2012
DOI: 10.1001/jama.2012.364
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Toward Innovative Models of Health Care and Financing

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Cited by 9 publications
(7 citation statements)
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“…These findings have implications for the role of EMS in addressing the inordinate burden and challenges to the study population and to the U.S.'s historically fragmented health care systems in managing chronic conditions. In the context of U.S. health care reform and the formation of medical homes in networks of integrated medical and behavioral health services, EMS is well positioned for identifying and facilitating the access of vulnerable, high‐cost service users to and optimal engagement in health services . The findings call for interventions to promote the coordination and integration of EMS delivery with comprehensive, community‐based health services networks for contributing to goals of improved health outcomes and reduced health care costs .…”
Section: Discussionmentioning
confidence: 99%
“…These findings have implications for the role of EMS in addressing the inordinate burden and challenges to the study population and to the U.S.'s historically fragmented health care systems in managing chronic conditions. In the context of U.S. health care reform and the formation of medical homes in networks of integrated medical and behavioral health services, EMS is well positioned for identifying and facilitating the access of vulnerable, high‐cost service users to and optimal engagement in health services . The findings call for interventions to promote the coordination and integration of EMS delivery with comprehensive, community‐based health services networks for contributing to goals of improved health outcomes and reduced health care costs .…”
Section: Discussionmentioning
confidence: 99%
“…11 TPR is a voluntary alternative hospital financing strategy developed by the Health Services Cost Review Commission (HSCRC) covering all inpatient and outpatient services for rural hospitals. 12–14 TPR revenue constraint systems were made available to hospitals operating in regions of the state characterized by an absence of densely overlapping service areas. 14 The program changed incentives for hospitals by providing a global budget that guarantees a specified annual revenue for each hospital regardless of the number of patients treated and the amount of services provided.…”
Section: Introductionmentioning
confidence: 99%
“…14 The approved revenue is adjusted based on each hospital's relative performance on specific quality measures. 12 Annual adjustments to the budget also include adjustment for population changes and growth, reversal of any previous retroactive adjustments, and differential readjustments due to payer mix changes and bad debt. 14 If participating hospitals lower spending by reducing admissions, readmissions or by other strategies, they keep the resulting savings.…”
Section: Introductionmentioning
confidence: 99%
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“…But even in dense urban centers, strategies are emerging that bridge traditional boundaries. 7 Could there be a clinically driven business case for an urban AMC to share with the public sector the cost of combating smoking beyond the institution’s premises, or promoting access to childhood immunizations among local populations? AMCs, many with depth in prevention and in health services research, are uniquely positioned to model the potential financial impact of specific interventions that extend beyond the persons for whom they are already providing care, and to lead in implementing and evaluating interventions that bridge this divide.…”
Section: Clinical Care and Population Healthmentioning
confidence: 99%