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PH 150D Midterm Review Guide
Reading Guide:
1. Challenges of Rising Health Care Costs (Orszag and Ellis, 2007)
4.6% of GDP spent on Medicaid and at the same rate, we’ll be spending 20% by 2050
Total healthcare spending: 8% of GDP in 1975, 16% 2007, 20% by 2016
Increased costs pressure to reduce private sector gross rates and states’ finance of Medicaid
Increase in obesity put upward pressure on health care
Consumers’ demand more services when they pay a lower share of the costs
Factors that lead to rising health care costs:
oDevelopment and diffusion of new medical technology (main driver)
oManner in which insurers pay for and oversee health delivery (fee for service
encourages providers to perform more expensive services)
oDeclining proportions paid by recipients of the services
More expensive care is NOT better care
Higher costs in US aren’t accompanied with measurable advantages overall
Fed spending in Medicare and Medicaid: expected total of 4.6% of GDP
Social Security going up to 4.8% seniors have a lot of weight
Increase in spending not due to increase in disease, but increase in development and diffusion
of new medical technologies and therapies
Fee for service: encourages efficiency but also incentive to provide more
Out of pocket expenditure has decreased (deductible/copay increased) consumers demand
more but pay less
More expensive care doesn’t mean better quality challenge is to reduce costs without hurting
outcomes
2. The Value of Medical Spending in the US, 1960-200 (Cutler et al 2006)
Compares the gains in life expectancy with increased cost of care between 1960-2000
Exponential increase on amount spent per year life gained through the 4 decades
At 65, costs rose more rapidly than life expectancy
1990-2000: cost per year life of life gained was $145,000 (1970: $7400)
US spends more on health care than any other country but with poorer outcomes
Medical spending has increased substantially past 40 years but the money’s provided good value
Spending increases in med care for elderly associated with high cost per year of life gained
Individual spending has tripled in share of GDP
Used 4 age groups to estimate life expectancies and med spending based on mortality
rate/costs of year assumed portion of gains due to medical care, but proof suggested that
only ½ due to med care
2 causes related to death: smoking & external factors (accidents, suicide, homicide)
Medical spending increased more than 10%/year for 4 decades due to development/use of
new med tech
Return on spending high cultural differences, lifestyle, social systems confound international
comparison
Goal is to constantly improve efficiency flaws in study: didn’t take into account obesity
or AIDS
oBased on mortality alone, not on quality of life
3. Employer-Sponsored Insurance – Riding the Health Care Tiger, Blumenthal
Various approaches that employers and insurers use to deal with problems of cost and
quality, success of activities, and how employer-sponsored insurance will evolve
Strategies to cut cost and improve quality/efficiency available to employees:
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PH 150D Midterm Review Guide

Reading Guide:

