Examining the relationship between hospital ownership and population health efforts

Purpose The purpose of this paper is to investigate the relationship between ownership type and population health initiatives adopted by hospitals using the 2015 American Hospital Association data. Design/methodology/approach Hospitals of various sizes, ownership structures and geographic locations are represented in the survey. The outcome variables of interest include measures of hospital population health activities. Findings Findings indicate that nonprofit hospitals are most likely to express commitment to population health and participate in population health activities, with for-profit hospitals being least likely. Implications for policy and practice are discussed. Research limitations/implications This study demonstrates that discrepancies in population health approaches exist across ownership status – particularly, nonprofit hospitals appear to be the most likely to be involved in population health efforts. Practical implications As we continue to push for population health management in the hospital setting, grappling with the definition and purpose of population health management will be essential. Social implications Overall, these results suggest that nonprofit hospitals are more likely to be implementing population health efforts than for-profit or government-owned hospitals. Originality/value Although there are several studies on population health in hospitals, this study is the first to investigate the relationship between ownership type and population health initiatives adopted by hospitals.

Download Full-text

Implementing population health management: an international comparative study

Journal of Health Organization and Management ◽

10.1108/jhom-06-2019-0189 ◽

2020 ◽

Vol 34 (3) ◽

pp. 273-294 ◽

Cited By ~ 1

Author(s):

Betty Steenkamer ◽

Esther de Weger ◽

Hanneke Drewes ◽

Kim Putters ◽

Hans Van Oers ◽

...

Keyword(s):

Population Health ◽

Large Scale ◽

Health Management ◽

Structured Interview ◽

Community Services ◽

Scale Transformation ◽

Healthy City ◽

Population Health Management ◽

Content Type ◽

Initial Program

PurposeThe purpose of this paper is to gain insight into how population health management (PHM) strategies can successfully integrate and reorganize public health, health care, social care and community services to improve population health and quality of care while reducing costs growth, this study compared four large-scale transformation programs: Greater Manchester Devolution, Vancouver Healthy City Strategy, Gen-H Cincinnati and Gesundes Kinzigtal.Design/methodology/approachFollowing the realist methodology, this explorative comparative case-study investigated PHM initiatives' key features and participants' experiences of developing such initiatives. A semi-structured interview guideline based on a theoretical framework for PHM guided the interviews with stakeholders (20) from different sectors.FindingsFive initial program theories important to the development of PHM were formulated: (1) create trust in a shared vision and understanding of the PHM rationale to establish stakeholders' commitment to the partnership; (2) create shared ownership for achieving the initiative's goals; (3) create shared financial interest that reduces perceived financial risks to provide financial sustainability; (4) create a learning environment to secure initiative's credibility and (5) create citizens' and professionals' awareness of the required attitudes and behaviours.Originality/valueThe study highlights initial program theories for the implementation of PHM including different strategies and structures underpinning the initiatives. These insights provide a deeper understanding of how large-scale transformation could be developed.

Download Full-text

Making it personal – population health management and the NHS

Journal of Integrated Care ◽

10.1108/jica-01-2020-0002 ◽

2020 ◽

Vol 28 (3) ◽

pp. 243-252

Author(s):

Martin McShane ◽

Karen Kirkham

Keyword(s):

Integrated Care ◽

Population Health ◽

Health Management ◽

Major Change ◽

Models Of Care ◽

Population Health Management ◽

Content Type ◽

Disease Patterns ◽

Learning Health System ◽

Care Systems

PurposeChanges in demographics and disease patterns are challenging health and care systems across the world. In England, national policies have reset the direction of travel for the NHS. Collaboration, integration and personalisation are intended to become prime principles and drivers for new models of care. Central to this is the concept of population health management. This has emerged, internationally, as a method to improve population health. Fundamental for population health management to succeed is the use of integrated data, analytics combined with professional insight and the adoption of a learning health system culture. This agenda reaches beyond the NHS in England and the public health profession to embrace a broad range of stakeholders. By drawing on international experience and early experience of implementation in the United Kingdom, the potential for health and care systems in England to become world leading in population health management is explored.Design/methodology/approachA viewpoint paper.FindingsPopulation health management is a major change in the way health and care systems look at the challenges they are facing. It makes what is happening to individuals, across the continuum of care, the essence for insight and action. The NHS has the components for success and the potential to become world leading in delivery of population health management as part of its integrated care agenda.Originality/valueThis is the first viewpoint paper to set out how population health management contributes to the integrated care agenda in the NHS.

Download Full-text

Co-morbid psychological distress groups among incarcerated men

Journal of Criminal Psychology ◽

10.1108/jcp-01-2020-0002 ◽

2020 ◽

Vol 10 (3) ◽

pp. 169-183

Author(s):

Nancy Wolff ◽

Francisco Caravaca Sánchez

Keyword(s):

