The President for Vachette Pathology, Mick Raich, calculates the risks involved for pathologists who accept salaried positions.
This is his PowerPoint presentation from the G2 Intelligence Institute 2014 Conference.
Move from entrepreneur 6.16.11 karen zupkoJan Gillespie
This document provides an overview of factors for surgeons to consider when deciding whether to transition from being an independent entrepreneur to becoming a hospital employee. It discusses the financial challenges hospitals face in employing physicians. Common compensation models for employed surgeons are outlined, including pay based on work relative value units (RVUs). Key questions for surgeons to ask about governance, staffing decisions, compensation details, billing competency, charity care requirements, and non-compete clauses are presented to help evaluate employment offers.
Stop the Financial Bleed: Triaging the Cost of Hospital-Based Physician ServicesMD Ranger, Inc.
This document provides an overview of hospital-based physician arrangements, including common specialties, payment mechanisms, and best practices. It discusses the growth of hospital spending on physician contracts and key considerations like staffing levels, provider compensation benchmarking, and operating expenses. The document concludes with a case study example of renegotiating an emergency medicine contract at a hypothetical hospital based on analyzing reimbursements, collections, efficiency, and market data.
Professional Services Agreement: An Alternative Strategy to Hospital EmploymentCBIZ, Inc.
Any compensation arrangement between a hospital and physician must meet a litany of regulatory constraints, mainly those implicating the Stark Laws, the Anti-Kickback Statute, and the IRS regulations of not-for-profit entities.
Best Practices for Physician Call Coverage CompensationMD Ranger, Inc.
This document provides best practices for setting physician call coverage compensation. It begins with an overview of the history of call coverage and discusses factors to consider when deciding whether to pay physicians for call such as commercial reasonableness and opportunity costs. It then reviews typical payment methods and rates for call coverage based on specialty, with the highest paid specialties being critical care, OB, anesthesia, neurosurgery, and trauma surgery. The document outlines key elements to include in call coverage agreements and effective strategies for using market data and formulas to set standardized call rates while ensuring compliance. It emphasizes using externally validated benchmarks and documentation of fair market value.
5 Mistakes Hospitals Make with Call Coverage AgreementsMD Ranger, Inc.
This deck covers 5 critical mistakes that hospitals make with call coverage agreements and how to avoid them going forward.
We will cover:
- Effective strategies for setting call rates
- Determining commercial reasonableness
- The most cost-effective ways to pay for call
- Which services are likely to be paid
- ...and more!
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.
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.
The document summarizes the key threats facing interventional cardiology, including the loss of trust from patients and communities, loss of income and autonomy from changes in the healthcare payment system, and outlines strategies for quality champions to address these threats. Specifically, it discusses the need for quality champions to focus on improving outcomes, reducing costs, increasing transparency and accountability to help save interventional cardiology.
Move from entrepreneur 6.16.11 karen zupkoJan Gillespie
This document provides an overview of factors for surgeons to consider when deciding whether to transition from being an independent entrepreneur to becoming a hospital employee. It discusses the financial challenges hospitals face in employing physicians. Common compensation models for employed surgeons are outlined, including pay based on work relative value units (RVUs). Key questions for surgeons to ask about governance, staffing decisions, compensation details, billing competency, charity care requirements, and non-compete clauses are presented to help evaluate employment offers.
Stop the Financial Bleed: Triaging the Cost of Hospital-Based Physician ServicesMD Ranger, Inc.
This document provides an overview of hospital-based physician arrangements, including common specialties, payment mechanisms, and best practices. It discusses the growth of hospital spending on physician contracts and key considerations like staffing levels, provider compensation benchmarking, and operating expenses. The document concludes with a case study example of renegotiating an emergency medicine contract at a hypothetical hospital based on analyzing reimbursements, collections, efficiency, and market data.
Professional Services Agreement: An Alternative Strategy to Hospital EmploymentCBIZ, Inc.
Any compensation arrangement between a hospital and physician must meet a litany of regulatory constraints, mainly those implicating the Stark Laws, the Anti-Kickback Statute, and the IRS regulations of not-for-profit entities.
Best Practices for Physician Call Coverage CompensationMD Ranger, Inc.
This document provides best practices for setting physician call coverage compensation. It begins with an overview of the history of call coverage and discusses factors to consider when deciding whether to pay physicians for call such as commercial reasonableness and opportunity costs. It then reviews typical payment methods and rates for call coverage based on specialty, with the highest paid specialties being critical care, OB, anesthesia, neurosurgery, and trauma surgery. The document outlines key elements to include in call coverage agreements and effective strategies for using market data and formulas to set standardized call rates while ensuring compliance. It emphasizes using externally validated benchmarks and documentation of fair market value.