  1. Challenges of Rising Health Care Costs (Orszag and Ellis, 2007)
    • 4.6% of GDP spent on Medicaid and at the same rate, we’ll be spending 20% by 2050
    • Total healthcare spending: 8% of GDP in 1975, 16% 2007, 20% by 2016
    • Increased costs pressure to reduce private sector gross rates and states’ finance of Medicaid
    • Increase in obesity put upward pressure on health care
    • Consumers’ demand more services when they pay a lower share of the costs
    • Factors that lead to rising health care costs: o Development and diffusion of new medical technology (main driver) o Manner in which insurers pay for and oversee health delivery (fee for service encourages providers to perform more expensive services) o Declining proportions paid by recipients of the services
    • More expensive care is NOT better care
    • Higher costs in US aren’t accompanied with measurable advantages overall
    • Fed spending in Medicare and Medicaid: expected total of 4.6% of GDP
    • Social Security going up to 4.8%  seniors have a lot of weight
    • Increase in spending not due to increase in disease, but increase in development and diffusion of new medical technologies and therapies
    • Fee for service: encourages efficiency but also incentive to provide more
    • Out of pocket expenditure has decreased (deductible/copay increased)  consumers demand more but pay less
    • More expensive care doesn’t mean better quality  challenge is to reduce costs without hurting outcomes
  2. The Value of Medical Spending in the US, 1960-200 (Cutler et al 2006)
    • Compares the gains in life expectancy with increased cost of care between 1960- 2000
    • Exponential increase on amount spent per year life gained through the 4 decades
    • At 65, costs rose more rapidly than life expectancy
    • 1990-2000: cost per year life of life gained was $145,000 (1970: $7400)
    • US spends more on health care than any other country but with poorer outcomes
    • Medical spending has increased substantially past 40 years but the money’s provided good value
    • Spending increases in med care for elderly associated with high cost per year of life gained
    • Individual spending has tripled in share of GDP
    • Used 4 age groups to estimate life expectancies and med spending based on mortality rate/costs of year  assumed portion of gains due to medical care, but proof suggested that only ½ due to med care
    • 2 causes related to death: smoking & external factors (accidents, suicide, homicide)
    • Medical spending increased more than 10%/year for 4 decades due to development/use of new med tech
    • Return on spending high  cultural differences, lifestyle, social systems confound international comparison
    • Goal is to constantly improve efficiency  flaws in study: didn’t take into account obesity or AIDS o Based on mortality alone, not on quality of life
  3. Employer-Sponsored Insurance – Riding the Health Care Tiger, Blumenthal
    • Various approaches that employers and insurers use to deal with problems of cost and quality, success of activities, and how employer-sponsored insurance will evolve
    • Strategies to cut cost and improve quality/efficiency available to employees:

o Shift costs to others  increasing employees’ payments under sponsored plans or not offering health care benefits altogether o Improve efficiency/quality through reforms  some involve increased cost-sharing by employers

  • 1990s: employers used managed care companies to make providers reduce prices  providers fought off managed care o Employers wanted to turn to employees to lower costs
  • Employers make employees pay more out of pocket o 1999-2005: worker’s monthly contribution: increased $97, average annual deductible went up 5x o Proponents for increased cost: makes employees think about whether they need services; prevents unnecessary use ▪ RAND health experiment: patients use less services when paying more OOP, but also reduces necessary use
  • Ultimate cost shifting to employees: drop health insurance completely
  • Consumer directed health care: o Use tax-exempt accounts to reduce costs of deductibles to employees ▪ HSA: health savings account – hold funds that can be used to cover OOP costs for those in high-deductible health plans ▪ HRA: health reimbursement account – more flexible than HAS from employer’s POV  employers reimburse part of employee OOP up to limit ▪ MSA: medical savings account – identical to HSA but only available to first with 50 or fewer employees/those who are self-employed o Consumer-directed health plans empower employees as health care consumers by providing info about cost/quality ▪ Controversy: will attract healthy employees who want to pay lower premiums while accumulating tax-free funds for future  will undermine risk pool ▪ Will do little to contain costs – most expenses from those w/ chronic illness
  • Paying for Performance: employers + insurers reward providers who offer better quality of care at lower cost  focus on hospitals, physicians, etc. o Controversy: performance difficult to measure, measurement might cloud treatment
  • Disease management: interventions to increase proportion of patients w/ chronic illness who receive evidence-based care
  • Employers using tiered insurance programs: employees pay less in premium/cost sharing if using low cost pharmaceuticals/low cost or high quality providers
  • Pessimism regarding employer sponsored insurance: o Untamable nature of health care tiger – we keep feeding it o Newer solutions could cause decline of employer sponsored insurance by undermining integrity of risk pools that private insurance needs
  • Reasons we still have employer insurance: o Employers like providing care: generates loyalty o Employers better at managing care than gov.  would have to pay more in taxes o Leaders of big companies tend to be antigov.
  1. Commonwealth Policy Brief: Failure to Protect- Why the Individual Insurance Market is Not a Viable Option for Most US Families (2009)
  • Between 2001-2007, an increasing share of adults spent a large amount of their income on premiums and out of pocket medical costs, were uninsured, and/or avoided needed health care because of costs

v. Media Advocacy: use of media to expand awareness and support for policy agenda

