Becoming a New Teaching Hospital


Book Description

Becoming a New Teaching Hospital: A Guide to the Medicare Requirements is designed to assist hospitals that are thinking of becoming new teaching hospitals and medical schools seeking to develop education partnerships with non-teaching hospitals to understand the basic principles of the Medicare payments available to support the added costs associated with being a teaching hospital. This is an updated version of the guide first published by the AAMC in 2012. (Replaces ISBN 9781577541080)




Becoming a New Teaching Hospital


Book Description

This guide is designed to assist hospitals that are thinking of becoming new teaching hospitals and medical schools seeking to develop education partnerships with non-teaching hospitals to understand the basic principles of the Medicare payments available to support the added costs associated with being a teaching hospital.--Publisher's note.




For-Profit Enterprise in Health Care


Book Description

"[This book is] the most authoritative assessment of the advantages and disadvantages of recent trends toward the commercialization of health care," says Robert Pear of The New York Times. This major study by the Institute of Medicine examines virtually all aspects of for-profit health care in the United States, including the quality and availability of health care, the cost of medical care, access to financial capital, implications for education and research, and the fiduciary role of the physician. In addition to the report, the book contains 15 papers by experts in the field of for-profit health care covering a broad range of topicsâ€"from trends in the growth of major investor-owned hospital companies to the ethical issues in for-profit health care. "The report makes a lasting contribution to the health policy literature." â€"Journal of Health Politics, Policy and Law.




Teaching Hospital and Other Issues Related to Graduate Medical Education


Book Description

This document reports testimony presented on Medicare financing of graduate medical education, as proposed by the Balanced Budget Act of 1995. Witnesses included: (1) Timothy M. Golddfarb, Director, Healthcare Systems (Oregon), who noted the importance of graduate medical education funding to teaching hospitals; (2) Leo P. Brideau of Strong Memorial Hospital (Rochester, New York) who was concerned with protecting the program's viability; (3) Larry Wickless of the American Osteopathic Association, who hoped for increased support for graduate osteopathic programs; (4) Spencer Foreman, who spoke on behalf of the Greater New York Hospital Association concerning the importance of international medical graduates to institutions serving poor populations; (5) William E. Jacott, who spoke for the American Medical Association, which supports changes in the graduate medical education program; (6) Patrick B. Harr, who spoke for the American Academy of Family Physicians, about the physician surplus; (7) Leslie S. Cutler, University of Connecticut Health Center, who suggested establishment of medical education consortiums; (8) Anthony M. Marlon and Jerry Reeves of Sierra Health Services (Las Vegas, Nevada), who described a private-public pilot program to fund education of medical residents; (9) Mary O. Mundlnger, Columbia School of Nursing (New York), who sought funds for graduate nursing education; and (10) Lynn E. Caton, representing the American Academy of Physician Assistants, who sought to make physician assistant programs eligible for such funding. In addition to the testimony, discussions between witnesses and the committee members are also transcribed. (CH)







Competitive Business Strategy for Teaching Hospitals


Book Description

Without new ways to think and manage itself strategically, academic healthcare faces terminal deterioration. Heightened competition and changing dynamics have brought turbulence to teaching hospitals, and the main impact has been financial. Langabeer and Napiewocki give health care executives the tools and concepts of strategic management they need and ways to strengthen analytic skills, all based on up-to-date empirical research, cast in language they can grasp and relate to, and specially tailored to help teaching hospital administrators cope successfully with today's marketplace challenges. Board members, trustees, and others with decision- and policy-making responsibilities will also find the book essential, as well as their teaching colleagues and students on their way up in the hospital industry. The authors maintain that if nonprofit teaching hospitals are to compete successfully with private for-profit hospital chains, not only must they learn the terrain of the playing fields, they must also learn how the game itself is played. Langabeer and Napiewocki offer that knowledge, and in doing so have written the first book of its kind to address comprehensively the entire realm of strategic management aimed clearly at teaching hospitals and major academic medical centers. With findings from primary empirical research into a large sample of teaching hospitals and focusing on the statistical relationships to economic performance, they provide crucial insights into why certain hospitals are more effective than others. Their book will also help healthcare executives relate strategy research on industrial organizations to their own teaching hospital environments. In doing so, their book fills a void in the literature on business strategy that for too long has caused consternation among healthcare administrators and aspirants alike.




