This document summarizes a presentation about physician recruiting and positioning a direct primary care practice for growth. The presenter discusses the benefits and challenges of adding another physician, with an ideal practice size being 1-2 physicians. Hiring considerations include whether to bring someone on as a partner or employee. Key factors in the decision include practice finances, culture fit, ownership structure and exit planning. The presenter provides tips on the hiring process and common mistakes to avoid.
The high turnover rate of staff is causing hospital leadership to panic. Given that the cost of replacing a nurse can be upwards of 1.3 times their salaries, hospitals need to understand the reasons why this is occurring. The implications are far-reaching for hospitals and they need to understand how to evolve traditional approaches to stay ahead of the evolving needs of their staff. By taking a proactive approach to talent management, health systems can better hire, retain, and engage today’s workforce.
This presentation by Rebecca Parker, MD, FACEP and Chair of the ACEP Board and Steve Dobberowsky, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, shares strategies to help identify and reduce the risk of staff departures to healthcare organizations.
Steve provides easy-to-understand insights on:
* The biggest challenges health systems have in staff retention (and engagement!)
* Why your team may already be applying to other hospitals
* Talent management strategies that create a more productive, passionate workforce
This Isn’t Why I Went to School! – 3 Ways to Deal with Change for Clinical StaffCornerstone OnDemand
Staff turnover in healthcare is high, costly, and is causing hospital leadership to panic. Replacing just one nurse, for example, can cost upwards of 1.3 times their salary, so care centers need to learn why this is happening - Are team members disengaged? Do they have the right resources? – and how they can provide top quality patient care while also meeting the evolving needs of their staff. This requires a modern, proactive approach to talent management that will enable them to maximize retention rates and provide an engaging environment for healthcare professionals.
Join us for this free webinar sponsored by Cornerstone OnDemand. Dr. Tom Tonkin, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, will share his thoughts and strategies to help identify and reduce the risk of staff departures to healthcare organizations.
During this webinar, Dr. Tonkin will provide easy-to-understand insights on:
• Current attrition trends and challenges that have disrupted traditional recruiting and retention strategies;
• The needs (and demands) of today’s healthcare workforce; and
• Talent strategies that create a more engaged, productive, and passionate workforce.
The high turnover rate of staff is causing hospital leadership to panic. Given that the cost of replacing a nurse can be upwards of 1.3 times their salaries, hospitals need to understand the reasons why this is occurring. The implications are far-reaching for hospitals and they need to understand how to evolve traditional approaches to stay ahead of the evolving needs of their staff. By taking a proactive approach to talent management, health systems can better hire, retain, and engage today’s workforce.
This presentation by Rebecca Parker, MD, FACEP and Chair of the ACEP Board and Steve Dobberowsky, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, shares strategies to help identify and reduce the risk of staff departures to healthcare organizations.
Steve provides easy-to-understand insights on:
* The biggest challenges health systems have in staff retention (and engagement!)
* Why your team may already be applying to other hospitals
* Talent management strategies that create a more productive, passionate workforce
This Isn’t Why I Went to School! – 3 Ways to Deal with Change for Clinical StaffCornerstone OnDemand
Staff turnover in healthcare is high, costly, and is causing hospital leadership to panic. Replacing just one nurse, for example, can cost upwards of 1.3 times their salary, so care centers need to learn why this is happening - Are team members disengaged? Do they have the right resources? – and how they can provide top quality patient care while also meeting the evolving needs of their staff. This requires a modern, proactive approach to talent management that will enable them to maximize retention rates and provide an engaging environment for healthcare professionals.
Join us for this free webinar sponsored by Cornerstone OnDemand. Dr. Tom Tonkin, Principal Consultant of Thought Leadership & Advisory Services at Cornerstone OnDemand, will share his thoughts and strategies to help identify and reduce the risk of staff departures to healthcare organizations.
