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Corporate Partners

MDContent provides comprehensive educational assessment and content delivery for a vast array of corporate clients. MDContent develops customize curriculums for its clients.

Corporate Partners
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Valid for: 1 Year
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MDContent delivers content to sales forces, managers, corporate boards, and others on the nuances and culture of health care delivery. MDContent’s unique ability to combine data, business accumen, and presentation skills creates the environment for an outstanding educational experience. Virtually, all of MDContent’s corporate clients re-hire MDContent annually.

Curriculum Contents Hours

Business model of a health system
  • This module describes hospitals as low margin, high fixed cost enterprises, and it describes the imperative to use fixed assets intensively. By design this module, describes the fundamental economics of any health system. It develops the tension between the clinical and business imperatives such as how and why cutting length of stay enhances operations and adds to the bottom line. What is the relationship between length of stay and higher throughput. This module also focuses on the basic cost accounting principles which drive health system management decision making. We will also break out payment and profit margins under traditional fee-for-service insurance, DRG-based payments, per diem, and “capitated” reimbursement -- while showing the risks inherent in each arrangement.
Understanding the culture of clinical delivery
  • This module walks through the clinical care process. This “walk” develops specific processes that are germane to all areas of clinical delivery, such as patient processing, nursing, and physician roles. This module cover specific topics such as: How are departments set up? What role does governance play? Who are the “real guys” within the institution, and how do we identify them? How are decisions made and who has decision rights? How are departments set up?
Economic profile of a health system
  • This module describes how a representative health system appears. Health systems are almost always hospital-based, with patients reluctant to travel very far for care. Hospitals very markedly in size, clinical scope, bed utilization, and other key features, but in predictable and economically rational ways. This session provides historical and economic background on why hospitals and health systems appear as they do.
Introduction to operations management
  • This module explains how hospitals and physicians can leverage fixed assets to better serve their patients and themselves. We discuss the importance of throughput in settings with high fixed costs and the adverse effects of adversity. We identify tools that providers can use to manage variability. We use applications from labor and delivery, and from the larger health system.
Strategy and marketing
  • What are the goals of a service? What from an institutional perspective (beyond the clinical service) is it that a service is designed to do? This module is designed to provide a clinician perspective on health system strategy, from an L&D perspective. What does it mean for a health system to have a brand? How does it get that brand? Why does it matter? And why is L&D central to all efforts to define the brand? And what is the link between a health system’s “brand” and its “mission?” This session introduces participants to the concept of brand identification and management, and it discusses both the role that physicians play and the impact they can have on successfully managing that brand.
Introduction to corporate finance
  • We introduce time value of money, present value, and return on investment. We move to internal rates of return, payback periods, and other measures of financial performance. Here, too, we use applications from both labor and delivery and the larger health system. The module closes with an ROI illustration showing how the “ROI game” is played and the impact assumptions have on the final project (success/failure) determination.
Strategy and Health System complexity
  • This session discusses the assigned case study. The goal is to highlight the decision-making and institutional thinking surrounding a large capital project. This module also introduces the concept of health care systems complexity and how understanding this complexity can be can be leveraged to benefit both the vendor and health system.
Capital Budgets
  • This module describes the internal process for capital projects and the institutional logic, decisions, and processes that perpetuate this process.
The patient safety message
  • Patient safety has been highly touted by the Leapfrog Group and others as a prime motivation for investments in health care IT. This module explores patient safety, describing what it means and how it is defined and measured. We outline the scale and scope of the patient safety problem.
Medical malpractice
  • This module develops the basic issues and reality around medical malpractice. How does legal liability impact physicians practice patterns, what do they really worry about, and how much of this problem is reality.
Clinical processes
  • This module provides a nursing point of view on underlying workflow, clinical processes, and health system decision-making. The session is comprised of three related parts. It opens with a background discussion of the nursing profession and the role that nursing plays in the health system. Discussion then turns to a discussion of patient flow through the emergency department, labor and delivery, the ICU, and the ORs.
Bringing it all together
  • This module is designed to integrate the past 2-days of content and multiple discussions into a cohesive understanding and integration of the clinical delivery business. This interactive discussion is designed to help the participant develop a cohesive “take home story.”
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