Background. The mission of public academic health centers (puAHC) and their affiliated practice groups (APG) focuses on teaching, research, and the clinical care of at-risk populations. Resources to accomplish this mi...
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Background. The mission of public academic health centers (puAHC) and their affiliated practice groups (APG) focuses on teaching, research, and the clinical care of at-risk populations. Resources to accomplish this mission, however, are becoming scarce. For puAHC to survive and remain competitive, innovative strategies will need to be developed by the APG. We hypothesized that the integration of a surgical academic practice of the APG with a nonacademic integrated health care delivery system (NAIDS) in a managed care environment would benefit all involved. Methods. A surgical academic practice was integrated with a NAIDS in a 95% managed care market. Faculty alone provided care the first year and third-year residents were added the following year. To assess outcome, we collected benefit and cost data for the 1-year period before integration and compared them with the two, 1-year periods after integration. Results. In the second year of integration 1-revenues from the NAIDS referrals to the puAHC and APG increased 89% and 150%, respectively. The NAIDS' general surgical and endoscopy caseload increased by 25%. Additionally, there was a 92% reduction in operating room technician cost with no increase in operating time per case. Finally, the third-year resident experienced a caseload increase of 163%. Conclusions. In an environment where resources are diminishing and managed care consists of many large NAIDS that drive referrals and revenue, the integration of a surgical academic practice with a NAIDS benefits all shareholders. Academic practice groups that develop strategies that leverage their competitive advantage will have the best chance of surviving in today's turbulent health care market.
Academic radiology is a challenging field. Success requires strong effort in three major, somewhat disparate, areas: patient care, teaching, and research. Some academic radiologists also have administrative duties. Ma...
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Academic radiology is a challenging field. Success requires strong effort in three major, somewhat disparate, areas: patient care, teaching, and research. Some academic radiologists also have administrative duties. Many young faculty members feel overwhelmed with their responsibilities at the time in their careers when they are seeking tenure and promotion. Often these crucial years in terms of faculty development coincide with increased responsibilities at home, since many faculty members are also starting families and raising children during their 30s and 40s. These demands can lead to stress and burnout, and promising junior faculty members often choose to leave the academic fold (1), usually for more lucrative private practice jobs in which the only duties are *** an academic radiologist with four children and a husband who has his own busy private ophthalmology practice, I am sometimes asked by residents and junior faculty for my “secrets of success”—how do I juggle my family responsibilities with the administration of the breast imaging section in my department and the management of several large funded research projects? To share what I have learned, I give a workshop on time management as part of the Marconi Faculty Development Course at the annual meeting of the Association of University Radiologists. My secrets are not all that secret, of course, having been discussed extensively by others (2), but I have learned to apply general advice on time management to the particular demands of academic radiology. In that spirit, I offer my five tips for time management, the strategies that allow me to juggle all of my duties while maintaining a balanced life for my family and myself.
At the beginning of the 21st century, the US health-care system presents a challenging contradiction to politicians and policy makers, providers and patients. By most comparisons, the United States offers superior car...
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At the beginning of the 21st century, the US health-care system presents a challenging contradiction to politicians and policy makers, providers and patients. By most comparisons, the United States offers superior care, while leading the world in innovation, technology, and training. Paradoxically, the United States also has the most expensive, complex, and inadequate health-care system in the world.
There is evidence that mentally ill offenders (MIOs) in prisons commit more infractions, serve longer sentences, and are more likely to be victimized than inmates who are not mentally ill. Humanistic and prison manage...
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There is evidence that mentally ill offenders (MIOs) in prisons commit more infractions, serve longer sentences, and are more likely to be victimized than inmates who are not mentally ill. Humanistic and prison management interests are served if intervention programs minimize symptoms and promote coping and other functional skills. A collaborative agreement was established between Washington State Department of Corrections and a consortium of University of Washington faculty to mutually develop a prison-based program of clinical management and psychoeducation for MIOs. The resulting program is described, along with rationale, planning processes, implementation, and initial evaluation. Most aspects of the planned program are in place. Clinical and behavioral progress by inmates following program participation has been documented. Issues concerning treatment program implementation in prisons are discussed. Copyright 2002, Elsevier Science (USA). All rights reserved.
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