some of the leading people, places (organizations and programs) and technologies that are helping move the field forward into the next stage. Each entry is unique; what they all share is an innovative quality that others will emulate.

Delivery of Health Care↗

PubMed1994

Built-in care. One hospital sees the future in patient-centered design.

In Connecticut, an entire hospital has been rebuilt from the ground up according to patient-centered principles. The innovations of the new Griffin Hospital, Derby, CT, reflect its core values, the CEO says.

Connecticut↗

PubMed1994

Framing the issues ... integration of the health care delivery system.

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Capital Financing↗

PubMed1994

For-profits. The right medicine for some markets?

The aggressive systems-building strategies the nation's large for-profit systems are pursuing are shaking up markets across the country. But while some have accused the for-profits of focusing on empire-building, the reality of their strategic implementations is surprisingly complex.

Catchment Area, Health↗

PubMed1993

Mapping care.

Managing clinical quality and assessing the efficacy of clinical operations are key objectives for all health care providers--but pressure is growing to do more with fewer resources. As a result, many innovators are turning to critical paths as a tool that can help them achieve those goals. Indeed, a new survey by Hospitals & Health Networks and Medicus Systems Corp. finds critical paths are taking hold in health care organizations in a big way. Of those hospital executives surveyed, 57 percent say they have a critical paths program. But the survey also uncovered a slew of names for the tools being used, and experts agree there are wide disparities in innovators' motivations, methods and achievements.

Clinical Protocols↗

PubMed1993

Reform praised, but stakeholders concerned with implementation.

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Health Care Reform↗