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H W Schwartz

Publications and source records attributed to H W Schwartz.

17 recordsLinked to original sources

A contemporary perspective on capitated reimbursement for imaging services.

Capitation ensures predictability of healthcare costs, requires acceptance of a premium in return for providing all required medical services and defines the actual dollar amount paid to a physician or hospital on a per member per month basis for a service or group of services. Capitation is expected to dramatically affect the marketplace in the near future, as private enterprise demands lower, more stable healthcare costs. Capitation requires detailed quantitative and financial data, including: eligibility and benefits determination, encounter processing, referral management, claims processing, case management, physician compensation, insurance management functions, outcomes reporting, performance management and cost accounting. It is important to understand actuarial risk and capitation marketing when considering a capitation contract. Also, capitated payment methodologies may vary to include modified fee-for-service, incentive pay, risk pool redistributions, merit, or a combination. Risk is directly related to the ability to predict utilization and unit cost of imaging services provided to a specific insured population. In capitated environments, radiologists will have even less control over referrals than they have today and will serve many more "covered lives"; long-term relationships with referring physicians will continue to evaporate; and services will be provided under exclusive, multi-year contracts. In addition to intensified use of technology for image transfer, telecommunications and sophisticated data processing and tracking systems, imaging departments must continue to provide the greatest amount of appropriate diagnostic information in a timely fashion at the lowest feasible cost and risk to the patient.

Capitation Fee↗

Managed care: imaging issues and impact.

The advent of managed care and capitation is dramatically changing our imaging management focus away from centralized inpatient services toward a decentralized ambulatory environment. In many ways, managed care is a response to an industry unwilling to meet the essential needs of its customers. Success in the new climate will depend on our ability to accept the reality of our future, strategically position our services and take absolute control of our costs. Without exception, every imaging department must respond to these challenges; no one will be exempt. This presentation combines data from national experts with the "Minnesota experience" and describes the impact on imaging services.

Academic Medical Centers↗

Toward the year 2000 and beyond: AHRA (American Healthcare Radiology Administration) strategic planning and management.

This report, from the Chairman of the 1991-92 Long Range Planning Committee, outlines the AHRA's strategic plan. Mr. Schwartz presents some strategic management challenges and self-assessment models and identifies the key trends impacting radiology management. He also defines the AHRA's customers and competitors, products and services, strengths and weaknesses, and presents the AHRA's "distinctive competence" statement, which identifies the major assets of the association. He concludes with an outline of the AHRA's five primary businesses.

Forecasting↗

Quality improvement: the JCAHO model.

Mr. Schwartz's article chronicles the development of continuous quality improvement in healthcare. Beginning with a discussion of the Joint Commission's shift from quality assurance to CQI, Mr. Schwartz goes on to explore the theories of Crosby, Deming, Juran and others whose ideas have shaped the CQI movement. He also identifies quality assessment and improvement standards, statistical methods favored by the JCAHO, ways of demonstrating CQI, and the differences between QA and CQI/TQM. In addition, he provides suggestions on implementing a CQI action plan and describes some of the obstacles faced by managers trying to execute such programs.

Joint Commission on Accreditation of Healthcare Or↗

Justifying capital equipment in the 1990s.

Because of the plethora of problems caused by health care reimbursement to imaging departments, new equipment purchases are often not looked upon favorably by hospital administrators. To successfully justify technology acquisition in this cost containment environment, Mr. Schwartz advocates a clearer focus on market niche and a concerted effort to successfully meet the needs of referring physicians, third party payors and patients.

Capital Expenditures↗

Evaluating productivity and budgeting staff.

A principal objective of productivity measurement is the manager's desire to match available labor hours (capacity) with available workload (demand) while concurrently minimizing the cost of carrying that capacity. In this article, Mr. Schwartz presents technical labor capacity concepts from a management engineering perspective. Included is assistance in ascertaining the true number of labor hours in a radiology department, and in understanding workload measurement standards.

Efficiency↗

The staffing dilemma.

Mr. Schwartz looks at the issue of adequate radiology staffing from several different vantage points. He examines the effects of external pressures, internal hospital factors, and radiology-specific issues, and then provides a selection of options for arriving at the appropriate staffing level.

Hospital Departments↗

Are radiology departments underperforming their hospitals?

Significant shifts in radiology activity from an inpatient to an outpatient basis may mean that traditional methods for justifying department staffing levels are no longer useful, says the author. A survey designed to compare radiology exam volumes, staffing and salary expenses to hospital activity suggest that relative value units should become the vehicle for understanding future radiology staffing needs.

Data Collection↗

Subunit structure of junctional feet in triads of skeletal muscle: a freeze-drying, rotary-shadowing study.

Isolated heavy sarcoplasmic reticulum vesicles retain junctional specializations (feet) on their outer surface. We have obtained en face three-dimensional views of the feet by shadowing and replicating the surfaces of freeze-dried isolated vesicles. Feet are clearly visible as large structures located on raised platforms. New details of foot structure include a four subunit structure and the fact that adjacent feet do not abut directly corner to corner but are offset by half a subunit. Feet aligned within rows were observed to be rotated at a slight angle off the long axis of the row creating a center-to-center spacing (32.5 nm) slightly less than the average diagonal of the feet (35.3 nm). Comparison with previous information from thin sections and freeze-fracture showed that this approach to the study of membranes faithfully preserves structure and allows better visualization of surface details than either thin-sectioning or negative-staining.

Animals↗

On focus, distinctive competence, and cost containment.

Significant changes in diagnostic medical imaging technology and reimbursement over the past several years have forced hospital administrators to strengthen current efforts and advance into new directions of management. Radiology administrators do not stand alone in this regard, and are in an excellent position to introduce sound management techniques into operations which can benefit hospitals as a whole. This paper addresses several strategic planning and operations management concepts which can positively impact the roles and efforts of radiology administrators, as well as enable them to provide a more significant management support function within hospitals today and in the future.

Cost Control↗

MRI: unique costing and pricing issues.

Acquisition of magnetic resonance imaging (MRI) involves a plethora of costs not traditionally encountered in radiology procedure cost accounting models. Experiences with MRI gained at the University of Minnesota Hospitals and Clinics during 1984 uncovered a wide variety of unique costing issues which were eventually identified at the time when the MRI hospital charge was being established. Our experience at UMHC can provide those radiology departments now acquiring MRI with an earlier awareness of these special costing issues, hopefully resulting in better and more timely data collection. Current reimbursement and pricing issues are also having a dramatic impact on MRI costs at each institution and must be assessed in terms of third-party payor intentions.

Costs and Cost Analysis↗