Biomedical subjects

R W Krohn

Publications and source records attributed to R W Krohn.

4 recordsLinked to original sources

PubMed2000

Medical smart cards: health care access in your pocket.

The wallet-sized medical smart card, embedded with a programmable computer chip, stores and transmits a cardholder's clinical, insurance coverage and biographical information. When fully deployed, smart cards will conduct many functions at the point of care, from claims submission to medical records updates in real time. Ultimately, the smart card will make the individual patient record and all clinical and economic transactions within that patient log as portable, accessible and secure as an ATM account.

Costs and Cost Analysis↗

PubMedDate not supplied

Organizing specialty networks for capitation.

Two of the byproducts of the shift to managed care--risk-based contracting and surplus specialist capacity--has fostered the growth of specialty networks. To remain competitive in a selective market for specialty services, specialists must develop the clinical an business capabilities to manage risk and outcomes and must adapt practice culture to the operational demands of managed care. Also, specialists must create effective delivery networks that meet payer and patient expectations for clinical excellence, patient access and business efficiency. This article addresses matching the specialty network to the market and building the specialty network.

Capitation Fee↗

PubMedDate not supplied

Making risk contracting work in specialty networks.

For the next several years, capitation of specialties will increasingly influence contracting arrangements. Specialists and their networks must position themselves to operate in this environment amid a shrinking market for their services and consolidation of delivery systems and accepting capitation can be a necessary step. The specialties that can quantify the costs of specific services within a defined range, and can manage appropriate utilization of those services within acceptable parameters through wellness, patient intervention and disease management techniques, are most likely to be successful in risk contracting. This article presents how to investigate risk contracting in specialty networks and what infrastructure is required for successful risk contracting.

Capitation Fee↗

PubMedDate not supplied

Success factors of risk based specialty networks.

Specialty physicians are feeling the heat from managed care because of shrinking reimbursement, selective paneling and clinical re-engineering. They have felt the need to leverage their influence by developing specialty groups and networks. While each network is unique in its external circumstances, there are several common elements to successful specialty networks, including having a clear network mission, obtaining adequate capitalization, obtaining equity, accepting only a manageable amount of risk, gaining member volume establishing and maintaining payer diversity, being high quality and efficient, developing and using information tools, supporting network efficiencies, allying with other physician organizations, exercising network panel selection and deselection, and empowering physicians with knowledge.

Ambulatory Care Information Systems↗