5 Mistakes Hospitals Make with Call Coverage AgreementsMD Ranger, Inc.
This deck covers 5 critical mistakes that hospitals make with call coverage agreements and how to avoid them going forward.
We will cover:
- Effective strategies for setting call rates
- Determining commercial reasonableness
- The most cost-effective ways to pay for call
- Which services are likely to be paid
- ...and more!
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.
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.
The document summarizes the key threats facing interventional cardiology, including the loss of trust from patients and communities, loss of income and autonomy from changes in the healthcare payment system, and outlines strategies for quality champions to address these threats. Specifically, it discusses the need for quality champions to focus on improving outcomes, reducing costs, increasing transparency and accountability to help save interventional cardiology.
Navigating Medical Staff Officer and Physician Leadership Compensation MD Ranger, Inc.
Every hospital has a medical staff that functions as an indispensable partner in quality oversight, credentialing, accreditation, and operations. The medical staff elects officers to represent its physicians. Payment for medical staff officers varies by facility and position and can be a complex area to navigate. With healthcare organizations spending more and more on these types of roles, it is important to think strategically about this area of increasing concern.
In this webinar, we will talk about paying physicians in leadership positions reasonably and fairly. Join MD Ranger for this 30-minute webinar as we discuss:
-The (growing) diversity of physician leadership roles
-When to pay
-How much to pay
-Ways to structure payment
Roadmap for Physician Contracting: Setting Up for Success in 2017MD Ranger, Inc.
This document provides guidance on best practices for physician contracting in 2017. It summarizes recent enforcement actions by the Department of Justice against hospitals and physicians for fraud. It recommends outlining a standardized physician contracting process, determining fair market value for agreements consistently, centralizing all contracts, educating staff on regulations, and auditing contracts regularly to mitigate compliance risks. Physician demands for call coverage payments and medical directorships may increase in 2017 due to income uncertainty.
PYA Principal Jim Lloyd presented as part of a panel discussion on the topic “Valuing Oncology Transactions” during the 2014 Cancer Center Business Summit, November 6 – 7, 2014, at the Fairmont Chicago, Millennium Park in Chicago, IL.
Using the Relief from Royalty Method to Value Trade NamesPYA, P.C.
The document provides background information on two presenters, W. James Lloyd and Brian Burns, who will be discussing using the relief from royalty method to value trade names. It then provides an overview of trade names and brands, the relief from royalty valuation method, and a case study example applying the method. The case study values the trade name of a local hospital that is being acquired by applying the relief from royalty method, which involves determining an appropriate royalty rate, projecting revenues, selecting a discount rate, and calculating the present value of the projected royalty savings to derive a value for the trade name.
PYA Senior Consultant Kathryn Culver presented "Fundamentals of Healthcare Valuation" before the Tennessee Society of Certified Public Accountants (TSCPA). The presentation:
Provided a healthcare valuation overview.
Discussed healthcare valuation approaches.
Covered healthcare valuation considerations and trends.
Hospital / Technology / Revenue / Business
This is the approach for success in terms of workflow, revenue, and technology effeciency in HIT (Healthcare Information Technology).
Ten Tips For a More Profitable Veterinary Practice in 2011McGaunnSchwadronCPA
This powerpoint presentation by Mark J. McGaunn, CPA (of McGaunn & Schwadron, CPA’s, LLC) addresses how to best manage a Veterinary Practice to maximize profitability in 2011. Specifically covers best financial and management strategies and ten tips to follow for a successful vet practice.
1. The document provides 5 rules for speaking English: do not study grammar, learn and study phrases, reading and listening is not enough and you must practice speaking, see it as a challenge to overcome, and study the right material.
2. It then describes Joe Mitch meeting with a gentleman who tells him to wait for Mr. Towney. Later, Mr. Towney apologizes for the delay and asks what documents Joe needs to make purchases.
3. At the bank, Joe opens an account after providing personal documents like a DUI and NIT, and a minimum capital of $5. He is congratulated and thanked for choosing that bank.
Coin is a single device that can store and replicate all of a user's credit, debit, loyalty and membership cards through a mobile app. The Coin syncs with a user's phone and uses encryption to securely store card information. It functions like physical cards through a magnetic strip and digital display. The Coin aims to replace the need to carry multiple physical cards and is currently available for pre-order in the U.S. for $100, though some units are available at a discounted $50 price.
Grenzie's is hosting a book launch event for the new book "Miss Johnson's Class". The event will feature the author reading excerpts from the book and discussing her writing process. Light refreshments will be served during the event.