Selling Teaching Hospitals and Practice Plans


Book Description

Why would a university renowned for its school of medicine ever sell its teaching hospital? In his newest book, Dr. John A. Kastor presents an insider’s view of why university medical centers decide to sell teaching hospitals, why the decision might be a good one, and how such transitions are received by the faculty and administration. Kastor tells the story of two universities that, under financial duress for more than a decade, chose to sell their teaching hospitals. George Washington University sold to a national, for-profit corporation, Universal Health Services, Inc., and Georgetown University sold to a not-for-profit, local company, MedStar Health. Through interviews with key players involved in and affected by these decisions, Kastor examines the advantages and disadvantages of selling and describes the problems that can afflict medical schools that separate from their faculty practice plans. For the current leaders of medical schools facing similar financial challenges, Kastor analyzes how much it costs to teach clinical medicine and offers valuable advice on how to reduce expenses and increase surpluses.




Graduate Medical Education that Meets the Nation's Health Needs


Book Description

Intro -- FrontMatter -- Reviewers -- Foreword -- Acknowledgments -- Contents -- Boxes, Figures, and Tables -- Summary -- 1 Introduction -- 2 Background on the Pipeline to the Physician Workforce -- 3 GME Financing -- 4 Governance -- 5 Recommendations for the Reform of GME Financing and Governance -- Appendix A: Abbreviations and Acronyms -- Appendix B: U.S. Senate Letters -- Appendix C: Public Workshop Agendas -- Appendix D: Committee Member Biographies -- Appendix E: Data and Methods to Analyze Medicare GME Payments -- Appendix F: Illustrations of the Phase-In of the Committee's Recommendations.







The Teaching Hospital: Brigham and Women's Hospital and the Evolution of Academic Medicine


Book Description

CELEBRATING THE HISTORY OF AMERICA'S LANDMARK INSTITUTION The fascinating true story of Brigham and Women's Hospital Founded in 1913, the Peter Bent Brigham Hospital was the first medical institution since John Hopkins to foster clinical clerkships of medical students in the environment of a modern residency program. Forging a partnership with Harvard Medical School, the Brigham would become a major innovator in clinical research, implementing a new educational model that would inspire other hospitals for generations to come. In 1980 the Brigham merged with two other Boston medical institutions boasting their own profoundly important histories, the Boston Hospital for Women and the Robert Breck Brigham Hospital, to become Brigham and Women's Hospital (BWH). This rich and insightful account brings this remarkable story to life: the milestone achievements, medical breakthroughs, and personal dedication that have made BWH a world-class leader in academic medicine. The Teaching Hospital includes: A comprehensive history of BWH, from its continued commitment to medicine, education, and compassionate care to its ongoing leadership in transforming science-driven healthcare today. A compendium of BWH's famous firsts, including the nation’s first maternity ward, the first in-vitro fertilization, the first successful human organ transplant, New England's first coronary care unit, and most recently, the first full-face transplant, as well as cutting-edge research in stem cells, systems biology, and bioengineering. A celebration of Brigham's luminaries and landmarks, from pioneers like Dr. Harvey Cushing, the father of modern neurosurgery, Dr. Bernard Lown, Nobel Peace Prize winning cardiologist, and Paul Farmer, co-founder of Partners in Health, to the hospital's milestone breakthroughs in radiology, arthritis, transplant surgery, immunology, women's health, community health, and more. With invaluable contributions from medical historians and doctors, this essential volume provides an in-depth history of the institution. Here is the evolution of BWH in all its dimensions: its reputation as an education and clinical innovator, its role in fostering groundbreaking biomedical research, its ties to the local community as well as to the nation and the world, its financial and administrative growth across the decades, the personalities who have made BWH famous, and the fascinating inner life of the hospital. Filled with stories of profound commitment, critical analysis, and behind-the-scenes details, the book celebrates the Brigham’s history in both a medical and cultural context.