Energy. Exploiting wind versus coal.
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Biomedical subjects
Publications and source records attributed to G M Masters.
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Traditional budget forecasting methods for many hospitals are no longer sufficient to accurately project income and expenses or to ensure profitable patient management under managed care contracts. This article, the fourth in a six-part series on "managing managed care," focuses on accurate forecasting methods that integrate clinical and financial data to ensure profitability and high-quality patient care.
Two of the three "P"s--payers and purchasers--have recently begun forming exclusive contract relationships specifically to control healthcare costs. The irony is that the excluded "P," providers, has the most direct influence over the costs of patient care. This article, the fifth in a six-part series on "managing managed care," focuses on ways for hospitals to deal with these employer initiatives.
As hospitals are now assuming more financial risk for the mix of cases and the resources being used in providing treatment, it is becoming more essential that providers efficiently track and manage the types of cases in their organizations. This article, the second in a six-part series on managing managed care, describes how one healthcare system has developed a case-mix management process using a financially-based service line organizational framework to monitor and control performance. Future articles in this series will continue to present how hospitals are successfully, and sometimes unsuccessfully, dealing with the problems and challenges of managed care.