The document discusses the 7 Wonders of the World. It is a class assignment related to the 7 ancient wonders as the title includes the words for assignment and 7 Wonders of the World in Spanish. The short document likely provides a prompt or instructions for a school assignment about researching and learning about the original 7 Wonders of the Ancient World.
English version: http://www.slideshare.net/bckaluga/baby-club-in-kaluga
В презентации рассказывается о центре бережного развития интеллекта Бэби-Клуб, который открылся в Калуге на улице Луначарского, 39 1 марта 2014 года. Центр входит в сеть Бэби-Клубов, созданных в течение 14 лет от Москвы до Хабаровска. Всего на весну 2014 года в сети 122 клуба. Обучение в клубе ведется с 8 месяцев до 6 лет по методикам, специально созданным Российскими педагогами и психологами.
Facebook: https://www.facebook.com/babyclubkaluga
Vkontakte: http://vk.com/bckaluga
Odnoklassniki: http://www.odnoklassniki.ru/bckaluga
Youtube: https://www.youtube.com/channel/UCcjU4ydPCXtp2OI4yWZ2-sg
Instagram: babyclubkaluga
Twitter: babyclubkaluga
This document summarizes information about a Baby-Club early development center that opened in Kaluga, Russia in March 2014. It provides details about the Baby-Club franchise, which was founded in 2000 and now has over 122 centers across Russia. The Kaluga location offers classes and activities in art, dance, music, handcrafts, reading, math and more to children from 8 months to 6 years old taught by specialists in these areas. It has facilities for playing, studying, and hosting parties and celebrations. Parents can also socialize, read and use Wi-Fi in the parents' hall. The document shares positive feedback from families about their children's experiences at the new Baby-Club location.
Dr. Matthew Priddy - Positioning your practice for growth: Physician Recruiti...Hint
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.
This document discusses physician engagement strategies for hospitals. It begins by defining physician engagement and its importance in today's value-based healthcare system where strategies revolve around physicians. Various physician arrangement models are presented along with their degree of control and risk for the hospital. Tracking metrics for physician engagement like volume, revenue, and quality are suggested. The importance of understanding physician perspectives and culture is emphasized. Successful engagement requires functional changes like new technology as well as emotional changes like making physicians feel valued, supported and involved in decision making. Tactics discussed include dedicated physician relations resources, communication, and helping physicians with their needs rather than focusing on sales.
Revenue Cycle Management in healthcare encompasses the entire administrative process involved in getting paid for the services you provide to your patients. The process begins when a patient first calls to schedule an appointment and ends when all fees have been collected and verified.
Medical billing is becoming increasingly more complex. It is only going to get more difficult as new codes are added and more detailed patient information is required to be submitted with the claim. Add to that, physicians and other service providers are required by various insurers to provide details not previously necessary.
One small error can result in the claim not being paid promptly, completely or possibly even being denied.
Small hospitals face greater challenges in physician contracting due to their size. They have higher physician costs per patient and per procedure compared to larger hospitals. Justifying physician payments at fair market value can also be more difficult for small hospitals with limited resources. The webinar recommends that small hospitals standardize their contracting process, use market data to determine and document fair market value payments, seek outside help when needed, avoid being forced into overpaying physicians, automate processes to reduce expenses, and compare themselves to similar small hospitals.
- Hospital mergers increased dramatically in the 1990s but had a 25% failure rate due to lack of due diligence and financial risk assessment.
- Healthcare reform under the ACA is increasing demand for healthcare and regulatory changes are decreasing reimbursements, triggering another wave of hospital mergers seeking scale and cost efficiencies.
- A successful hospital merger requires thorough evaluation and compatibility between partners, a clear shared vision, and a methodical process to fully integrate operations.
PYA Principal Carol Carden presented “Fundamentals of Healthcare Valuation” at the American Society of Appraisers (ASA) 2015 Advanced Business Valuation Conference. The presentation explored unique characteristics of the healthcare industry, particularly those relevant to appraisers for avoiding common mistakes in assessing risk and projecting cash flow.
Presentation Uncovers Trends in the Unpredictable Healthcare IndustryPYA, P.C.
With the healthcare industry in a state of flux, not much is known about what lies ahead; but trends across the industry have become apparent and are likely to stick. These trends were the subject of a presentation given by PYA Principal David McMillan at the PKF North America Healthcare Fly-In.
Strategic planning involves defining a laboratory's strategy to withstand competitive forces by understanding industry structure, competitors' strengths and weaknesses, identifying a unique market position, and focusing on growth. It contrasts with operations management which efficiently uses resources. A laboratory should understand its industry's concentration, barriers to entry/exit, separate roles of payors/purchasers/beneficiaries, economies of scale, and powerful buyers/sellers to strategically position itself. Common positions include outpatient-centered, reference-centered, and hospital-centered testing. Strategies can fail due to straddling multiple positions, pursuing growth that does not fit capabilities, or exhibiting hubris. SWOT and competitor analyses help develop and implement effective strategies.
