Mednax Case Study

Finding of an ambulatory capacity assessment show tightening in all regions by 2019, and some shortfalls if exam rooms, physician offices, and other care sites are not added. Kaiser Permanente continues to explore innovative facility designs to address capacity and consumer preferences. Kaiser Permanente is also accelerating the next phase of seismic hospital replacements and increasing their hospital capacity in selected markets. As this is done, Kaiser Permanente’s new service delivery plans will describe how and where care will be delivered in the future. These plans include how members can experience, accommodate and foster membership growth and improve the organization’s

New health care environment needs experts with current knowledge and charisma to bring an alignment incentives, innovation, and intrinsic distrust among stakeholders. I am glad that a firm evidence shows that Kaiser Permanente’s patients have trust in their hospital leaders, including providers, and the medical staff.

It is a vertically integrated system that encompasses medical and health related services required throughout an individuals’ life span (Sultz, H., & Young, K., 2014). They are organizations that operate a variety of business entities, each which is related to the other. Unlike horizontal integration, vertical integration is fully comprehensive, with complete continuum of services. Due to this a vertically integrated system is able to “offer attractive benefits to their sponsoring organizations, patients, physicians, and other providers, as well as payers (Sultz, H., & Young, K., 2014).” As a result, this system attracts many patients.

Undoubtedly Northwestern Memorial Hospital (NMH) have preserve their number one spot in Chicago. Northwestern Memorial hospital have implemented an essential commitment to remain at the fore front of healthcare. In order for NHM to continue to be the leader the organization applied precaution such as strategic planning. Furthermore, the organization understands its product life cycle, its strengths, weakness, opportunity, and threats (SWOT).

In palpable markets, information is often not only difficult to come by but also restricted by those who hold power – and locating this “equilibrium” price is an arduous if not impossible task. The market for medical services may best exemplify this. In the medical market, prices vary depending on one’s HMO, whether they have insurance or not, and the facility performing the service – among other factors. Even if one could find the theorized “equilibrium” price for a medical service by painstakingly extracting all pricing information. One must ask if the same service is being provided at that given price?

Drug companies spend hundreds of millions of dollars a year to make sure doctors keep writing prescriptions, and since direct kickbacks to doctors are illegal, drug companies and medical supply firms have found increasingly creative ways to put money in the doctors’ pockets. Drug and medical device companies spend hundreds of millions of dollars per year to influence medical providers. Influence comes in the form of large commissions for doing speeches on behalf of, and written by, the medical company, first class travel and all expense paid trips to exotic destinations, all for the sole reason of attending drug companies’ conferences where the doctor will sign up as a guest speaker or as a consultant. 94% of doctors have some affiliation with a drug company or medical device company. In 2014, a sunshine law takes effect which will require companies to make public all the money they funnel to medical providers; we should finally be able to see how many millions have gone to the doctors and others (George Knapp, 2013).

Under direct contracting, providers must go beyond their traditional roles as suppliers of care to owners of integrated financing and delivery systems. This transition can be difficult for employers to compile and manage actuarial and legal mandates. A physician group can be presented as a threat to health plans, as it does business by obtaining an insurance license. This is because the subcontractor is a competitor. Providers must become active managed care partners with employers, instead of being reactive adversaries of managed care organizations on a contractual basis.

A patient is going to have a different idea of how a health care should be managed. This in contrast to the way a physician may think the administration should be managed. Furthermore, each different stakeholder involved would have their own ideal reasons to why the health care administration

Shi and Singh (2015) states that the MedPac was established by the Balanced Budget Act of 1977 as an independent federal agency to advise the US congress on different issues that affect the Medicare program. MedPac regulations consist of analyzing payments to private health care providers that participates in Medicare, access to care, and quality of care (p. 214). Article written by Jill Wechsler (20090 states that MedPac concluded that Medicare payment system should reward value instead of volume to help encourage coordination of care with the different providers as well as constrain cost growth. They proposed alternatives that could help improve physician’s practices by support for graduate medical education, improve chronic care and

How managed care plans contribute to public health practice. This article looks at alliance between Health plans and public health agencies. They discuss how public health care plans have similar needs also may have similar needs for the expertise and clinical capacity to serve vulnerable and underserved populations. Health care plans that are in place now to assist people with having access to health care.

The Effects of Regulations on Managed Care and IDS Managed Care is a health care delivery system organized to manage cost. The legal and business imperatives of managed care pervade our national healthcare system, the regulation of managed care depends on who contributes to the plan and who bears the risk for paying for the insured services. More than 170 million Americans receive health care coverage or benefits through some type of "managed care" setting.1 By 2007 about 20 percent of these services are directly provided by a health maintenance organization (HMO), while the majority are served through other managed arrangements, 60 percent in Preferred Provider Organizations (PPO) and 13 percent in Point of Service (POS) plans. Beginning

According to Garment (2013), “The American Association of Medical Colleges (AAMC) estimates that the U.S. will face a physician shortage of over 90,000 physicians by 2020; a figure that’s expected to reach over 130,000 by 2025” (p.4). The increasing amount of money required for health care services from a physician is a driving force to pursue alternative ways of receiving primary care. According to The American Association of Nurse Practitioners (2013), “NPs in a physician practice potentially decreased the cost of patient visits by as much as one third, particularly when seeing patients in an independent, rather than complementary, manner” (p. 2). NPs are maintaining the standard of care and for a lesser amount for patients to pay. Mid-level practitioners are completing the same amount of work and improving the quality of care.

The contracted network of providers includes hospitals, clinics and health care providers that have signed a contract with the HMO. In this sense, HMOs are the most restrictive form of managed care plans because they restrict the procedures, providers and benefits by requiring that the members use these providers and no others. HMOs were intended to take health care in a new direction. They were designed by the government to do away with individual health insurance plans and to make affordable health insurance available to everyone. At that time employers were purchasing individual health insurance plans for their employees ~ a costly expense that many were starting to

You are a new physician setting up your practice in a new town. You are researching the different MCOs offered in your area and are considering becoming a physician for one of these networks. You have also invited the sales representatives of several healthy plans to speak with you about the benefits of choosing their plans. Based on the above scenario, answer the following questions: • What effects would join an MCO have your clinic regarding staffing, patient volume, and financial stability?

The changing climate as a result of the advent of value-based care continues to place significant demands on hospitals, medical providers, healthcare organizations, and physicians to take a completely new look at the marketing strategy. A coherent strategy and sustained quality are critical in today’s healthcare market to attract new patients, retain existing clients, and maintain positive and productive relationships between the patients and hospital staff. To be viable today, healthcare organizations have to utilize effective strategic planning to develop integrated marketing strategies that makes it efficient and easy for the target population to identify what they need, make informed decisions, and provide insights and new information – not just basic promotion. Also, such efforts have to be constantly evaluated to ensure highest quality that fosters better outcomes and more value for the