During this webinar, Dr. Tonkin will provide easy-to-understand insights on:
• Current attrition trends and challenges that have disrupted traditional recruiting and retention strategies;
• The needs (and demands) of today’s healthcare workforce; and
• Talent strategies that create a more engaged, productive, and passionate workforce.
Interim leadership as a career path webinarMichael Lieb
Are you considering Interim work as a Career Path? If so, HealthTechS3 would like to talk to you. Join our pool of professional Interim Leaders at
http://www.healthtechs3.com/careers/
Experience Management for Referring Physicians - WHPRMS ConferenceEndeavor Management
A recent presentation at the WHPRMS Conference on how you can step into the physicians shoes and design an engaging experience to increase referrals and grow advocacy.
Employee Engagement: Your Tool for Tackling Heath Care CostsDigital Measures
Everyone is concerned about increasing health care costs. This interactive session will review the various triggers that drive health care and insurance costs and cover the major communication and engagement strategies that companies use to reduce their trend. Case studies to be discussed include wellness, employee engagement and communication, benefit plan design and consumerism. Successful benefit incentive programs that support communication programs and have a quantifiable return on investment will also be discussed.
What do Physicians want to Hear from Recruiters: Learn what the Latest Resear...PracticeMatch
Residents and practicing physicians are busy and are deluged with communications. Many efforts to communicate open positions do not reach their target. What new approach or tactics, based on the latest research, may motivate them to respond to open position and solicitation materials? How can we understand them better, so that they will be more receptive receiving our communications?
On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR profession’s general perspective on FLSA overtime exemptions.
Are You Prepared? The Next Generation of Orthopaedic Service LinesWellbe
Is your orthopedic service line keeping up with the changes in healthcare? How does orthopedics fit with the shift to greater accountability for quality and cost? How should you be adapting the service line to market changes? Find out about the next generation of service lines and some key strategies for succeeding under more accountable care, including organizational models and skill sets.
About the Speaker:
Ms. Lohmar is a founding Principal with New Heights Group. With over 25 years in the industry, Ms. Lohmar brings to client engagements specialized expertise in strategic planning, service line planning and development, integration/consolidation strategies and physician strategies, as well as facilitating organizational retreats and planning sessions. She is a frequent speaker on organizational service line development, and business planning for key service lines as orthopedics and neurosciences.
Interim leadership as a career path webinarMichael Lieb
Are you considering Interim work as a Career Path? If so, HealthTechS3 would like to talk to you. Join our pool of professional Interim Leaders at
http://www.healthtechs3.com/careers/
Experience Management for Referring Physicians - WHPRMS ConferenceEndeavor Management
A recent presentation at the WHPRMS Conference on how you can step into the physicians shoes and design an engaging experience to increase referrals and grow advocacy.
Employee Engagement: Your Tool for Tackling Heath Care CostsDigital Measures
Everyone is concerned about increasing health care costs. This interactive session will review the various triggers that drive health care and insurance costs and cover the major communication and engagement strategies that companies use to reduce their trend. Case studies to be discussed include wellness, employee engagement and communication, benefit plan design and consumerism. Successful benefit incentive programs that support communication programs and have a quantifiable return on investment will also be discussed.
What do Physicians want to Hear from Recruiters: Learn what the Latest Resear...PracticeMatch
Residents and practicing physicians are busy and are deluged with communications. Many efforts to communicate open positions do not reach their target. What new approach or tactics, based on the latest research, may motivate them to respond to open position and solicitation materials? How can we understand them better, so that they will be more receptive receiving our communications?
On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR profession’s general perspective on FLSA overtime exemptions.
Are You Prepared? The Next Generation of Orthopaedic Service LinesWellbe
Is your orthopedic service line keeping up with the changes in healthcare? How does orthopedics fit with the shift to greater accountability for quality and cost? How should you be adapting the service line to market changes? Find out about the next generation of service lines and some key strategies for succeeding under more accountable care, including organizational models and skill sets.
