Dr. John A. Kastor has studied two leading centers in specialty care, the Cleveland Clinic and the University Hospitals of Cleveland, to learn what these institutions are doing to survive in the current era. Using the findings of more than two hundred interviews with physicians, administrators, investigators, and trustees, the author describes in detail these rival organizations, their individual struggles against the economic pressures presented by managed care, and their sometimes bitter competition for patients.
What forces lead to changes in governance among medical schools and their associated teaching hospitals? To what extent do such changes affect how well those schools and hospitals do their work? In this book, John A. Kastor, M.D., focuses on the academic medical centers of the University of Pennsylvania and the Johns Hopkins University, two institutions that underwent dramatic change in governance during the late 1990s. Drawing on extensive interviews with more than three hundred administrators, physicians, and other medical professionals at Penn, Hopkins, and elsewhere, Kastor identifies the factors that influenced changes in governance at these two institutions. Chief among these, he finds, are structure, personality conflicts, and current events. This book will be of interest to administrators of teaching hospitals as well as professionals in health policy and management.
Why would a university renowned for its school of medicine ever sell its teaching hospital? In his newest book, Dr. John A. Kastor presents an insider’s view of why university medical centers decide to sell teaching hospitals, why the decision might be a good one, and how such transitions are received by the faculty and administration. Kastor tells the story of two universities that, under financial duress for more than a decade, chose to sell their teaching hospitals. George Washington University sold to a national, for-profit corporation, Universal Health Services, Inc., and Georgetown University sold to a not-for-profit, local company, MedStar Health. Through interviews with key players involved in and affected by these decisions, Kastor examines the advantages and disadvantages of selling and describes the problems that can afflict medical schools that separate from their faculty practice plans. For the current leaders of medical schools facing similar financial challenges, Kastor analyzes how much it costs to teach clinical medicine and offers valuable advice on how to reduce expenses and increase surpluses.
Cardiac arrhythmias produce rapid, slow, or irregular heart beats and are extremely common and range in severity from benign to sudden, life-threatening emergencies. Some patients may be acutely conscious while others may be unaware. Whether you or a loved one suffers from heart rhythm disorders, You and Your Arrhythmia: A Guide to Heart Rhythm Problems for Patients and Their Families offers help. This book includes cases with simple explanations to provide patients and their families with a better understanding of heart rhythm disorders, diagnosis, treatment, and long-term care.
The latest book in the Core Concepts in Higher Education series brings to life issues of governance, organization, teaching and learning, student life, faculty, finances, college sports, public policy, fundraising and innovations in higher education today. Written by renowned author John R. Thelin, each chapter bridges research, theory and practice and discusses a range of institutions – including the often overlooked for-profits, community colleges and minority serving institutions. In the book’s second edition, Thelin analyzes growing trends in American higher education over the last five years, shedding light on the effects of the COVID-19 pandemic. He covers reconsideration of the rights of student-athletes, provides fresh analysis of the brick-and-mortar campus, and includes a new chapter exploring school admissions, recruitment and retention. Rich end-of-chapter "Additional Readings" and "Questions for Discussion" help engage students in critical thinking. A blend of stories and analysis, this book challenges present and future higher education practitioners to be informed and active participants, capable of improving their institutions.
Dr. John A. Kastor has studied two leading centers in specialty care, the Cleveland Clinic and the University Hospitals of Cleveland, to learn what these institutions are doing to survive in the current era. Using the findings of more than two hundred interviews with physicians, administrators, investigators, and trustees, the author describes in detail these rival organizations, their individual struggles against the economic pressures presented by managed care, and their sometimes bitter competition for patients.
What forces lead to changes in governance among medical schools and their associated teaching hospitals? To what extent do such changes affect how well those schools and hospitals do their work? In this book, John A. Kastor, M.D., focuses on the academic medical centers of the University of Pennsylvania and the Johns Hopkins University, two institutions that underwent dramatic change in governance during the late 1990s. Drawing on extensive interviews with more than three hundred administrators, physicians, and other medical professionals at Penn, Hopkins, and elsewhere, Kastor identifies the factors that influenced changes in governance at these two institutions. Chief among these, he finds, are structure, personality conflicts, and current events. This book will be of interest to administrators of teaching hospitals as well as professionals in health policy and management.
Why would a university renowned for its school of medicine ever sell its teaching hospital? In his newest book, Dr. John A. Kastor presents an insider’s view of why university medical centers decide to sell teaching hospitals, why the decision might be a good one, and how such transitions are received by the faculty and administration. Kastor tells the story of two universities that, under financial duress for more than a decade, chose to sell their teaching hospitals. George Washington University sold to a national, for-profit corporation, Universal Health Services, Inc., and Georgetown University sold to a not-for-profit, local company, MedStar Health. Through interviews with key players involved in and affected by these decisions, Kastor examines the advantages and disadvantages of selling and describes the problems that can afflict medical schools that separate from their faculty practice plans. For the current leaders of medical schools facing similar financial challenges, Kastor analyzes how much it costs to teach clinical medicine and offers valuable advice on how to reduce expenses and increase surpluses.
This book describes the premier organization for the performance and funding of biomedical research in the United States. By articulating events that occurred at the National Institutes of Health from 1991-2008, this volume also examines the leadership of directors Bernadine Healy, Harold Varmus and Elias Zerhouni. To conduct his research, Dr. Kastor interviewed more than 200 people currently working at the NIH, those who have left and those funded by the institute. In an engaging and dynamic prose style, Dr. Kastor presents his findings on the operations, problems, controversies, financies, politics and structure of the NIH.The book begins by examining topics such as the NIH's evaluation of grant funding, the argument between those who favor support of basic biomedical science versus clinical research, the inclusion of HIV/AIDS in the National Institute of Allergy and Infectious Diseases, and the unique features of the Clinical Center, the hospital of the NIH. The volume concludes with a review of the recent conflict of interest controversy, the NIH's response to recent budget constrictions and the role of the institute in the Obama administration.
Investigates the conditions that have led some of the nation2s top teaching hospitals to merge with each other. The three case studies in this book describe mergers among some of the nation's best known hospitals. In addition to citing published articles and books, the author also includes information obtained from numerous personal interviews with more than two hundred faculty members, administrators, trustees, and invested observers who shared their experiences with and knowledge of the mergers. Throughout the book, the author not only presents a picture of the events and conditions that have led to the recent drop in funding for teaching hospitals and why these mergers came about, but he also investigates how the organizations have fared since joining together. The mergers are analyzed and compared in order to identify various methods of merger formation as well as ways in which other newly formed hospitals might accomplish a variety of important goals.
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