  1. Overkill (Gawande 2013)
    • Over testing and over spending is increased cost but can also be bad on quality side
    • Ex. Patient with cancer in her throat  was removed, but woman constantly has to

take medication for it

  • McAllen, Texas: highest Medicare spending  wanted to figure out why

o Demographics were average

o Compared with El Paso, TX which has low Medicare spending

o McAllen: culture of over testing, over diagnosing, build referrals and relationships

□ became a business

▪ Didn’t realize they were spending so much

  • Michael Taylor: receiving necessary care instead of unnecessary care
  • Diabetes: if blood sugar is really high, would send him to the hospital

o New model: give all the necessary care needed and following through

o Proposed solution: payment structure should be different

▪ Instead of FFS

  1. Chassin 2010
    • Evidence based care
    • Ways to impact quality and how everyone is quick to say to use evidence based care,

but what is that?

o 1. Process: foundation and research with clinical trials

o 2. Well established process is delivered

o 3. Efficient as possible

o 4. Avoiding unintended results

  • Patients want extra sense of security
  1. We Can Do Better-Improving the Health of the American People (Schroeder 2007)
  • Why the US spends more on health care and have poorer results: 1. Pathways to better health don’t generally depend on better health care and 2. Even in those instances in which health care is important, too many Americans do not receive it, receive it too late, or receive poor quality care.
  • Improving population health will require addressing non-behavioral determinants of health that we can influence: social, health care, and environmental factors
  • Two basic ways in which health care can affect health status: quality and access
  • Weak health status of the US comes from 2 fundamental aspects of its political economy: 1. The disadvantaged are less well represented in the political sphere and 2. Social advocacy is fragmented by our notions of race and class because we often view poverty as a racial injustice
  • How we can improve: improvements in personal behavior (tobacco control), environmental factors (reduced rates of homicide/motor vehicle accidents), and with political action
  1. Health Leaders Survey 2014
  • Health Leaders Media Council: executives from healthcare provider organizations who deliver unbiased industry intelligence
  • Respondent Profile: mostly community hospital CEO at nonprofits, males age 56- 65
  • Fewer CEOs see state of healthcare as on wrong track, fewer see it on right track since 2013
  • CEOs more comfortable with healthcare reform in 2014
  • Fed and state health insurance exchanges: opportunity for uninsured to get coverage  business opportunity for helping people buy policies
  • CEOs don’t want to expand into retail-based business lines  want new patients and retention
  • Find additional savings through labor efficiency
  • CEOs less impressed with physicians and nurses  financial incentives for them of what CEO wants to accomplish is difficult o Many changes that occur very quickly – due to new tech, etc.
  • Top 3 areas to improve: cost reduction, physician-hospital alignment, reimbursement Lectures Lecture 2: Health Care in the US (8/30):
  • Our culture: consumerism, individual, litigious, inpatient, diverse, entitled, demanding, creative, wealthy, fear of death, freedom of speech, questioning of authority, stratified economically and ethnically, “old boy’s network”, fear of government, living beyond means (in debt), want the newest and best, geographically separated, polarized, dominating, driven, distrust of government
  • Our health care system: best in the world, unavailable, technology driven, stratified, specialized, expensive, wasteful, life saving, advanced, confusing, fragmented
  • Our values: health care is a commodity distributed according to the ability to pay and is not guaranteed. There is no uniform standard, and quality of care received often reflects ability to pay. More is better…the latest, most technologically advanced treatment or medication is better even when unnecessary or when their added benefit is small compared to their costs
  • Commodity: something bought and sold in the open market (exchanged), right to sue
  • In markets: pure “free” and “open” o Equal information available for all parties o Ability to compare/shop across sellers o Product voluntarily exchanged at a price arranged by mutual consent of buyer/seller o Governed by laws of supply and demand o Free of government interventions and regulations In health care markets: neither “free” nor “perfect” o Buyers and sellers don’t act independently to establish price, quality, and quantity Third parties are involved: employers, insurers, and administrators o Competition is restrained by barriers: limits on expansion, licensure, accreditation o Patients do not have information on price of services or providers o Patients do not pay directly for service o Information is not equal because buyers don’t know: what the cost is, what they are buying, what the same service would cost elsewhere, if they need the service Buyers are ill, scared, confused, overwhelmed, worried, unconscious, heavy regulation, and lack of comparative information/data Market Justice Social Justice -Views health care as an economic good -Free market conditions for health services delivery -Assumes that markets are more efficient in allocating health resources equitably -Production and distribution of health care determined by market-based demand -Access to medical care viewed as an economic reward for personal effort and achievement -Medical care dist’n based on people’s ability to pay -Individual responsibility for own health -Benefits based on individual purchasing power -Limited obligation to the collective good -Views health care as a social resource -Requires active government involvement in health services delivery -Assumes that the government is more efficient in allocating health resources equitably -Medical resource allocating health resources equitably -Medical resource allocation governed by need -Equal access to medical services viewed as a basic right -Ability to pay inconsequential for receiving medical care -Collective responsibility for health -Certain benefits ensured -Strong obligation to the collective good

