
As a former Dean and appointed University Professor and Endowed Department Chair, Dr. David Edward Marcinko MBA was a NYSE broker and investment banker for a decade who was respected for his unique perspectives, balanced contrarian thinking and measured judgment to influence key decision makers in strategic education, health economics, finance, investing and public policy management.
Dr. Marcinko is originally from Loyola University MD, Temple University in Philadelphia and the Milton S. Hershey Medical Center in PA; as well as Oglethorpe University and Emory University in Georgia, the Atlanta Hospital & Medical Center; Kellogg-Keller Graduate School of Business and Management in Chicago, and the Aachen City University Hospital, Koln-Germany. He became one of the most innovative global thought leaders in medical business entrepreneurship today by leveraging and adding value with strategies to grow revenues and EBITDA while reducing non-essential expenditures and improving dated operational in-efficiencies.
Professor David Marcinko was a board certified surgical fellow, hospital medical staff President, public and population health advocate, and Chief Executive & Education Officer with more than 425 published papers; 5,150 op-ed pieces and over 135+ domestic / international presentations to his credit; including the top ten [10] biggest drug, DME and pharmaceutical companies and financial services firms in the nation. He is also a best-selling Amazon author with 30 published academic text books in four languages [National Institute of Health, Library of Congress and Library of Medicine].
Dr. David E. Marcinko is past Editor-in-Chief of the prestigious “Journal of Health Care Finance”, and a former Certified Financial Planner® who was named “Health Economist of the Year” in 2010. He is a Federal and State court approved expert witness featured in hundreds of peer reviewed medical, business, economics trade journals and publications [AMA, ADA, APMA, AAOS, Physicians Practice, Investment Advisor, Physician’s Money Digest and MD News] etc.
Later, Dr. Marcinko was a vital and recruited BOD member of several innovative companies like Physicians Nexus, First Global Financial Advisors and the Physician Services Group Inc; as well as mentor and coach for Deloitte-Touche and other start-up firms in Silicon Valley, CA.
As a state licensed life, P&C and health insurance agent; and dual SEC registered investment advisor and representative, Marcinko was Founding Dean of the fiduciary and niche focused CERTIFIED MEDICAL PLANNER® chartered professional designation education program; as well as Chief Editor of the three print format HEALTH DICTIONARY SERIES® and online Wiki Project.
Dr. David E. Marcinko’s professional memberships included: ASHE, AHIMA, ACHE, ACME, ACPE, MGMA, FMMA, FPA and HIMSS. He was a MSFT Beta tester, Google Scholar, “H” Index favorite and one of LinkedIn’s “Top Cited Voices”.
Marcinko is “ex-officio” and R&D Scholar-on-Sabbatical for iMBA, Inc. who was recently appointed to the MedBlob® [military encrypted medical data warehouse and health information exchange] Advisory Board.


SDOH
As you will read among other articles on this topic, it is competing priorities which presents the biggest challenges for the C-Suite. While process improvement, efficiency gains and better care can be derived from such an investment on SDOH, it is often the “soft” costs used as the measure. When looking at ROI, most want it to be more tangible for the result. Investing in technology or a new business line, you are looking at revenue growth. Investing in SDOH one is measuring resulting savings and reduced loss. Where we are with value-based reimbursement, it is imperative that healthcare organizations not only streamline but also maintain the quality of care. It is managing the patients from the vulnerable populations that is the real challenge.
Organizations with sound quality management systems that look at both the operational and clinical aspects of care can impact the savings to be realized. Whether it be increased costs from a patient population using the Emergency Department as their care provider or the costs of readmissions, making investments in technology, process change, projects focused on specific needs, these can make a considerable impact that will be realized with maintaining reimbursement and not being penalized.
As we look to the future of precision medicine and advancements in technology, this will enable providers to provide a means for better assessment models to identify those more at-risk. The resulting affect is that processes change by introducing new protocols or other means to better manage patients. The more consistent, the more to be gained. Lack of data is a shortcoming because most of the systems do not have a robust method in place for identifying social and behavioral concerns that should be considered in preparing a treatment plan for the patient.
There is objective evidence from success stories that have proven to be effective, but they made an investment to make this happen. Is it worthwhile for investment in SDOH, of course, but how to prioritize this among the other needs that are part of capital and operating budgets. If hospitals are not effective in how they are delivering care in the value-based reimbursement model that will likely continue, they will feel the pinch of this. Use a little now to save a lot more later.
Patrick Horine
President – DNC GL Healthcare USA, Inc.
via Ann Miller RN MHA
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