About the Speaker:
Ms. Lohmar is a founding Principal with New Heights Group. With over 25 years in the industry, Ms. Lohmar brings to client engagements specialized expertise in strategic planning, service line planning and development, integration/consolidation strategies and physician strategies, as well as facilitating organizational retreats and planning sessions. She is a frequent speaker on organizational service line development, and business planning for key service lines as orthopedics and neurosciences.
assignment 1IntroductionMidtown Neurology was started by a si.docxsalmonpybus
assignment 1
Introduction:
Midtown Neurology was started by a single physician who had been practicing in the community for nearly twenty years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subsequently, however, the new doctors took over and forced him out of the practice.
Tasks:
Case Study Six: From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Read the above case study; your task would be to evaluate this case study utilizing the format below. Make sure to include at least two scholarly/peer-reviewed articles to help support your evaluation.
Case Study Evaluation
· Prepare a written report of the case using the following format:
· Background Statement: What is going on in this case as it relates to the identified major problem?
· What are (only) the key points the reader needs to know in order to understand how you will “solve” the case?
· Summarize the scenario in your own words—do not simply regurgitate the case. Briefly describe the organization, setting, situation, who is involved, who decides what, etc. Specifically identify the major problems and secondary issues.
· What are the real issues? What are the differences? Can secondary issues become major problems?
· Present an analysis of the causes and effects.
· Fully explain your reasoning. Declare your role in a sentence or a short paragraph explaining from which role you will address the major problem and whether you are the chief administrator in the case or an outside consultant called in to advise.
· Regardless of your choice, you must justify in writing as to why you chose that role. What are the advantages and disadvantages of your selected role? Be specific.
· Recognize the strengths and weaknesses of the organization.
· Identify the strengths and weaknesses that exist in relation to the major problem. Again, your focus here should be in describing what the organization is capable of doing (and not capable of doing) with respect to addressing the major problem. Thus, the identified strengths and weaknesses should include those at the managerial level of the problem. For example, if you have chosen to address the problem from the departmental perspective and the department is understaffed, that is a weakness worthy of mentioning. Be sure to remember to include any strengths/weaknesses that may be related to diversity issues.
· Find out alternatives and recommend a solution.
· Describe the two to three alternative solutions you came up with. What feasible strategies would you recommend? What are the pros and cons? State what should be done—why, how, and by whom. Be specific. Evaluate how you would know when you’ve gotten there. There must be measurable goals put in place with the recommendations. Money is easiest to measure; what else can be measured? What evaluation plan would you put in plac.
assignment 1IntroductionMidtown Neurology was started by a si.docxbraycarissa250
assignment 1
Introduction:
Midtown Neurology was started by a single physician who had been practicing in the community for nearly twenty years. As the practice grew, it evolved from a “mom-n-pop” operation to a more complex model. The founding physician recruited four new neurologists to join and continue to help build the practice. Subsequently, however, the new doctors took over and forced him out of the practice.
Tasks:
Case Study Six: From Nothing to Something: Defining Governance and Infrastructure in a Small Medical Practice
Read the above case study; your task would be to evaluate this case study utilizing the format below. Make sure to include at least two scholarly/peer-reviewed articles to help support your evaluation.
Case Study Evaluation
· Prepare a written report of the case using the following format:
· Background Statement: What is going on in this case as it relates to the identified major problem?
· What are (only) the key points the reader needs to know in order to understand how you will “solve” the case?
· Summarize the scenario in your own words—do not simply regurgitate the case. Briefly describe the organization, setting, situation, who is involved, who decides what, etc. Specifically identify the major problems and secondary issues.
· What are the real issues? What are the differences? Can secondary issues become major problems?
· Present an analysis of the causes and effects.
· Fully explain your reasoning. Declare your role in a sentence or a short paragraph explaining from which role you will address the major problem and whether you are the chief administrator in the case or an outside consultant called in to advise.
· Regardless of your choice, you must justify in writing as to why you chose that role. What are the advantages and disadvantages of your selected role? Be specific.
· Recognize the strengths and weaknesses of the organization.
