Publications by authors named "David H M Matheson"

Background: Despite numerous studies of geographic variation in healthcare cost and utilization at the local, regional, and state levels across the U.S., a comprehensive characterization of geographic variation in outcomes has not been published.

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Article Synopsis
  • The study highlights the critical role of medical and health service research in advancing clinical practices and improving health care delivery, yet notes a lack of comparative analysis between the U.S. and other developed nations.
  • It reveals that while U.S. funding for medical research grew initially, the growth rate has significantly slowed down in recent years and that there is an imbalance in funding where certain diseases receive disproportionately high support compared to others.
  • Additionally, it points out an alarming underfunding of health service innovation compared to scientific research, indicating that investment from both private insurers and health systems is notably low, with suggestions for substantial increases in annual funding to improve service innovation.
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Health care in the United States includes a vast array of complex interrelationships among those who receive, provide, and finance care. In this article, publicly available data were used to identify trends in health care, principally from 1980 to 2011, in the source and use of funds ("economic anatomy"), the people receiving and organizations providing care, and the resulting value created and health outcomes. In 2011, US health care employed 15.

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Context: Public and private financial support of biomedical research have increased over the past decade. Few comprehensive analyses of the sources and uses of funds are available. This results in inadequate information on which to base investment decisions because not all sources allow equal latitude to explore hypotheses having scientific or clinical importance and creates a barrier to judging the value of research to society.

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Over the past decade, many observers predicted the demise of the academic medical center (AMC) due to competition from community hospitals and physicians, fragile finances, inefficiency, and organizational complexity. In 2004, we interviewed 23 AMC and community hospital administrators to determine why those predictions have proven unfounded, learn the leaders' current concerns and priorities, and to identify desirable changes. Chief concerns were reimbursement uncertainty, federal research policy, ineffective internal decision-making, and clinical quality (mentioned in more than 75% of interviews).

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