Indemnity plans allow you to direct your own health care and visit almost any doctor or hospital you like. The insurance company then pays a set portion of your total charges. Indemnity plans are also referred to as "fee-for-service" plans. Insurance company does not lose money in this model because it passes loss onto the employer. Employer holds risk. ➢ 1990s’: primary model still indemnity insurance ➢ Paid physicians and other providers of care directly their billed amount ➢ Patients arranged for care on their own and were reimbursed for the cost of care ➢ Costs continued to increase astronomically ➢ Insurance company is a “pass through”—if loses money, the following year simply adds to charge ➢ Employer is the only one with the incentive to change Experience rating: ➢ Price is based on experience of each employer’s employee’s history/use: Total amount of all employees’ cost of prior yearadministrative costs and number of employees = per person premium charged to employer ➢ Insurance company won’t lose money ➢ Passes loss onto employer: if this year’s costs are greater than last year (insurance company lose money), then loss is added to next year’s per person charge ➢ Before 1980s’: insurance companies could accurately predict next year’s costs for care ➢ 1980’s: costs increased substantially more than predicted due to advanced In medical and pharmacological technologyemployers hit with double increase

  • Managed Care : means of organizing, paying for, and providing health care directly to consumers. Typically paid for through capitation. The “responsible group” manages the care process to make sure the budget isn’t exceeded. Responsible group can be insurance company, nonprofit corporation, for-profit corporation, or physicians and hospitals. o HMO/MCO/HP: paid set amount per year/month ➢ If uses all payment earlyleads to budget shortfall ➢ Physicians careful to provide only necessary care ➢ 1980s: nearly 90% of HMO patients were members of non-profit plans ➢ 1980s: 2/3 of HMO patients were for-profit plansgoal is to please shareholders
  • Most restrictive health insurance plan with narrow network of providers and most expensive premiums, but low level of cost-sharing; contracted providers usually paid through capitation (fixed payment per patient per month). Health Plan holds the risk. o PPOs: hybrid of managed care and indemnity plan ➢ Insurer contracts with those physicians and hospitals that agree to provide a discount to insurer’s members ➢ Members can go to any provider they likeif they go to preferred provider, plans pay for all. If they go to non-provider, plans pay less. ➢ Physicians take no risk (paid FFS) with portion from insurance company (% of discounted rate) and portion from member Least restrictive type of health insurance plan with broadest network of providers and least expensive premiums, but high level of cost-sharing; contracted providers usually paid fee-for- service (payment for each service rendered). Health plan holds the risk because a patient could always stay in network. The patient will face higher costs is he/she CHOOSES to go out of network.
  • Utilization Controls: Ways care is “managed”-plans developed mechanisms to ensure “efficient” care o Gatekeepers: Primary care physician is responsible for determining when and what services a patient can access and receive reimbursement for. o Utilization Review (UR): Staff of physicians and nurses were responsible for reviewing the care provided by physicians. For a physician to hospitalize a patient or order and expensive test,

