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2005 MGMA OF GREATER ST. LOUIS SALARY SURVEY
 

2005 MGMA OF GREATER ST. LOUIS SALARY SURVEY

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  • 105 distributed via e-mail and mail (vs. 425 sent last year – included all Business Partners?) 87 returned last year for response rate of 21%
  • 88% were in the Independent category last year
  • 72% had less than 5 physicians in their group About half of those had less than 3 Nearly 14% were in a group 6-10 Nearly 10% were 11-20 4% of 20 or more
  • 33% Primary Care 67% Specialists were represented Last year Highest category was single specialty w/o primary care @ 61%
  • Importance of good Receptionists “Directors of First Impressions” more recognized now More practices hiring specialty nurses and billing for them Managed care and patient accounts reps’ importance recognized for higher reimbursements
  • New Category of Administrator most likely affected the Office Manager difference from last year
  • Last year: Merit 58%, Cost of Living 23%, General 14%, Other 5%
  • Last year Employees Anniversary date was most common at 54% Other was 23%, Fiscal year 7%, Calendar year 16%
  • Similar to last year – Annually was 88%, semiannually 4%
  • In 2004 more are offering 5% or more than last year (by 8.4%)
  • Similar to last year- Yes was 73%
  • Greater majority given for Administrators Last year’s survey showed average of 80% offering some type of bonus
  • Other category is higher than last year Last year Discretionary was 53.75% for Administrator and 71.62% for other staff Last year % of productivity for Administrator was 13.1%, for other staff was 8.11% Last year % of net profit was 9.52% for Administrator, 8.11% for other staff
  • Increasing PTO days over last year (0-5 years was 17-21 days, Over 25 years was 27)
  • 48% paid 100% last year of employees only Dependents – In 2003 9% paid 100% of dependents (80% of those were Administrators) Last year 67% did not offer any dependent coverage
  • Last year 87% of respondents offered long term disability 72% do not offer dental for dependents Insurance premiums can be written off corporate tax return Disability insurance 40% provided nationwide Vision Care – Nearly 50% offer @ 100% for employees only in 2004
  • Flex (cafeteria plan) used to lower overall costs for insurance premiums : employees’ share funded with pre-tax dollars, lowers their taxable income & thus federal and state taxes employers’ also save by lowering their amount of social security, Medicare and other payroll taxes. recommend hiring an expert to help set up a cafeteria plan as they are bound by many rules/regulations.
  • 86% offered continuing education at 100% last year
  • Last year 36-40 hours 48.23 % 30-35 “ 45.90%
  • Raising education & experience requirements
  • Mentoring process for new employees-1 st year on job turnover rates are highest Use performance review after 1 st 90 days – to address issues early rather than be surprised with early resignation Update training materials and make sure new employee orientation is done thoroughly; orientation should include mission values and policies
  • Communicate regularly so all can feel part of the “loop” (some larger practices have even instituted newsletters) Examples of team building (pictures, etc.) Demonstrate caring for employee’s welfare
  • Personal recognition at staff meeting Individual thank yous

2005 MGMA OF GREATER ST. LOUIS SALARY SURVEY 2005 MGMA OF GREATER ST. LOUIS SALARY SURVEY Presentation Transcript

  • 2005 MGMA OF GREATER ST. LOUIS SALARY SURVEY Curt Mayse & Tamara O’Reilly LarsonAllen Health Care Group August 16 th , 2005
  • Session Objectives
    • 2005 MGMA Salary Survey
      • Process outline
      • Key Survey outcomes
    • Survey Historical Perspective
      • Trends over past surveys
    • “ Pearls” of the process
  • How does is this information benefit you?
    • Benchmark your practice against peers regarding compensation and benefits
    • Local Healthcare Trend Analysis
    • Specific job/position categorization
    • Historical examination of Salary data
  • Process Outline
    • Survey distributed to all members – 150 groups
    • For the first time, Survey respondents were able to begin, end and return to the Survey multiple times ~ it wasn’t necessary for the survey to be completed all at once
    • Multi-dimensional completion avenues were provided to respondents (e.g. on-line; manually; etc.)