Social Support ◽

Substance Use ◽

Psychological Distress ◽

Behavioral Health ◽

Population Health ◽

Health Management ◽

Behavioral Health Care ◽

Population Health Management ◽

Content Type ◽

Incarcerated Men

Purpose This study aims to examine the behavioral health disorders and trauma exposure are disproportionately represented among incarcerated men. Historically, prisons have been inadequately equipped to respond to the behavioral health needs of incarcerated people. Given the abundance of behavioral health need and the relatively limited availability of prison-based treatment resources, population health management strategies, particularly need stratification, are vital. Design/methodology/approach A sample of 943 male inmates from three Spanish prisons completed a structured questionnaire. Need groups are based on current depression, anxiety and stress symptoms assessed by the DASS-21 and were validated using adverse childhood experiences (ACE), prison-based abuse, prison-based substance use, social support and resilience. Findings Three need groups were identified, namely, minimal, mild/moderate and severe, each representing about one-third of the sample. The severe group had the highest level of all three types of psychological distress, ACE and prison-based adversity and substance use. No statistical differences in social support and resilience were found among the groups. These findings provide a platform for future research to explore how the complexity of behavioral health care need can be identified and stratified for strategic and rational treatment matching. Proving whether a population health management approach improves behavioral health and personal safety outcomes within funding-constrained carceral environments is the next research priority. Originality/value This study is the first to group co-morbid psychological distress into need categories using a social determinants of health framework for validation.

Download Full-text

Population health management guiding principles to stimulate collaboration and improve pharmaceutical care

Journal of Health Organization and Management ◽

10.1108/jhom-06-2017-0146 ◽

2018 ◽

Vol 32 (2) ◽

pp. 224-245 ◽

Cited By ~ 1

Author(s):

Betty Steenkamer ◽

Caroline Baan ◽

Kim Putters ◽

Hans van Oers ◽

Hanneke Drewes

Keyword(s):

Pharmaceutical Care ◽

Population Health ◽

Health Management ◽

Contextual Factors ◽

Shared Responsibility ◽

Population Health Management ◽

Content Type ◽

Guiding Principles ◽

Context Specific ◽

Board Level

Purpose A range of strategies to improve pharmaceutical care has been implemented by population health management (PHM) initiatives. However, which strategies generate the desired outcomes is largely unknown. The purpose of this paper is to identify guiding principles underlying collaborative strategies to improve pharmaceutical care and the contextual factors and mechanisms through which these principles operate. Design/methodology/approach The evaluation was informed by a realist methodology examining the links between PHM strategies, their outcomes and the contexts and mechanisms by which these strategies operate. Guiding principles were identified by grouping context-specific strategies with specific outcomes. Findings In total, ten guiding principles were identified: create agreement and commitment based on a long-term vision; foster cooperation and representation at the board level; use layered governance structures; create awareness at all levels; enable interpersonal links at all levels; create learning environments; organize shared responsibility; adjust financial strategies to market contexts; organize mutual gains; and align regional agreements with national policies and regulations. Contextual factors such as shared savings influenced the effectiveness of the guiding principles. Mechanisms by which these guiding principles operate were, for instance, fostering trust and creating a shared sense of the problem. Practical implications The guiding principles highlight how collaboration can be stimulated to improve pharmaceutical care while taking into account local constraints and possibilities. The interdependency of these principles necessitates effectuating them together in order to realize the best possible improvements and outcomes. Originality/value This is the first study using a realist approach to understand the guiding principles underlying collaboration to improve pharmaceutical care.

Download Full-text

Does CEO compensation impact patient satisfaction?

Journal of Health Organization and Management ◽

10.1108/jhom-02-2013-0034 ◽

2015 ◽

Vol 29 (1) ◽

pp. 111-127 ◽

Cited By ~ 3

Author(s):

Kunle Akingbola ◽

Herman A. van den Berg

Keyword(s):

Patient Satisfaction ◽

Ceo Compensation ◽

Future Research ◽

Hospital Patient ◽

Nonprofit Hospitals ◽

Content Type ◽

Hospital Size ◽

For Profit ◽

Measure Of Performance ◽

The Relationship

Purpose – This study examines the relationship between CEO compensation and patient satisfaction in Ontario, Canada. The purpose of this paper is to determine what impact hospital CEO compensation has on hospital patient satisfaction. Design/methodology/approach – The analyses in this study were based on data of 261 CEO-hospital-year observations in a sample of 103 nonprofit hospitals. A number of linear regressions were conducted, with patient satisfaction as the dependent variable and CEO compensation as the independent variable of interest. Controlling variables included hospital size, type of hospital, and frequency of adverse clinical outcomes. Findings – CEO compensation does not significantly influence hospital patient satisfaction. Both patient satisfaction and CEO compensation appear to be driven primarily by hospital size. Patient satisfaction decreases, while CEO compensation increases, with the number of acute care beds in a hospital. In addition, CEO compensation does not even appear to moderate the influence of hospital size on patient satisfaction. Research limitations/implications – There are several limitations to this study. First, observations of CEO-hospital-years in which annual nominal CEO compensation was below $100,000 were excluded, as they were not publicly available. Second, this research was limited to a three-year range. Third, this study related the compensation of individual CEOs to a measure of performance based on a multitude of patient satisfaction surveys. Finally, this research is restricted to not-for-profit hospitals in Ontario, Canada. Practical implications – The findings seem to suggest that hospital directors seeking to improve patient satisfaction may find their efforts frustrated if they focus exclusively on the hospital CEO. The findings highlight the need for further research on how CEOs may, through leading and supporting those hospital clinicians and staff that interact more closely with patients, indirectly enhance patient satisfaction. Originality/value – To the best of the authors’ knowledge, no research has examined the relationship between hospital CEO compensation and patient satisfaction. This research fills the gap and provides a basis for future research.

Download Full-text