o Insurance is the transference of risks from individuals or corporations who cannot bear a possible unplanned financial catastrophe o Health insurers strive to maintain risk pools, which have a population with health status similar to the general population. If a plan attracts disproportionate share of people in poor health  average cost of treating its population will increase o People with a higher than average risk of needing health care are more likely than healthier people to seek health insurance o People in better health will be unwilling to pay more than they would use and thus not enroll

  • Adverse selection: market process where riskier enrollees choose more generous health insurance plans as a result of their not being charged a premium commensurate w/ additional cost imposed on the plan - Could be regulatory or due to information asymmetry
  • Individual market: o How it differs from employer-based coverage: ➢ Underwriting: determining whether or not to accept an applicant for coverage, what terms of coverage will be, and what cost of coverage will be ✓ Risk assessment: what each individual’s risk of using health care and used by health insurers to obtain/maintain a predictable and stable level of risk within their risk pools ✓ Variables looked at: health history, age, gender, occupation, geographic location, genetic makeup ✓ Community: all employees are in one pool; the younger employees offset the older and the healthier offset the healthy and non users offset users ✓ Individual: no community, want to know health history/needs of each individual ➢ Cherry picking: pick the healthier members, avoid those with pre-existing conditions ➢ Different incentives for individuals and insurers: ✓ Individual incentives: withhold truth, assess needs for insurance, not spend more than value ✓ Insurance companies’ incentives: get adequate pool, avoid adverse risk, only cover healthy, ensure that get paid enough for those sick/to be sick, drop high users ➢ Paradox: those who really need health insurance are not as likely to make it through the underwriting process as those who don’t need ithealthy people make it through ✓ Those who need insurance are typically sick and if they can get insurance, they can’t afford it
  • High Deductible Health Plan : patient pays for small visits to doc, health insurance pays for larger
  • Three-legged stool: o Guaranteed issue: require insurers to cover all without underwriting o Mandate: ensure mix of healthy/sick, young/old  mandate healthy into pool so get good risk pool o Assistance: helps with the purchase of plan information and subsidies ➢ You need to have everyone to have insurance (mandate so the pool is balanced), guaranteed issue (requiring health plans to accept everyone), providing individuals assistance whether it’s information or subsidies to buy health insurance Lecture 5: Health Coverage-Public Programs-Medicare Basics about the program:
  • Universal health coverage and insurance for those 65 years and over
  • Medicare Act amended to the Social Security Act in 1965 that costs government $524 billion annually
  • Covers 47 million Americans with 39 million 65+ and 8 million disabled/end-stage renal/ALS
  • 10% of FFS Medicare beneficiaries account for 58% of total Medicare spending, and the other 90% only account for 42%

Medicare Part A :