· Identify the strengths and weaknesses that exist in relation to the major problem. Again, your focus here should be in describing what the organization is capable of doing (and not capable of doing) with respect to addressing the major problem. Thus, the identified strengths and weaknesses should include those at the managerial level of the problem. For example, if you have chosen to address the problem from the departmental perspective and the department is understaffed, that is a weakness worthy of mentioning. Be sure to remember to include any strengths/weaknesses that may be related to diversity issues.
· Find out alternatives and recommend a solution.
· Describe the two to three alternative solutions you came up with. What feasible strategies would you recommend? What are the pros and cons? State what should be done—why, how, and by whom. Be specific. Evaluate how you would know when you’ve gotten there. There must be measurable goals put in place with the recommendations. Money is easiest to measure; what else can be measured? What evaluation plan would you put in plac ...
What You MUST Know About Compensating Physician Emergency CoverageMD Ranger, Inc.
The cost of emergency call coverage has become an increasingly large component of many hospital budgets. Knowing when, how, and how much to pay are crucial to controlling costs and documenting fair market value compliance. This webinar shows how much other hospitals pay for call coverage, the most cost effective ways to pay for call, and which services that are most likely to be compensated.
EXECUTIVE SUMMARYClient’s requirement Panion Project seeks to aBetseyCalderon89
EXECUTIVE SUMMARY
Client’s requirement: Panion Project seeks to address the optimal performance of care workers in Canada and the USA by ensuring better access to quality care. ………………………………
Introduction
Healthcare happens to be the concern of every facet of humanity and for this reason, the Panion project is of great interest and relevance to every community where it exists. At some point in our lives, we have found ourselves, or a family member, or a colleague, or friends needing medical attention, and we all desire that this health/medical situation be treated with the utmost care, skill, professionalism, and acceptable standard.
It would therefore be interesting to render our professional knowledge towards providing valuable information, analyzing potential challenges and opportunities, improving the system and methods to optimize the desired outcome of the Panion project.
A lot of factors that undermine the performance of care workers as identified by the client are but are not limited to;
· The mismatch between job specification and care worker’s attributes.
· The huge commission charged by health care agencies.
· Poor compensation and benefits packages,
· Long distances are often required to deliver service to health-seeker,
· Absence of incentives for skill enhancement and career development.
Scope: Having identified the problems that increased employee turnover in health care services, the Panion project seeks to address these problems and also increase employee retention by using employees retention strategies and tools like training, employee engagement, and development, benefits, and other employee capacity building skills.
Speak up…
• If you don’t understand something or if something doesn’t seem right.
• If you speak or read another language and would like an interpreter or translated materials.
• If you need medical forms explained.
• If you think you’re being confused with another patient.
• If you don’t recognize a medicine or think you’re about to get the wrong medicine.
• If you are not getting your medicine or treatment when you should.
• About your allergies and reactions you’ve had to medicines.
Pay attention…
• Check identification (ID) badges worn by doctors, nurses and other staff.
• Check the ID badge of anyone who asks to take your newborn baby.
• Don’t be afraid to remind doctors and nurses to wash their hands.
Educate yourself…
• So you can make well-informed decisions about your care.
• Ask doctors and nurses about their training and experience treating your condition.
• Ask for written information about your condition.
• Find out how long treatment should last, and how you should feel during treatment.
• Ask for instruction on how to use your medical equipment.
Advocates (family members and friends) can help…
• Give advice and support — but they should respect your decisions about the care you want.
• Ask questions, and write down important information and instructi ...
In this live webinar, Valora outlines the three main stages of starting a medical practice:
1) Planning - creating a business plan, setting a budget and outlining your timeline
2) The Nuts and Bolts - finding a location, credentialing, administrative setup, and choosing the right technology for your needs
3) Opening - hiring staff and activating your marketing plans
This course aims to educate attendees on the differences between DSOs and MSOs. Attendees will review what these groups are looking for when they move into your neighborhood. The main objective of this course is to provide information so attendees will understand how to compete against them or work alongside them.
