Reorganizing the Military Health System: Should There Be a by Susan D. Hosek

By Susan D. Hosek

Because the finish of WWII, the query of no matter if to create a unified army overall healthiness process has arisen time and again. regardless of various solutions to this question, the approach has mostly retained its conventional constitution, with separate military, military and Air strength clinical departments. This e-book records learn at the association of the army health and wellbeing method. It considers five replacement organizational constructions for his or her most probably influence on peacetime healthiness care and wartime readiness.

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Example text

Here, we focus on the specific approaches used to structure managed-care organizations. These approaches were highly consistent with the theoretical literature, which is briefly discussed in Appendix B. ORGANIZATION OF MANAGED HEALTH CARE Although the literature often refers to managed-care organizations as a single group, there are in fact many differences among them. One key difference is that between health-care providers (hospitals, physicians, and others) and health plans (health insurers, health maintenance organizations).

Military medical personnel receive the same clinical training as their civilian counterparts. The DoD provides this training to various degrees among the services. The Uniformed Services University of the Health Sciences (USUHS) is the DoD medical school, although most physicians in uniform are Medical Readiness and Operational Medicine 45 acquired through civilian sources, often with their medical school funding provided by the DoD in return for a service commitment. Residency programs and other forms of graduate medical education (GME) are performed in the larger MTFs or in civilian programs.

Information systems are also increasingly valuable as care management tools. The public backlash against intrusive care management practices has caused many managed-care organizations to rethink their managed-care strategies. Instead of reviewing the appropriateness of individual referrals and treatment decisions, managed-care organizations are attempting to induce more effective decisionmaking by their providers. Through the continuous quality-improvement process described in the previous section, the managed-care organizations identify patterns of practice that are inappropriate or unnecessarily costly (or both) and work with their providers to effect improvement.

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