RESUMEN
This article explores whether Provider-Sponsored Organizations (PSOs) offer providers a tangible opportunity. It describes Crozer-Keystone's participation as a PSO in HCFA's Medicare Choices Demonstration Project. This organization is an integrated system in suburban Philadelphia. Although the financial results to date have not been encouraging, opportunities exist for developing partnerships with physicians and patients.
Asunto(s)
Medicare Part C/organización & administración , Organizaciones Proveedor-Patrocinador , Centers for Medicare and Medicaid Services, U.S. , Prestación Integrada de Atención de Salud , Philadelphia , Proyectos Piloto , Estados UnidosRESUMEN
Former Hospitals & Health Networks executive editor Mark Hagland and Health Facilities Management editor Kurt Luchs and associate editor Catherine Quayle recently hosted a roundtable discussion on design and construction issues in health care. They wanted to know what health care senior executives and experts in the design and construction field thought about today's most pressing issues and biggest trends. Hagland and Luchs assembled a group or experts and executives in Chicago and set the tape rolling. Here are excerpts from the discussion.
Asunto(s)
Arquitectura y Construcción de Hospitales/tendencias , Reestructuración Hospitalaria/tendencias , Toma de Decisiones en la Organización , Atención a la Salud/tendencias , Financiación de la Construcción de Edificios , Reestructuración Hospitalaria/economía , Estados UnidosRESUMEN
Crozer-Keystone Health System, with corporate headquarters in Media, PA, is relatively new. The system was formed in 1990 to integrate four hospitals--roughly 1,160 acute care beds--five long-term care facilities, skilled nursing facilities and personal care facilities. According to President and CEO John C. McMeekin, the system comprises "very aggressive" programs in senior wellness, geriatric care, women's and children's health, behavioral medicine and psychiatric substance abuse. And it also has a large managed care organization that was undertaken as part of a joint venture with members of the hospitals' medical staff. The system is still defining itself, and perhaps that's why it has been willing to venture into an area that is virtually unique among health care organizations: using community health status indicators as part of the CEO's annual evaluation and compensation. Recently, Trustee editor Karen Gardner spoke to McMeekin and board Chairman Richard W. Billings about a major community needs assessment project that the system undertook in 1991 and how it is using the results of that study.