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Transforming a Family Medicine Center and Residency Program Into a Federally Qualified Health Center
被引:7
作者:
Cousineau, Michael R.
[1
]
Flores, Hector
[2
]
Cheng, Scott
[3
]
Gates, Jerry D.
[3
]
Douglas, James H.
[4
]
Clute, Gerald B.
[5
]
Coan, Carl E.
[6
]
机构:
[1] Univ So Calif, Keck Sch Med, Dept Family Med & Prevent Med, Los Angeles, CA 90033 USA
[2] White Mem Med Ctr, Family Med Residency Program, Los Angeles, CA USA
[3] USC, Keck Sch Med, Dept Family Med, Los Angeles, CA 90032 USA
[4] JD Healthcare Management LLC, Reseda, CA USA
[5] Calif Hosp, Med Ctr, Los Angeles, CA USA
[6] Eisner Pediat & Family Med Ctr, Los Angeles, CA USA
关键词:
PRIMARY-CARE;
BARRIERS;
SERVICE;
REFORM;
D O I:
10.1097/ACM.0b013e31828ace4e
中图分类号:
G40 [教育学];
学科分类号:
040101 ;
120403 ;
摘要:
The authors describe a family medicine center before and after a merger between the Keck School of Medicine of the University of Southern California, the California Hospital Medical Center, and the Eisner Pediatric and Family Medical Center in 2012. The merger provided new opportunities to stabilize the financial base of a clinical practice struggling financially and to enhance the training of residents and other health professionals in primary care, which motivated the partners to consider this new model. After 18 months of negotiations, they were able to convert the family medicine center and residency program into a new federally qualified health center. The benefits to this new model include an increase in both patient volume and the quality of education, supporting residency accreditation; a greater number of residents from U. S. medical schools; enhanced education and preparation of primary care physicians for practice in medically underserved communities; enhanced reimbursements and new opportunities for state, local, and federal grants; and quality improvement and new information technology. The partners overcame academic, administrative, legal, and regulatory obstacles, communication barriers, and differences in culture and expectations to achieve this merger. Keys to their success include the commitment of the leaders at the three institutions to the goals of the merger, a dedicated project manager and consultants, opportunities for new revenue sources and reimbursements, and support from a pioneering charitable foundation. The authors conclude by discussing the implications of using community health centers as the focal point for training primary care clinicians and addressing workforce shortages.
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页码:657 / 662
页数:6
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