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Biomedical subjects

G Broffman

Publications and source records attributed to G Broffman.

6 recordsLinked to original sources
PubMed1998

Utilization management in a mixed-payment environment.

Fee-for-service and capitation payment methods create different financial incentives for healthcare providers, and the objectives of utilization management differ under each payment method. These differences can be reconciled, however, by incorporating the strengths of utilization management programs associated with both methods into an overarching program that focuses on the continuum of care. Such a program should be focused on achieving the optimal outcomes for patients by identifying the appropriate level of care, who should provide it, and when and where it should be provided. Essential to this effort is access to comprehensive clinical and financial data through an integrated information system. In addition, financial incentives need to be aligned through such means as risk pools, compensation arrangements tied to achievement of medical management goals, and clearly defined policies and procedures.

Capitation Fee↗
PubMed1995

How can pediatric care be provided in underserved areas? A view of rural pediatric care.

Building on the concept that the future is not what it used to be, this article will address the delivery of primary care pediatrics in rural America. I will discuss the demographic differences that exist today between urban and rural areas, the differences in practice style and lifestyle in different geographic arenas, and the unique hardships created by those differences. The strengths and opportunities that are available now and that will be in the future will be reviewed. I will discuss the application of those opportunities in an attempt to construct a framework for a successful transition into the "new future."

Allied Health Personnel↗
PubMed1995

Integration of community pediatricians into an academic department.

A process of enhanced participation by community pediatricians in the programs and administration of an academic department is described. We realize that many departments incorporate volunteer faculty into their academic programs without creating a specific structure, such as our divisional classification. The customary paradigm of providing "ad hoc" opportunities and responsibilities for volunteer faculty is somewhat analogous to the traditional "quality assurance" model of management, which is responsive in nature and places the participants in a dependent relationship to the academic leadership. Creating academic division structure allows the volunteer faculty to initiate projects, create interdivisional work teams, and evaluate the results of their involvement and is more reflective of the new "continuous quality improvement" model. This system elevates the volunteer faculty into a partnership relationship with the academic faculty. The sense of ownership and opportunity for personal growth appear to be important drives for sustained community involvement. Although the benefits of our program appear promising, committed leadership within the academy and community will be required for long-term success. Re-analysis of the intramural dynamics and activities following systemic restructuring of the health care system will be of interest.

Community-Institutional Relations↗