After this course attendees will be able to:
Understand the process of being acquired by DSOs and/or MSOs
Differentiate between DSOs and MSOs
Determine why DSOs and MSOs are growing and what their attraction is
Identify the two main strategies MSOs have and which strategy may be better for you
Describe the profile of a dentist best suited for MSOs
Key Strategies for Compensating Physician Administrative PositionsMD Ranger, Inc.
Establishing rates for medical directorships has hidden challenges and risks. Even the most sophisticated market data benchmarks should be thoroughly examined and utilized properly. In addition to analyzing market data correctly, there’s an art to establishing rates policies for your organization. This webinar addresses challenges to determining appropriate rates and shares successful organizational policies.
Similar to Dr. Matthew Priddy - Positioning your practice for growth: Physician Recruiting - DPC Summit 2018 (20)
The Role of DPC in Next-Gen Health Plan DesignHint
Sean Schantzen of Health Rosetta discusses how Direct Primary Care is a proven strategy to reduce healthcare costs and why it is so important to incorporate direct primary care into employer health plans.
This was a long talk with a lot of great Q&A. Watch the full session here: http://video.hint.com/sean-schantzen-the-role-of-dpc-in
Zak Holdsworth, CEO of Hint Health, shares his thoughts on the growth of the DPC community, and Hint's vision for supporting forward-thinking DPC doctors.
There is a very cool animation of DPC growth in the full video. See it here: http://video.hint.com/zak-holdsworth-the-expanding-dpc
MEWA like your HRA...Just don’t give me a bad STLDIHint
Dr. Phil Eskew, DO, JD, MBA of Proactive MD takes on the large and constantly growing list of healthcare acronyms. This talk is packed with information about where we are today, and offers predictions about where we are likely headed from a regulatory standpoint.
See full session at: http://video.hint.com/dr-phil-eskew-mewa-like-your-hra
Employer Plan Sponsor Innovation Case Study: Pennsylvania Hint
Dr. Patrick Rohal of CovenantMD and Tina Wilt of BCF Group deliver a case study from Pennsylvania. They walk us through their work building the business case for a DPC-centric employer plan, the process of getting sign-off, and the work needed to deliver high-quality care to employees.
See the full session at: http://video.hint.com/pennsylvania-case-study-integrating
Health Rosetta National Transparent Open Network InitiativeHint
Jennifer Rabiner & Michael Lubin of Hint Health announce Hint's partnership Health Rosetta to match direct primary care providers with Health Rosetta's benefits advisors to increase integration of direct primary care in employer benefits plans.
See the full session at: http://video.hint.com/health-rosetta-national-transparent
The Changing Healthcare Consumer & the Emergence of VDPCHint
Guy Friedman of SteadyMD introduces us to Virtual Direct Primary Care, an emerging, technology-driven care model that allows for a broader cross-section of people to participate in direct primary care.
See the full session at: http://video.hint.com/guy-friedman-the-changing
To Measure or Not to Measure? That is the Question...Hint
Dr. Dreger of Prime PLC talks about the DPC doctors opportunity to incisively analyze their patient panels and use data to improve health outcomes rather than using it to justify reimbursement (like they would in an insurance-driven system).
See the full session at: http://video.hint.com/dr-kathryn-dreger-to-measure-or-not
Dr. Erik Miller of Paladina Health discusses the evolution of patient experience from the early days of analysis through what it looks like in the DPC model.
Watch the full session at: http://video.hint.com/dr-erik-miller-the-evolution-of-the
"The Physician Experience: Contrasting Insurance-Driven healthcare with DPC "Hint
Dr. Scott of Halcyon Health DPC discusses the key differences between insurance-driven healthcare and direct primary care from a physician's perspective.