    • 38% response rate
    • 57 surveys considered valid
  • Process Outline (continued)
    • 904 physicians were represented, 164 Mid-level Providers
      • 43% Primary Care
      • 57% Specialist
    • Nearly 2,972 employees were represented (19% increase)
    • 80% from independent groups
  • Respondents by Type of Affiliation
  • Respondents Grouped by
    • Type of Affiliation
    • Practice Size
    • Practice Type
  • Respondents by Practice Size
  • Respondents by Revenue
  • Respondents by Practice Type
  • Local Trends
    • Average salaries rose by 3.5% overall from 2004
    • Biggest increases:
      • RN Specialty – 18.33%
      • Coder (Non Certified) – 14.28%
      • Business Office Manager – 8.00%
      • LPN – 5.93%
      • Ultra Sound Technician – 5.94%
      • Billing Clerk – 5.30%
      • Medical Secretary – 5.06%
  • Local Trends (continued)
    • Biggest decreases:
      • Lab Technician (Certified) – 23.25%
      • Phlebotomist – 15.46%
      • Medical Records Clerk – 12.52%
      • Referral Coordinator – 13.06%
  • How Salary Increases are Determined?
  • When are Salary Increases Given?
  • How Often is Salary Reviewed?
  • Average Salary Increases 2003-2004 -2005
  • Reviews at Time of Salary Increase
  • Bonuses
    • Annual bonuses – 75% provided some sort of staffing bonuses
    • Criteria for bonuses based on:
      • percentage of productivity and/or physician income
      • percentage of organization’s net profit
      • deferred compensation
      • discretionary
  • Bonuses by Practice Size
  • Bonus Determination
  • Salary and Benefits ~ what do employees expect?
      • PTO (paid time off) has become an administratively flexible alternative for employers trying to meet ever increasing employee needs
      • The PTO solution reduces a Practice’s time and energy to manage employee’s Vacation and Sick time
        • National Average 24 Days
        • St. Louis (2003) 23 Days
        • St. Louis (2004) 25 Days
        • St. Louis (2005) 26 Days
  • PTO Days by Years Employed
  • Medical Insurance Offered
    • Medical Insurance – Employee only
      • - 98% Offered to full time staff
      • - 41% of practices pay 100% of premiums for full time staff (down from 48% 2 years ago)
      • - 25% offer some medical to part time staff
    • Medical Insurance – Dependents
      • 82% Offered medical for dependents for full time staff
      • 9% pay 100% of dependents
      • 26% offer some medical insurance to part time staff’s dependents (down from 33% 2 years ago)
  • Other Insurance Offered
    • Dental Insurance Employees only:
    • - FT 58% PT 16%
    • Dental Insurance Dependents:
    • - FT 26% PT 11%
    • Vision Insurance Employees:
    • - FT 30% PT 7%
    • Life & Accidental Health Insurance:
    • - FT 75% PT 18%
    • Long-term disability:
    • - FT 56% PT 11%
  • Other Benefits
    • Flex Plan (known as Section 125)
    • - FT 39% PT 16%
    • Retirement/Profit Sharing Plans
    • - FT 58% PT 33%
    • 401(k) Employee Savings Plan
      • FT 75% PT 39 %
  • Other Benefits Offered
    • Tuition Assistance
      • 21% provided some tuition
    • Continuing Education
      • 63% offer continuing education
      • Recruit with wages and retain with benefits
  • What is Considered Full Time?
  • Positions Surveyed
    • Office Manager
    • Administrator
    • Assistant Administrator
    • Business Office Manager
    • Administrative Assistant
    • Accounts Payable
    • Billing Clerk
    • Coder/Analyst (Certified)
    • Coder/Analyst (Not Certified)
    • Collector
    • File Clerk
    • Information Systems Technician
    • Patient Accounts Rep/Collections
    • Receptionist
    • Referral/Managed Care Coordinator
    • Switchboard/Telephone Operator
    • Medical Records Clerk
    • Medical Secretary
    • Transcriptionist
    • Clinical Supervisor
    • Licensed Practical Nurse
    • Medical Assistant (Certified)
    • Medical Assistant (Not Certified)
    • Registered Nurse
    • Registered Nurse (Specialty Certified)
    • Surgery Scheduler
    • Lab Technician (Certified)
    • Lab Technician (Not Certified)
    • Phlebotomist
    • Lead/Chief Lab Technician
    • Ultrasound Technician
    • X-Ray Technician
    • Lead/Chief X-Ray Technician
    • Nurse Practitioner
    • Physician Assistant
    • Surgical Technician
    • Aesthetician
    • Audiologist
  • Sample Salary Page Billing Clerk Enters charges and payments daily; responsible for billing and follow up on both insurance and patient accounts; assists with patient inquiries. By Revenue Type
  • Sample Salary Page (continued) By Practice Type
    • Insufficient Responses
    • NOTE: Low, average and high salary amounts are compiled from survey responses and each category is then averaged. If a respondent did not respond to all data elements, no adjustment was made and data may appear to be inconsistent in some instances (e.g., average salaries may be lower than low salaries).
