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Thoroughly presents today's health care system, its administration and its dissemination.
The Hospital Executive's Guide to Physician Staffing Hugo J. Finarelli, Jr., PhD How many physicians make a health system? The Hospital Executive's Guide to Physician Staffing helps hospital CEOs answer a question that healthcare analysts and policymakers have debated for nearly 30 years: How many physicians do you need? The Hospital Executive's Guide to Physician Staffing challenges accepted beliefs and practices about the science of physician staffing. Insightful and data-rich, this unique resource guides hospital executives in creating a staffing model for physician services by outlining proven strategies for determining community physician need and fulfilling those needs appropriately. This timely and informative book presents practical approaches for engaging different types of physicians--the hospital dependent, hospital independent, and full-time office-based--in various markets, including those facing a shortage and rural communities. Complete with benchmarking tables and other resources, The Hospital Executive's Guide to Physician Staffing includes sections on: Physician supply and demand--a macro view Assessing physician need Measuring physician contribution How many physicians make a health system Recruitment and retention strategies The executive's role in recruitment Planning for an uncertain future Build a quality organization, and the doctors will come Central to the underlying philosophy of the book is the notion that hospitals must "attract the best by being the best" and includes strategies executives can use in achieving that goal. Who will benefit from this book? Hospital CEO President CFO COO Medical staff director Director of physician relations Praise for this book "The Hospital Executive's Guide to Physician Staffing is a valuable resource for any hospital facing the difficult task of determining the right number and mix of physicians." --Jerry Senne, President, Holmes Regional Medical Center "...effective tool kit for any planning executive trying to meet their organization's goals or community's needs with successful physician strategies...It is a must read for those interested in exceptional accuracy in their forecasting, and those treading into physician supply and demand metrics where the ultimate recommendations will be a future P & L you need to defend." --Elizabeth Jaekle, Vice President, Business Development, Crozer-Keystone Health System "I recommend this book for all healthcare executives who are planning for the future." --Walter H. Ettinger, MD, MBA, President, UMass Memorial Medical Center and Associate Vice Provost Clinical and Population Research, University of Massachusetts Medical School
The number of psychiatric researchers does not seem to be keeping pace with the needs and opportunities that exist in brain and behavioral medicine. An Institute of Medicine committee conducted a broad review of the state of patient-oriented research training in the context of the psychiatry residency and considered the obstacles to such training and strategies for overcoming those obstacles. Careful consideration was given to the demands of clinical training. The committee concluded that barriers to research training span three categories: regulatory, institutional, and personal factors. Recommendations to address these issues are presented in the committee's report, including calling for research literacy requirements and research training curricula tailored to psychiatry residency programs of various sizes. The roles of senior investigators and departmental leadership are emphasized in the report, as is the importance of longitudinal training (e.g., from medical school through residency and fellowship). As there appears to be great interest among numerous stakeholders and a need for better tracking data, an overarching recommendation calls for the establishment of a national body to coordinate and evaluate the progress of research training in psychiatry.
This comprehensive resource illuminates the past, present, and future of generalist medicine. Generalist Medicine and U.S. Health Policy contains new contributions from preeminent authorities and a selection of groundbreaking articles and reports from the past forty years. Generalist Medicine and U.S. Health Policy covers a broad range of topics that · Examines the current challenges of primary care and generalist medicine · Offers a chronological history of the growth of generalist medicine since the 1950s · Reviews the models of care on which generalist medicine is based · Analyzes the growth of three disciplines3⁄4general internists, family physicians, and pediatricians · Looks at the supply and distribution of generalist physicians · Discusses the education and training of generalist physicians · Reports on the cost and quality of the care provided by generalist versus specialists
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.
This report documents a methodology for analyzing problems incurred in planning an Air Force Medical Service serving complementary and conflicting functions. The Note describes a mathematical programming model called the physician workforce design model, which complementes the Provider Requirements Integrated Speciality Model (PRISM) developed by the Air Force. The model and methodology identifies and compares options for improving the wartime capabilities of active duty physicians without compromising the peacetime delivery of health care. By pursuing the more promising options, the Air Force can improve its readiness to respond in a sudden conflict within the constraints of a workable peacetime health care system. The Note describes the dual purpose workforce design model, the wartime capability assessment model, and defines the workforce model inputs.