Watch her session at: http://video.hint.com/dr-emilie-scott-the-physician
Vineeth Yeddula: DPC 360 – Transforming Direct Care through Data AnalyticsHint
Vineeth Yeddula, co-founder of health analytics company KPI Ninja, will discuss applying advanced analytics and natural language processing algorithms to prove the value of Direct Care.
Appalenia Udell: Alternative Practice Model Bootcamp Restoring the Joy of Med...Hint
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Dr. Brett Swenson: The Case for a Hybrid TransitionHint
Dr. Brett Swenson makes the case for a measured transition into Direct Care that has allowed him to sustainably transform the make up of his patient panel without sacrificing a dime of revenue.
33% of surgeries are medically unnecessary. No-one is more aware of this than Dutch Rojas, founder and CEO of Sano Surgery. Several years ago he started to look into this and other trends across his network in an effort increase the value his business provides to consumers and employers.
Hear his war stories as he grappled with this foundational issue, ultimately finding a true partner in the DPC networks around his community. Their deep relationships with patients allowed them to provide excellent advice that steered them away from unnecessarily invasive procedures. Dutch will talk about these and other innovations he's been pioneering at Sano, in a demonstration of the change that is sweeping across the entire healthcare system.
Dr. Ryan Neuhofel: Building an Alliance for the FutureHint
Dr. Ryan Neuhofel will discuss the motivations and vision behind the newly formed Direct Primary Care Alliance and other initiatives to unite individual reform efforts into a growing national movement.
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LGBTQ+ Adults: Unique Opportunities and Inclusive Approaches to CareVITASAuthor
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Letter to MREC - application to conduct studyAzreen Aj
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This document is designed as an introductory to medical students,nursing students,midwives or other healthcare trainees to improve their understanding about how health system in Sri Lanka cares children health.
DECODING THE RISKS - ALCOHOL, TOBACCO & DRUGS.pdfDr Rachana Gujar
Introduction: Substance use education is crucial due to its prevalence and societal impact.
Alcohol Use: Immediate and long-term risks include impaired judgment, health issues, and social consequences.
Tobacco Use: Immediate effects include increased heart rate, while long-term risks encompass cancer and heart disease.
Drug Use: Risks vary depending on the drug type, including health and psychological implications.
Prevention Strategies: Education, healthy coping mechanisms, community support, and policies are vital in preventing substance use.
Harm Reduction Strategies: Safe use practices, medication-assisted treatment, and naloxone availability aim to reduce harm.
Seeking Help for Addiction: Recognizing signs, available treatments, support systems, and resources are essential for recovery.
Personal Stories: Real stories of recovery emphasize hope and resilience.
Interactive Q&A: Engage the audience and encourage discussion.
Conclusion: Recap key points and emphasize the importance of awareness, prevention, and seeking help.
Resources: Provide contact information and links for further support.
Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
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TEST BANK For Accounting Information Systems, 3rd Edition by Vernon Richardson, Verified Chapters 1 - 18, Complete Newest Version
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We are one of the top Massage Spa Ajman Our highly skilled, experienced, and certified massage therapists from different corners of the world are committed to serving you with a soothing and relaxing experience. Luxuriate yourself at our spas in Sharjah and Ajman, which are indeed enriched with an ambiance of relaxation and tranquility. We could confidently claim that we are one of the most affordable Spa Ajman and Sharjah as well, where you can book the massage session of your choice for just 99 AED at any time as we are open 24 hours a day, 7 days a week.
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The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
Trauma Outpatient Center is a comprehensive facility dedicated to addressing mental health challenges and providing medication-assisted treatment. We offer a diverse range of services aimed at assisting individuals in overcoming addiction, mental health disorders, and related obstacles. Our team consists of seasoned professionals who are both experienced and compassionate, committed to delivering the highest standard of care to our clients. By utilizing evidence-based treatment methods, we strive to help our clients achieve their goals and lead healthier, more fulfilling lives.
Our mission is to provide a safe and supportive environment where our clients can receive the highest quality of care. We are dedicated to assisting our clients in reaching their objectives and improving their overall well-being. We prioritize our clients' needs and individualize treatment plans to ensure they receive tailored care. Our approach is rooted in evidence-based practices proven effective in treating addiction and mental health disorders.