  • For ALL beneficiariesinpatient care that covers: hospital care, nursing facility after hospitalization, home health care, and hospice care
  • Funded by 2.9% payroll tax: money deposited into Medicare trust fund o Worker’s contribution matched by employees: 1.45% from employee, 1.45% from employer o Workers “pay in”, seniors “take out” o Beneficiary coinsurance/deductible: $1, Medicare Part B :
  • Outpatient care: physician, laboratory, x-rays, home health
  • Insurance plan: paid through premiums, opt in (~44.4 million enrolled in 2012)
  • Voluntary: must enroll and pay a premium (withheld from social security check)
  • Funding: federal government pays 75% (out of general fund) & beneficiaries pay 25% o Beneficiaries: premium $105, deductible $147, coinsurance 20-35% Medigap:
  • To cover “uncovered costs” up to 89% of beneficiaries of both Parts A & B have a supplemental insurance policy o Uncovered costs include: up to additional 15% patients must pay if they see a “non- participating” physician, all Rx costs, dental care, eye glasses, hearing aids, foot care
  • Made available by: purchase from private insurance, receives from retirement benefit, enrolling in Medicaid (if low income), and joining a managed care plan Payment Systems: Diagnosis-related Group (DRG) or perspective payment system (PPS)- 1983
  • Changed hospital payment structure that changed incentives: o Paid a fixed amount each time a patient was admitted to the hospital rather than cost of care o Each DRG has a reimbursement amount associated with it o The reimbursement amount reflects the average cost of treating that diagnosis ➢ If hospital provides care for less than average cost, it can keep the difference ➢ If cost of care is more, the hospital absorbs the difference o Before DRG, incentive was to keep patient in the hospital for as long as possible o After DRG, incentive is to discharge patient as quickly as possible Medicare Part C:
  • In order to save $$ in 1980, the federal government started letting Medicare beneficiaries enroll into HMOs (with plan taking risk) o Paid plans 95% of what would have paid for the beneficiary in traditional, FFS Medicare o HMOs were required to offer all that was offered under Medicare; could offer more o Traditional FFS Medicare was facing adverse selectionbeing left with sicker, higher costing patients while HMO’s were cherry picking for the younger Medicare beneficiaries Medicare Part D:
  • 2003: average per capita cost of Rx per beneficiary was $2,31838% of seniors had no form of Rx
  • 52% with coverage had large out of pocket costs
  • Medicare Prescription Drug, and Modernization Act (MMA): voluntary outpatient prescription drug benefits that provided private drug/prescription plans through Medicare Advantage o 73% of Medicare beneficiaries have purchased & plan cost ~ $407.5 billion in 2012 o $ comes from premiums, general funds and state funds o Low income automatically enrolled if not by choice o Penalized if you don’t buy at first opportunity and 1% penalty per month delayed o MMA prohibits Medicare from negotiating drug prices o Doughnut hole: Between $2970-$7720, the patient must pay everything out of pocket and Medicare doesn’t kick in until after $ Current Issues in Medicare: Long Term Viability
  • Draining Part A Trust Fund, increasing Health Plan premiums, increasing beneficiaries cost sharing

costs -Must pay premiums, eligible -Must stay employed with deductibles, co-insurance -Must meet administrative burdens and show legality the SAME employer -Must stay healthy -Must be a legal resident (wait 5 years after legal immigration) Cost of the Uninsured:

  • 2008: the uninsured received $116 billion in care o Costs covered by: the uninsured (37%), third party ie government/charities (26%), uncompensated (37%)
  • Cost shifting: costs shifted to insurers in higher charges for services o Higher charges passed onto families and businesses in higher premiums o 2008: impact of higher premiums “hidden health tax”
  • Federal funding: o Disproportionate Share Funding (DSH): hospitals that serve large # uninsured and Medicaid o Federally Qualified Health Centers (FQHC): clinics that serve underserved areas w/ a large number of uninsured and Medicaid
  • Going without health coverage puts families at risk financially and physically: o Less likely to get care when they need it o Delay seeking care as long as possible o When conditions become SO serious that treatment can not be delayed seek care o Suffer devastating economic and health consequencestoo expensive care? Too late in disease?
  • Pauly & Pagan: spillover effect (financial and non financial = quality) o Pecuniary: shifts financial burden of the uninsured to people who are insured o Quality: impact quality of care, less specialists in an area
  • Safety net : defined by mission to maintain an open door policy, providing health care services to individuals and families regardless of their ability to pay o Public hospitals, health system, & health care districts o Community health centers and clinics (health centers that provide free/discounted care) Lecture 8: Stakeholders
  • Stakeholder: one who is involved in or affected by a course of action o Providers : physicians, hospitals, allied health professionals, nurses, etc ➢ Scope of practice: competition for patients and dollars has led to competition across licensure ie orthopedics vs chiropractors, OB/GYN vs midwives, psychiatrists vs psychologists, ophthalmologists vs optometrists o Purchasers : individuals, employers, governments, health plans o Manufacturers : pharmaceuticals, biomedical, DME providers ➢ PhRMA: huge, biggest lobby ✓ On one hand: develop new life saving drugs, needs a lot of $ to fund research for studies and then move through FDA ✓ On the other: most research doesn’t result in new drugs (just drugs that are different enough), billions $ spent on marketing and advertising, o Patients : self, advocacy groups, unions o Businesses : insurers, health plans, consultants, tanning salons, etc o Other : foundations/philanthropists o Governments : federal, state, county Lecture 9: Quality of Care
  • What is quality of care : patients are satisfied, patients feel better, good communication, patient centered, minimal level of service, prevents against future need for services, accessible o Unbiased, justified, medically necessary, effective, based on evidence

