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Executive
Summary: Loyalty in Managed Care: A Leadership System
California
Healthcare Executives are given a comprehensive and integrated ten-step
system to lead their organization toward stabilizing a financial base,
improving profitability, and differentiating themselves in the marketplace.
This executive guide to implementing loyalty-based leadership can be adapted
and used on an immediate basis by healthcare leaders. This article is
a useful resource for healthcare executives as they move to make loyalty
an organizational resource. Effectively managing the often-fragmented
forces of loyalty can produce a healthier bottom line and improve the
commitment among key stakeholders within a managed care environment. A
brief loyalty-based leadership practices survey is included to serve as
a catalyst for leaders and their teams to strategically discuss loyalty
and retention in their organization.
For more information on this article, please contact Dr. Kerns at: ckerns@bdo.com.
Executive
Summary: Capitated Contracting Roles and Relationships in Healthcare
Capitated
contracting of health providers has created substantial change in healthcare
markets. This article assesses how capitation affects the roles of relationships
of healthcare organizations. In-depth case studies were conducted of eight
major hospital-led integrated health networks/systems and two large integrated
medical groups. Types of capitated contracts employed, contract support
capabilities developed, relationships among providers in the support services,
and lessons learned about capitation were explored. The experiences of
these organizations provide valuable guidance for health executives as
they develop or refine capitated contracting strategies.
For more information on this article, please contact Dr. Bazzoli at :
g-bazzoli@nwu.edu.
Executive
Summary: Building Partnerships with the Community: Lessons from
the Camden Health Improvement Learning Collaborative
This
case study describes the Camden City Health Improvement Learning Collaboration
(the Collaborative), a community care network initiative formed in 1993.
The organization is composed of representatives from local healthcare
providers, public agencies, religious organizations, and neighborhoods.
The major goal of this initiative is to improve the health status o f
the community by involving and empowering residents in the solution of
their needs. The Collaborative represents a grassroots strategic model
of community inclusion in the formulation of goals and programs to improve
community health status. The case study describes the dynamics of the
Collaborative by examining the following: historical development; political,
institutional, and social context; planning process, organization and
structure; and performance evaluation. The article concludes with a discussion
of the strategic and operational lessons learned from the Collaborative.
For more information on this article, please contact Dr. Weech-Maldonado
at: rxw25@psu.edu.
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