Photo of Mark V. Pauly

Mark V. Pauly

Bendheim Professor

Professor of Health Care Management

Professor of Business Economics and Public Policy

Research Interests: health insurance, health policy, medical economics, other insurance, public finance/public choice, regulation

Contact Information

Address: 208 Colonia Penn Center, 3641 Locust Walk, Philadelphia, PA 19104
Email: pauly@wharton.upenn.edu
Office: (215) 898-2837

Overview

Education

PhD, University of Virginia, 1967; MA, University of Delaware, 1965; AB, Xavier University, 1963

Recent Consulting

Office of Assistant Secretary for Policy Evaluation, U.S. Department of Health and Human Services – Merck, Inc. American Enterprise Institute

Career and Recent Professional Awards; Teaching Awards

Spencer Kimball Article Award from the Journal of Insurance Regulation for “Terrorism Losses and All Perils Insurance” with Howard Kunreuther, December 2006 National Institute of Health Care Management Foundation's Research Award for "Is Health Insurance Affordable for the Uninsured?" with M. Kate Bundorf (Journal of Health Economics, July 2006), May 2007 John M. Eisenberg Excellence in Mentorship Award, Agency for Health Care Research and Quality, June 2007 Distinguished Investigator Award, AcademyHealth, June 2007

Academic Positions Held

Wharton: 1983-present (Chairperson, Health Care Systems Department, 1997-2004; Vice Dean and Director, Doctoral Programs, 1995-99; named Bendheim Professor, 1990; Chairperson, Health Care Systems Department, 1990-94; Robert D. Eilers Professor of Health Care Management and Economics, 1984-89). University of Pennsylvania: 1984-present (Co-Director, Roy and Diana Vagelos Program in Life Sciences and Management, 2005-present; Professor of Economics, 1983-present; Executive Director, Leonard Davis Institute of Health Economics, 1984-89). Previous appointments: Northwestern University; University of Virginia. Visiting appointments: International Institute for Applied Systems Analysis, Laxenburg, Austria; International Institute of Management, Berlin, Germany

Professional Leadership 2005-2009

Co-Editor-in-Chief, International Journal of Health Care Finance and Economics, 2001-present; Advisory Editor, Journal of Risk and Uncertainty, 1987-present;

Corporate and Public Sector Leadership 2005-2009

Medicare Technical Advisory Panel; National Advisory Committee, National Institutes of Health, National Center for Research Resources; National Vaccine Advisory Commission Finance Working Group; Board Member, Independent Health

Research


Awards And Honors

  • President of the American Society of Health Economics, 2012
  • Victor R, Fuchs Lifetime Achievement Award from ASHEcon, 2012
  • William B. Graham Prize for Health Services Research from the Baxter International Foundation and the Association of University Programs in Health Administration, 2012
  • University of Pennsylvania Provost's Award for Distinguished Ph.D. Teaching and Mentoring, 2011-2012
  • Distinguished Investigator Award from AcademyHealth, 2007
  • John M. Eisenberg Excellence in Mentorship Award from the Agency for Health Care Research and Quality, 2007
  • National Institute of Health Care Management Foundation's Research Award (with M. Kate Bundorf) for "Is Health Insurance Affordable for the Uninsured?" (Journal of Health Economics 2006), 2007
  • Spencer Kimball Article Award (with Howard Kunreuther) from the Journal of Insurance Regulation for, 2006

In The News

Knowledge @ Wharton

Courses

Current

  • HCMG653 - Health Care Field Application Project

    This course focuses on leadership and management issues in health care organizations while providing students with a practice setting to examine and develop their own management skills. Each team acts as a consultant to a local healthcare organization which has submitted a project proposal to the course. The teams define the issue and negotiate a contract with the client organization. By the end of the semester, teams present assessments and recommendations for action to their clients and share their experience with the class in a series of workshops and cross-team consultations.

    HCMG653001 

    HCMG653002 

    HCMG653003 

    HCMG653004 

    HCMG653005 

    HCMG653006 

    HCMG653007 

    HCMG653008 

    HCMG653009 

    HCMG653010 

    HCMG653011 

    HCMG653012 

    HCMG653013 

  • HCMG890 - Advanced Study Project Seminar

    There are three ASP Seminars: HCMG 890-001 Management of Health Care Service Businesses; HCMG 890-002 Medical Devices; HCMG 890-003 Health Business and Policy

    HCMG 890-001: This course examines issues related to managing or investing in Health Care Services Businesses. Defined as companies that manage, distribute or provide health care services, the Health Care Services sector touches almost every other portion of the health care system. We will study the key managementissues related to a number of different health care services businesses with a focus on common challenges related to reimbursement, regulatory, margin, growth, and competitive issues. We will make extensive use of outside speakers who will be current industry leaders within different sectors of the health care services industry and will address the current management issues they face in running their businesses. We will also hear from Private Equity professionals and people involved legislatively in Washington with health care services. Students will then be asked to develop a plan to both buyout and subsequently manage a specific health services businesses. Students will present their plans to a panel of leading Health Care Private Equity investors. The prerequisite for this course is HCMG 841.

    HCMG 890-002: Successful medical devices are an amalgamation of creative and innovative thinking, clinical expertise, and engineering know-how that endures intense regulatory and reimbursement scrutiny. This course will provide a foundation for understanding the nuances of the medical device industry. It will cover topics ranging from device design and discovery, regulatory issues, marketing, reimbursement, management, and strategy. Classroom activities will be supplemented with optional tours of hospitals, research and manufacturing facilities, and hands-on demonstrations of devices. Though the course is intended primarily for MBA students, it will be open to medical and engineering students as well as to hospital house staff.

    HCMG 890-003: This course will discuss how healthcare businesses(life sciences, health plans, and providers) and businesses providing health benefits are affected by government policies. Such actions include changes in the government's role as a payer, rules about insurance coverage for workers and dependents, and regulations dealing with workplace health and product safety. They also include regulations, subsidies, taxes, and public payments for health care goods and services supplied by organizations including for profit corporations, professional firms, and nonprofit entities. Finally they include organizations created by businesses and others to affect (lobby) government actions concerning health, health care, or health spending. Rather than ask the usual policy question about what business behaviors and reactions mean to the government's health policy, the course will ask what government health policy means to business. Methods of health policy analysis (which explores the equity and efficiency consequences of alternative policies) will be used, along with positive (descriptive) models of political economy (median voter, interest groups) and the public budget. Evaluation will involve written policy analyses, mock testimony, and policy critiques.

    HCMG890003  ( Syllabus

Previous

  • HCMG653 - Health Care Field Application Project

    This course focuses on leadership and management issues in health care organizations while providing students with a practice setting to examine and develop their own management skills. Each team acts as a consultant to a local healthcare organization which has submitted a project proposal to the course. The teams define the issue and negotiate a contract with the client organization. By the end of the semester, teams present assessments and recommendations for action to their clients and share their experience with the class in a series of workshops and cross-team consultations.