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PubMed1995

CFOs are passing too many bucks.

Although finance executives at not-for-profit hospitals and healthcare systems don't have a great record when it comes to fixed-asset returns, more CFOs are getting creative in pursuit of new methods to make their facilities' assets work harder.

Financial Management, Hospital↗
PubMed1995

Will reengineering save us all?

If you've gotten the message that reengineering is an exercise designed to create profound change, you've gotten the message. If you know from experience that buying a medical group and tacking it onto a hospital or insurance company doesn't create the results you want, you may be starting to understand the importance of reengineering. It isn't easy, but we can't see an alternative. Traditional components of our industry are all on the endangered species list. To us this means making changes in our business processes that are fundamental, radical, dramatic, and process-focused. It means that reengineering must become a way of life.

Academic Medical Centers↗
PubMed1995

Assessing healthcare market trends and capital needs: 1996-2000.

An analysis of recent data suggests several significant trends for the next five years, including a continuation of market-based reform, increases in managed care penetration, growth of Medicare and Medicaid health maintenance organizations, and erosion of hospital profits. A common response to these trends is to create integrated delivery systems, which can require significant capital investment. The wisest capital investment strategy may be to avoid asset-based integration in favor of "virtual integration," which emphasizes coordination through patient-management agreements, provider incentives, and information systems, rather than investment in large number of facilities.

Capital Expenditures↗
PubMedDate not supplied

From crisis to success. Turning around a family practice residency program.

On Match Day in 1991, Broadlawns Medical Center in Des Moines, Iowa, learned that no residents had matched for the family practice residency program. In the 1992 match, the medical center filled all its residency positions, and repeated the success in the 1993 and 1994 matches. Broadlawns affected this impressively rapid turnaround through a strong commitment to bring its program to a level competitive with leading family practice residency programs, substantive changes to the structure and curriculum of the program, and significant expenditures of time, resources and personal energy. The Broadlawns' case illustrates the need for family practice residency programs to position themselves as strong competitors in the residency market.

Curriculum↗