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About “Hospitals and Health Care Organizations”

9 Responses

1. Richard Berning MD, on March 31, 2012 at 3:12 PM said:

   Book Review

   “Hospitals and Healthcare Organizations” is a must-read for any physician and other health care provider to understand the multiple, and increasingly complex, interlocking components of the US Healthcare delivery system whether they are employed by a hospital system, or manage their own private practice.

   The operational principles, methods, and examples in this book provide a framework applicable on both the large organizational and smaller private practice levels and will result in better patient care.

   Physicians today know they need to better understand business principles and this book by Dr. David E. Marcinko and Professor Hope Rachel Hetico provides an excellent framework and foundation to learn important principles all doctors need to know.

   Richard Berning MD
   [Pediatric Cardiologist]

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2. Hudson, on April 1, 2012 at 1:00 PM said:

   One-Third of Hospitals Will Close by 2020

   Dr. Marcinko – According to the American Hospital Association [AHA], in 2011 approximately 5,754 registered hospitals existed in the U.S., housing 942,000 hospital beds along with 36,915,331 admissions. More than 1 in 10 Americans were admitted to a hospital last year.

   Despite a history of strength and stature in America, the hospital institution is in the midst of massive and disruptive change. Such change will be so transformational that by 2020 one in three hospitals will close or reorganize into an entirely different type of healthcare service provider.

   Source: David Houle and Jonathan Fleece, Medpage Today [March 2012]

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3. Dr. Bruxton, on April 1, 2012 at 2:39 PM said:

   Finally …

   Long time subscriber, first time commentator.

   I just ordered this book for everyone in my department. First time for any of your ME-P products, finally. Trust it will be useful as it looks very promising.

   Dr. Bruxton

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4. Dr. James Winston Phillips JD MBA, on April 2, 2012 at 10:14 AM said:

   Hospitals and Healthcare Organizations
   [Management Strategies, Operational Techniques, Tools, Templates and Case Studies]

   FOREWORD

   In the business of medicine, there are three ways to increase revenue 1) charge more, 2) do more, and/or 3) do the work more efficiently. In the current health care market where reimbursements are decreasing in the face of increasing expenses, a systemized approach is needed to maximize revenue to remain viable in the current health care arena.

   Dr. David Edward Marcinko and Professor Hope Rachel Hetico in their new book, Hospitals and Healthcare Organizations [Management Strategies, Operational Techniques, Tools, Templates and Case Studies] bring their vast healthcare experience along with additional national experts to provide a healthcare model-based framework to allow health care professionals to utilize the checklists and templates to evaluate their own systems, recognize where the weak links in the system are and, applying the well illustrated principles, improve the efficiency of the system without sacrificing quality patient care.

   I first became aware of Dr. Marcinko while doing research for the master’s thesis in my post graduate LL.M. program following graduation from law school. The topic of my thesis was The Anatomy and Psychology of Physician Investments. There was no shortage of literature about the psychology of investing. However, health care professionals in general and physician in particular are more unique in the psychological forces that guide their investing. Dr. Marcinko’s previous book, Financial Planning Handbook for Physicians and Advisors, provided the foundation of physician investing allowing me to add to the discussion by bringing the academic ivory tower discussion into the everyday clinical environment of the physician. Since that time I have benefited from his websites, our correspondences and telephone conversations.

   As nothing in a health care system is isolated unto itself and is co-dependent upon a number of other departments in the system, maximizing efficiency across departments and among different types of health care workers may prove to be a task many are called upon to undertake but few have succeeded. If the number of assets such as hospital beds, operating rooms, ICU suites are fixed then these units must be maximized by working more efficiently to allow these fixed assets to be utilized more within calendar period thus resulting in increase revenue generation.