o IOM definition: it is the degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge o AHRQ definition: science based measures can be used to assess quality for various conditions and for specific types of care quality health care is doing the right thing at the right time in the right way to achieve the best possible result while avoiding underuse/overuse o Iron triangle: quality, access, and cost

  • Evidence based medicine: does evidence support treatment o What does science show? Does it work? Is it effective? Is it safe?
  • Measuring Outcome: The Gold Standard: o Evidence-based med, comparative-effectiveness research, cost effectiveness, cost benefit analysis
  • Relationship between quality and spending: o Paradox: patients get too little or too much care o More care isn’t always better: ➢ For 60% more care, highest-spending regions get: lower scores on quality of indicators, similar access, similar functional status, similar satisfaction, higher mortality o Huge variation in quality, quantity, and appropriateness of medical care delivereduncertainty pervades current clinical practice o While outcome measures are the “gold standard” that we are seeking, many issues arise when trying to apply Lecture 10: Putting the M in HPM Core Management Disciplines all Interrelate:
  • Strategic management: mission, vision, values-longer term focus vs day to day o Assessment of internal and external environment: strengths, weaknesses, opportunities, threats o Set goals and formulate core strategies to meet/redirecting course ➢ Growth/expansion, survival, redirecting course o Monitor, evaluate progress and evolve to stay on course (or change as needed)
  • Organizational behavior: how to make people and processes as effective as possible as part of organization’s priorities o Structure of organization: flat, many levels, virtual, centralized, team based o Communication styles, patterns: formal vs informal o Culture: supportive, aggressive, command, control o Often expressed through HR policies, selection and retention, group dynamics, traditions
  • Leadership and governance: structure and priorities of senior management and board of directors o Accountabilities, decision making authority and escalation protocols o Direct relations with major outside stakeholders o Steer HCO through key events & transformations: huge right now w/ACA, economy, elections o Motivate, inspire and enable employees and partners through boom and bust times
  • Finance and accounting: external communication of results and status (financial health) to secure needed capital, partners, access to short term funds o Financial statements and ratio analysis o Management of resources via budgeting and forecasting o Assessment of programs/services; expansions, new lines of activity/investment, divestment/closure ➢ Pricing analysis, net present value/discounted cash flow analysis, cost-volume-profit o Capital planning and executionlonger term needs SWOT analysis: strengths & weaknesses (internal), opportunities & threats (external) Typical Format: Impetus for Change: 1. Strengths: -What are the organization’s distinctive resources 1. Strengths: -Strong band, reputation, scale of operations
  • Lindblom: politics driving policyincrementalism (belief in gradual change) o Rational policy making: step by step in order, consider all options, weigh options, decide on best, not realistic o Reality: messy, driven by different values/goals/ideology, can’t perceive of all options, don’t know all stakeholders, timing/consideration is not systematic and orderly, power play
  • Confluence of three streams: Kingdon o Problem streams: the flow of issues that might merit public attention o Policy streams: the flow of policy proposals that might address some pressing issue o Political streams: swings of public mood, election results, ideological concerns o A policy window opens when problems are coupled with policy solutions and the politics either allow or reinforce action Lecture 12: Putting the H in HPM Definitions of Health:
  • Medical model: absence of disease and high level of functioningpopulation throughout 20 th^ century
  • Wellness model: complete state of physical, mental, and social well-being and not merely the absence of disease or infirmity
  • Holistic model: a dynamic state of well being characterized by a physical and mental potential, which satisfies the demands of life commensurate with age, culture, and personal responsibility
  • Contributions to premature death & which can you make an impact on: o Genetic predisposition (30%): let it be? Genetic screening? Medical therapy? o Social circumstances (15%): socioeconomic status-social status, income and wealth, education o Environmental exposure (5%): air pollution, peace, water quality, public safety o Health care (10%) o Behavioral patterns (40%): change behavior by education? Laws: making at risk behavior illegal?
  • Public health: the science and art of protecting the health of communities through education, promotion of healthy lifestyles, and research of disease, and injury prevention o Helps improve the health and well being of local communities and the nation Public Health Health Care -Focuses on health of a population -Attacks the problem prior to need
  • Upstream -Focuses on the health of an individual -Attacks the problem at the time of need
  • Downstream
  • Social determinants of health: economic and social conditions and their distribution among the population that influence individual and group differences in health outcomes o Race + Gender o Culture o Socioeconomic status o Education level/ work status o Place o Social networks

