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Biomedical subjects

P M Nudelman

Publications and source records attributed to P M Nudelman.

9 recordsLinked to original sources
PubMed1996

Managed care and public health: building a partnership.

Critics today charge that managed care organizations, intent on reducing costs to ensure survival and profitability, have forsaken public health. In fact, managed care and public health face common challenges and share common interests. Public health problems ultimately affect managed care enrollees and increase the cost of their care. Managed care organizations, then, must help reduce community-wide health risks. Public health agencies, traditionally responsible for population health, today face serious challenges due to budget reductions and public indifference. The article to follow proposes a model for mutually beneficial collaboration between managed care and public health. Programs linking managed care with public health in the Puget Sound area illustrate this model's feasibility and value.

Adolescent↗
PubMed1993

Hospitals must prepare for the paradigm shifts to managed care. Interview by Donald E. L. Johnson.

About one of every six Americans presently get their health care from a managed care organization. Choice, quality and cost containment can only be ensured through managed care, according to Philip M. Nudelman, president and chief executive officer of Group Health Cooperative of Puget Sound. Donald E.L. Johnson, publisher and editor of Health Care Strategic Management, discusses the various roles that hospitals and their administrations play in moving a health care organization into an integrated care organization during a period of state and federal health care reform.

Comprehensive Health Care↗
PubMed1981

Documenting outpatient problem intervention activities of pharmacists in an HMO.

The outpatient drug use review experiences by pharmacists at a large health maintenance organization with on-site pharmacies were investigated. Pharmacists were asked to document the nature of potential drug therapy problems encountered, drug involved, review activities undertaken, and process-outcomes. Patterns of pharmacists intervention were observed over 1 year. Results indicated that the number of problems detected increased substantially during the months immediately following the introduction of problem recording and feedback procedures. During the latter months, the number of prescriptions with problems approximated 4 per 100 dispensed prescriptions. Drug interactions of a moderate nature and drug underuse were the most frequent problem types encountered. Most were not serious and usually resulted in a cautionary or counseling message given to patients by pharmacists. The next most frequently occurring type was drug overuse problems, and, after that, problems concerning some aspect of the prescribing decision. In 9 per cent of all problem interventions and in 44 per cent of prescribing-problem interventions, the outcome of the pharmacist intervention was a change in drug, strength or directions for use. The average amount of pharmacist time per problem intervention varied from 6.0 to 7.8 minutes across problem types. This approximate a pharmacist labor cost of $0.06 per dispensed prescription, given a problem encounter rate of 4 per 100 dispensed prescriptions.

Documentation↗