   My wife and I recently experienced a health care delivery system that could have been detailed as a case history in this book. She had a total knee arthroplasty done by the doctor’s doctor in joint replacement in Florida. This physician does 1,000 total joints a year operating only three days a week. Doing the math you can see he does on average 6 plus joints a day, three days a week, 52 weeks a year. The procedures take on average about two hours, his patients are up walking within one hour of arriving from the recovery room and spend two-three nights in the hospital. The surgeon rounds every morning at 5 a.m. with the head nurse, the head of physical therapy, the discharge planner and his physician assistant to assure everything is done to maximize the patient’s recovery while utilizing the hospital’s resources efficiently. With an average surgeon’s fee of $4,550 per procedure, the billable yearly income for the surgeon is $4,550,000.00. Using a conservative multiplier for hospital billing of 10, the billable income for the hospital is $45,550,000.00. The list could go on about how the hospital and surgeon have combined their efforts to effectively deliver quality medical care while efficiently utilizing resources to maximize revenue.

   As detailed in the book, a system like this did not occur overnight. You cannot just look at a single individual department in the hospital and expect that its maximization would deliver a similar system to the above example. Instead, you must look at every department that the patient would come into contact with either directly or indirectly and make sure to identify any processes which might delay, deter or bottle neck the overall delivery system.

   Hospital and Healthcare Organizations [Management Strategies, Operational Techniques, Tools, Templates and Case Studies] is divided into three sections; 1) managerial fundaments, 2) policy and procedures and 3) strategies and executions. From these essential topics comes direction and guidance through the use and application of practical health care centered discussion, templates, checklists and clinical examples to provide the framework for building a clinically efficient system.

   The health care delivery system is not an assembly line but with persistence and time following established guidelines established in this book, quality patient care can be delivered, efficiently, affordably while maintaining financial viability of institutions and practices.

   James Winston Phillips MD MBA JD LLM
   Post Office Box #600284
   Saint Johns, FL 32260-0284
   Ph: (904) 613-3062
   http://theothermedicaleducation.com

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5. Ann Miller RN MHA, on April 24, 2012 at 10:39 AM said:

   Children’s hospitals collaboration aims to prevent unnecessary costs

   Eight children’s hospitals across Ohio are finding that collaboration has improved overall care quality, and they are now spreading their findings to 25 other children’s hospitals nationwide this year.

   http://www.healthcarefinancenews.com/news/children’s-hospital-collaboration-aims-prevent-unnecessary-costs

   Ann Miller RN MHA

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6. Dr. Smythe, on April 24, 2012 at 2:09 PM said:

   Thomson Reuters announces top 100 hospitals

   Ann – on Monday, Thomson Reuters released its 19th-annual study identifying the 100 top U.S. hospitals based on their overall organizational performance.

   http://www.healthcarefinancenews.com/news/thomson-reuters-announces-top-100-hospitals?topic=05,19

   Dr. Smythe

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7. Ann Miller RN MHA, on July 17, 2012 at 11:29 AM said:

   U.S. News Best Hospitals 2012-13

   The medical centers in the Best Hospitals Honor Roll are members of an unusually exclusive club, one that makes up less than 0.4 percent of the nearly 5,000 hospitals nationwide that U.S. News evaluated for the 2012-13 rankings.

   http://healthyliving.msn.com/health-wellness/us-news-best-hospitals-2012-13-the-honor-roll

   The 17 hospitals on the list, most of them household names, excel across a broad spectrum of patient care, scoring at or near the top this year in at least six of the 16 Best Hospitals medical specialties.

   Ann Miller RN MHA

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8. Sheila, on November 10, 2012 at 1:54 PM said:

   New York’s Ongoing Blackout
   [Hospitals in Lower Manhattan]

   There is no firm timetable on the return of some of New York’s largest hospitals following Sandy.

   http://www.propublica.org/article/new-yorks-ongoing-blackout-hospitals-in-lower-manhattan

   And, concern is rising that the patchwork system can’t last for long.

   Sheila

   PS: Why hospital generators keep failing?

   http://www.propublica.org/article/why-do-hospitals-generators-keep-failing

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9. Judy, on December 15, 2014 at 11:33 AM said:

   How many hospitals are in the United States and what types are they?

   According to the American Hospital Association, there are today:

   ◾ 5,815 Registered Hospitals
   ◾ 5,010 Community Hospitals
   ◾ 2,923 Non Profit Community Hospitals
   ◾ 982 For Profit Privately Owned Community Hospitals
   ◾ 1,105 State and Local Gov Community Hospitals
   ◾ 951,045 Staffed Beds in all US Registered Hospitals
   ◾ 808,069 Staffed Beds in Community Hospitals

   Judy

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