o The single most potent predictor of population health status is: income/wealth status ➢ At every income level, people living in more unequal nations and states suffer: lower life expectancy, higher infant mortality, more homicides, more anxiety, more mental illness, more drug and alcohol addiction

  • Health disparity : a disparity amongst a health population
  • Equity vs. equality: equality is when you give everybody the same thing and equity is realizing that not everyone starts at the same level but hopefully you can still all reach the same outcome Lecture 13: Health Advocacy and Legislative Process Advocacy Types/Strategies:
  • Legislative advocacy : suggests ideas for laws, working with legislative staff, mobilize support, testify at hearing, visit/call/write legislator o How a bill becomes a law: bill introduced in assembly or senatecommittee hearingsfloor actionbill goes to governorstatutes take effect
  • Administrative advocacy : work w/ administrative agencies to influence regulations and policies, participate in committees, develop relationship w/ staff, make comments on regulations/policies o Ex: state health agencies, department of public health, department of managed care/health and human services o Slower process, but yields better results
  • Media advocacy: change public policy, target opinion leaders and policy makers, work w/ affected groups to make voices heard, reduce power gap, change social structures o Function of news: setting the agenda (what we think about), shaping the debate (how we think about it), and influencing the opinion leaders (changing what we do about it) o Frames: framing theory and the concept of framing bias suggests that how something is presented influences the people’s choices or attitudes
  • Policy research/analysis : policy change often depends on a “window of opportunity” created by the combination of three events o Policies: policy options that are vetted and available to policymakers o Problems: well-defined problems that have attained prominence and are recognized by policymakers as priorities o Politics: developments in political mood, leadership or dynamics that provide more receptivity to the issue
  • Community organizing : community vs personal benefits o Community benefits: ➢ Representation of all citizens in the community ➢ Solidification of rights and protection for all people ➢ Increased diversity in the community o Personal benefits: ➢ Discover personal gifts, talents, and abilities ➢ Find strengths, roots, heritage, and culture ➢ Develop cooperation and collective action ➢ Strengthen dignity in place of mistreatment ➢ Exert influence, speak up, learn to fight back
  • Be an effective advocate: do your homework, aim high, have good relationships, be familiar w/ different stakeholders’ agendas, rapidly mobilize and respond, make specific recommendations, be patient Lecture 14: Hospitals
  • Hospital: inpatient bends, diagnostic services, therapeutic services, licensed, accreditation
  • Non-profit: receives tax subsidies/benefits, no corporate income tax, tax-exempt financing, contributions tax deductible to contributor, real estate tax exempt o Stringent requirements to qualify