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Duke's success has been the result of three complementary aspects of its mission
(i.e., research, health care delivery, and education).
The health system was created to provide a broad and accessible network of health
care services to our geographic service area and to maintain the intrinsic linkages
with the academic programs of the school of medicine, where new knowledge is developed
and then translated into practical use in the health system.
It's helpful to take a look at the health system's history
to better understand the health system today
and our current priorities.
Health System History
Duke University Health System is relatively new, and it is
continuing to evolve. Here's a brief look at our history.
How Mr. Duke's Vision Has Evolved Today
Back in the 1920s, James P. Duke wanted to build a medical
school and a hospital to provide medical resources, including
doctors, to the Carolinas. Today, Duke University provides
a place for extraordinary academic learning and research.
This is accomplished through undergraduate and graduate schools,
research centers and a variety of international programs.
Duke University Medical Center provides leading edge medical
education and research through:
- Schools of medicine, nursing and allied health
- Graduate medial education and continuing education
- Research programs, funding and facilities
The Duke University Health System provides patient care,
medical education and medical research through:
- Hospitals, physicians, practices, home health and hospice
- Clinical care and clinical programs
- Training sites for students and opportunities for research
The Health System Began in the Mid-90s
Back in the mid-90s, managed care companies (HMOs) were taking
hold and controlling the access their members had to care.
So, decisions about where to be treated and how much care
to receive were no longer being determined by members of the
health care profession, but by managed care companies.
To get closer to the purchasers of health care (employers and others), Duke formed an HMO called Wellpath. Then, to reach out to more potential patients, Duke developed a primary care network and purchased Triangle Hospice and Chartwell Home Therapies.
The Market Changed In the Late 90s
Since the late 90s, managed care has been on the decline,
because it never achieved the cost savings that were envisioned.
And costs have continued to rise, putting health care providers
under tremendous pressure to reduce costs and/or accept lower
levels of reimbursement. To add to the pain, the health care
industry has been experiencing critical shortages of labor
and increased competition from other providers.
To help provide comprehensive services, Duke purchased Duke Raleigh Hospital and acquired Durham Regional Hospital.
With the decline of the HMOs, Duke sold its HMO, Wellpath.
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Health System Today
The Duke University Health System of today is made up of
hospitals, physicians practices, home health/hospice care,
and integrated support services.
- Hospitals
- Duke University Hospital
- Durham Regional Hospital
- Duke Raleigh Hospital
- Physicians/Practices
- Private Diagnostic Clinic (PDC)
- Duke University Affiliated Physicians (DUAP)
- Community Clinics (CPDC)
- Home Health Care/Hospice Care
- Duke HomeCare & Hospice
- Duke Community Infusion Services (DCIS)
- Duke Community Hospice Services (DCHS)
- Duke Community Home Health Services (DCHH)
- Duke Community Bereavement Services (DCBS)
- Support Services
- DUHS Corporate Services
- DUHS Clinical Laboratories
- Patient Revenue Management Organization
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Current Priorities
In the past, Duke's referrals came from all over the state
of North Carolina. But no longer—health care has changed.
Competitors and other referring institutions have built their
own expertise, making Duke's greatest opportunity for growth
much closer to home.
The health system's current priorities are:
- Focus on the delivery of excellent specialty medicine
and innovation. We believe that our emphasis on clinical
innovation will help to set us apart and leverage the strength
of DUHS.
- Develop additional programs in heart, cancer, orthopedics
and neuroscience. While these are priorities for us, we're
not going to develop these areas to the exclusion of everything
else.
As the market changes in the future, we'll adjust our strategy
to respond to those changes to keep us vibrant and competitive.
DUHS has established specific
goals to support these
priorities and its overall mission.
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