Dr. David Greene R3 stem cell Breakthroughs: Stem Cell Therapy in CardiologyR3 Stem Cell
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Dr. David Greene R3 stem cell Breakthroughs: Stem Cell Therapy in Cardiology
Dr. Matthew Priddy - Positioning your practice for growth: Physician Recruiting - DPC Summit 2018
1.
2. Positioning your practice for
growth: Physician Recruiting
Dr. Matthew Priddy
President – Priority Physicians P.C.
Chief Medical Officer – ROAMD
Submit your questions to: aafp3.cnf.io
3. Activity Disclaimer
The material presented here is being made available by the DPC Summit Co-organizers for educational
purposes only. This material is not intended to represent the only, nor necessarily best, methods or
processes appropriate for the practice models discussed. Rather, it is intended to present statements and
opinions of the faculty that may be helpful to others in similar situations.
Any performance data from any direct primary care practices cited herein is intended for purposes of
illustration only and should not be viewed as a recommendation of how to conduct your practice.
The DPC Summit Co-Organizers disclaim liability for damages or claims that might arise out of the use of the
materials presented herein, whether asserted by a physician or any other person. While the DPC Summit
Co-Organizers have attempted to ensure the accuracy of the data presented here, these materials may
contain information and/or opinions developed by others, and their inclusion here does not necessarily imply
endorsement by any of the DPC Summit Co-Organizers.
The DPC Summit Co-Organizers are not making any recommendation of how you should conduct your
practice or any guarantee regarding the financial viability of DPC conversion or practice.
4. Faculty Disclosure
It is the policy of the DPC Summit Co-Organizers that all individuals in a position to
control content disclose any relationships with commercial interests upon
nomination/invitation of participation. Disclosure documents are reviewed for potential
conflict of interest (COI), and if identified, conflicts are resolved prior to confirmation of
participation. Only those participants who had no conflict of interest or who agreed to an
identified resolution process prior to their participation were involved in this CME activity.
All faculty in a position to control content for this session have indicated they
have no relevant financial relationships to disclose.
The content of this material/presentation in this CME activity will not include discussion of
unapproved or investigational uses of products or devices.
5. Learning Objectives
• Identify opportunities and challenges in adding a new physician.
• Understand how to position their practice for sustainable
growth.
6. About me..
• Practicing direct Primary Care in Indianapolis since 2003.
• Owner of a practice that has seven physicians over two office
locations.
• Member of the DPC coalition steering committee
• Active in lobbying congress for legislative changes.
• Working with CMS and CMMI to develop a DPC pilot program.
• Currently also the CMO for ROAMD, a DPC travel medicine
organization.
• I’m not getting paid to be here, and I’m not selling anything!
8. I am thinking of adding another physician
in the next 1-3 years
a) Yes
b) No
c) I’d like to, but I have no idea what the process is and the
thought of all that work gives me a panic attack.
9. Live Content Slide
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Poll: I am thinking of adding another physician in the next 1-3 years
10. How much will this next physician cost
your practice?
a) I think I can get them to work for free, or pay for themselves
b) 100K-200K
c) 200K-300K
d) 300K+
11. Live Content Slide
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Poll: How much will this next physician cost your practice?
12. If I were to bring on another physician, I’d
want them to be….
a) An equal partner from the beginning
b) An employee initially, with an ability to buy-in over time
c) A permanent physician employee
13. Live Content Slide
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Poll: If I were to bring on another physician, I’d want them to be….
14. What is the ideal size of a DPC practice?
• Most practices nationally are either one or two physicians.
• Ideal size depends on level of service offered.
• Most would agree that it would be ideal to have at least one
partner in the practice who is dedicated to providing the same
level of service as you are.