  • Staffing Ratio per FTE Physician* * MGMA’s Better Performing Practices annual guide states that in some cases a higher staffing ratio can create higher profitability
  • Staffing Ratio Per FTE Physician
  • Current Staffing Needs
  • Current Staffing Needs for Your Practice
  • Building Successful Teams in the Midst of Change
    • “ Health and Mental health organizations are undergoing major changes in policies, procedures, structure and emphasis”,
        • Stewart Gabel, Leaders and Healthcare Organizational Change: Art, Politics, and Process
      • One of the most significant essentials for success during transition is teambuilding
      • Leaders that can challenge, motivate and empower their teams through change are successful
      • Most change disrupts teamwork ~ the Leaders who can keep their work teams focused during changes will have Practices which thrive
  • Essential One: Knowledge
    • Is your company/practice a learning organization? A learning organization includes the following characteristics:
      • A belief that systems thinking is fundamental
      • A climate that encourages, rewards, and enhances individual and collective learning
      • A view the holds surprises, mistakes, and failures as learning opportunities
      • A desire for continuous improvement and renewal
      • Learning integrated with work
    • Knowledge is the foundation to Vision
  • Essential Two: A Focused Vision
    • The team must have a unified mission
    • The team mission is not for customers, it is for the staff
    • The team mission must be developed by the staff – for ownership
    • Without Knowledge , the team mission is a false hope
  • Essential Three: Faith
    • Doubt and skepticism will erode the team spirit
    • The dynamic team must have a strong faith and trust in the mission
    • Faith is not stronger than the truth of its assumptions
    • Therefore, Faith must be built on the first two factors:
    • Faith, without Knowledge and Vision , is merely presumption
  • Essential Four: Initiative
    • “ Sooner or later all plans degenerate into work ”
    • - Peter F. Drucker, The Daily Drucker
    • How do you motivate your staff to do their part?
      • Motivation is an inside job ~ It is internal
      • Daily initiative comes from making sure each person is doing the part of the whole that they feel best contributes to the overall mission
    • Initiative without Knowledge , Vision , and Faith is misguided energy AND without Initiative , knowledge, vision and faith are just a dream!
  • Essential Five: Training and Development
    • American Society of Training and Development found the following major competencies as models for human performance improvement:
    • Industry or Corporation Awareness - Leadership Skills
    • Interpersonal-relationship skills - Technological Literacy
    • Problem-solving skills - Problem-definition skills
    • Systems thinking and understanding - Performance understanding
    • Knowledge of interventions - Business understanding
    • Organization understanding - Contracting skills
    • Advocacy skills - Coping skills
    • Ability to see the “BIG” picture
    • Great teams are made up of Knowledge workers, who have a focused Vision , believe in their mission and empower each other with their Initiative and Skill Development
  • Performance Management
    • Employee Performance Management Cycle
    Measurable Repeatable Predictable # 1 – Job Description # 2 – Hiring # 3 – Discuss Job Expect. # 4 – Training # 5 – Determine 1 st and 2 nd job duties # 6 – 90 day performance review # 7 – Annual performance review # 8 – Salary Increase or Decrease
  • Summary A combination of competitive salaries and benefits along with an environment that fosters Knowledge; has a strong Vision and leads through Initiative and Skill Development creates productive and happy employees.
    • Thank You
    • LarsonAllen Health Care Group
    • (314) 336-3726
    • www.larsonallen.com