16. Issues with a large DPC practice.
• Too many physicians
• Patients cannot know them all well
• Office itself is too big and loses the sense of familiarity
• Staff gets too big or turnover is too high
• Lose the personalized touches of a small practice
• More time spent managing the practice
17. Benefits of a larger practice
• Dominate the local market
• Contract with employers to take care of entire populations
• Increase the number of services
• Maximize the income potential of your practice through better
utilization of staff/ space
• Create opportunities to employ other physicians
• Generate long term practice value
18. Risks of staying a one or two doc shop
• Easily overwhelmed by new local competition
• Susceptible to losing a key employee, and failing to deliver on
your service promise
• Revenue limited to how many patients you can see
• Practice worth less when you want to retire
• You may not have anyone to sell it to
19. When is it time to add another physician?
• Do you want to continue to grow the practice?
• Your maximum doc/patient ratio? ( average around 1:600)*
• Your current panel size? (average panel size is 345)*
• What is your current growth rate?
• What is your annual retention rate?
• Can you afford this physician?
• *Source:AAFP DPC survey
20. Does your current business model
support this?
• Not the focus of this talk, BUT….
• Fee structure must support addition of extra physician
• Only 17% of DPC practices have a full panel*
• Average FM salary of 207K, IM salary of 223K*
• Significant additional financial costs (malpractice, SS match,
401)
• Actual costs of employing a physician will typically top 300K
with benefits and extra staff
• *Source: AAFP DPC survey
21. Making the call
• Plan on thinking out 12-18 months prior to when you’ll actually
need the help in the office.
• Avoid hitting your patient cap before hiring another doc.
• Will the new doc fill a currently unmet need in your practice
(pediatrics, sports medicine, different gender than you?)
22. Where to find your next physician?
• Always utilize your personal network connections first
• Talk with local docs you know and respect
• Utilize local residency program resources
• Don’t be afraid to hire a young physician
• Advertise with your local physician medical association
• Physician recruiters will be cost prohibitive for most
24. Benefits of bringing on a new partner
• Bring equity to practice by “buying in”, signing for debt, or
working for a reduced salary to buy in.
• Should have a greater stake in office performance as an owner.
• Some physicians will demand a partnership track be made
available as a condition of employment.
• Someone else to “share the risk”
• Could bring patients to help grow the practice
25. Downsides to adding a new partner
• Dilutes your control of the practice
• They may not share your vision for the practice, the culture, or
your management style.
• Must be willing to open the books to them
• They may not grasp what went into the creation of the practice.
• Must have a current practice valuation
26. Benefits of hiring an employed physician
• No need for practice valuation
• Making key decisions is easier with fewer people.
• Some physicians don’t want the risk of being an owner.
• Removing an underperforming physician is easier if they have
no ownership stake.
• Could increase your overall bottom line.
27. Downsides of an employed physician
• May not have the same commitment as an owner would when it
comes to patient care.
• Possible resentment on the part of the employed physician for
the owners of the practice.
• Greater likelihood of them leaving (and taking their patients with
them) if they become dissatisfied.
28. Do’s and Don’ts of hiring a new doc
DO
• Make sure they get your office culture and have the right personality.
• Have a transparent compensation strategy.
• Know what your measurable standards are (KPIs)
• Make sure you check their references!!
• Get an iron clad non-compete clause.
• Include geographic radius and liquid damages to non-compete.
• Make sure you have an equitable exit strategy.
29. Do’s and Don’ts of hiring a new doc
DON’T
• Don’t presume that equity always has to be part of the conversation.
• Don’t hire out of need, hire out of want.
• Don’t “work out the details” later.
• Don’t underestimate the importance of cultural integration.
• Allow a physician to retire and continue to own a significant stake in
your practice.
30. Questions?
Submit your questions to:
aafp3.cnf.io
Don’t forget to evaluate
this session!
Contact Information
Matt Priddy
mpriddy@priorityphysicianspc.com
www.linkedin.com/in/matt-priddy-a5273a9/
www.priorityphysicianspc.com
www.ROAMD.com
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