Navigating Medical Staff Officer and Physician Leadership Compensation MD Ranger, Inc.
Every hospital has a medical staff that functions as an indispensable partner in quality oversight, credentialing, accreditation, and operations. The medical staff elects officers to represent its physicians. Payment for medical staff officers varies by facility and position and can be a complex area to navigate. With healthcare organizations spending more and more on these types of roles, it is important to think strategically about this area of increasing concern.
In this webinar, we will talk about paying physicians in leadership positions reasonably and fairly. Join MD Ranger for this 30-minute webinar as we discuss:
-The (growing) diversity of physician leadership roles
-When to pay
-How much to pay
-Ways to structure payment
Roadmap for Physician Contracting: Setting Up for Success in 2017MD Ranger, Inc.
This document provides guidance on best practices for physician contracting in 2017. It summarizes recent enforcement actions by the Department of Justice against hospitals and physicians for fraud. It recommends outlining a standardized physician contracting process, determining fair market value for agreements consistently, centralizing all contracts, educating staff on regulations, and auditing contracts regularly to mitigate compliance risks. Physician demands for call coverage payments and medical directorships may increase in 2017 due to income uncertainty.
PYA Principal Jim Lloyd presented as part of a panel discussion on the topic “Valuing Oncology Transactions” during the 2014 Cancer Center Business Summit, November 6 – 7, 2014, at the Fairmont Chicago, Millennium Park in Chicago, IL.
Using the Relief from Royalty Method to Value Trade NamesPYA, P.C.
The document provides background information on two presenters, W. James Lloyd and Brian Burns, who will be discussing using the relief from royalty method to value trade names. It then provides an overview of trade names and brands, the relief from royalty valuation method, and a case study example applying the method. The case study values the trade name of a local hospital that is being acquired by applying the relief from royalty method, which involves determining an appropriate royalty rate, projecting revenues, selecting a discount rate, and calculating the present value of the projected royalty savings to derive a value for the trade name.
PYA Senior Consultant Kathryn Culver presented "Fundamentals of Healthcare Valuation" before the Tennessee Society of Certified Public Accountants (TSCPA). The presentation:
Provided a healthcare valuation overview.
Discussed healthcare valuation approaches.
Covered healthcare valuation considerations and trends.
Hospital / Technology / Revenue / Business
This is the approach for success in terms of workflow, revenue, and technology effeciency in HIT (Healthcare Information Technology).
Ten Tips For a More Profitable Veterinary Practice in 2011McGaunnSchwadronCPA
This powerpoint presentation by Mark J. McGaunn, CPA (of McGaunn & Schwadron, CPA’s, LLC) addresses how to best manage a Veterinary Practice to maximize profitability in 2011. Specifically covers best financial and management strategies and ten tips to follow for a successful vet practice.
1. The document provides 5 rules for speaking English: do not study grammar, learn and study phrases, reading and listening is not enough and you must practice speaking, see it as a challenge to overcome, and study the right material.
2. It then describes Joe Mitch meeting with a gentleman who tells him to wait for Mr. Towney. Later, Mr. Towney apologizes for the delay and asks what documents Joe needs to make purchases.
3. At the bank, Joe opens an account after providing personal documents like a DUI and NIT, and a minimum capital of $5. He is congratulated and thanked for choosing that bank.
Coin is a single device that can store and replicate all of a user's credit, debit, loyalty and membership cards through a mobile app. The Coin syncs with a user's phone and uses encryption to securely store card information. It functions like physical cards through a magnetic strip and digital display. The Coin aims to replace the need to carry multiple physical cards and is currently available for pre-order in the U.S. for $100, though some units are available at a discounted $50 price.
Grenzie's is hosting a book launch event for the new book "Miss Johnson's Class". The event will feature the author reading excerpts from the book and discussing her writing process. Light refreshments will be served during the event.
The document discusses the 7 Wonders of the World. It is a class assignment related to the 7 ancient wonders as the title includes the words for assignment and 7 Wonders of the World in Spanish. The short document likely provides a prompt or instructions for a school assignment about researching and learning about the original 7 Wonders of the Ancient World.
English version: http://www.slideshare.net/bckaluga/baby-club-in-kaluga
В презентации рассказывается о центре бережного развития интеллекта Бэби-Клуб, который открылся в Калуге на улице Луначарского, 39 1 марта 2014 года. Центр входит в сеть Бэби-Клубов, созданных в течение 14 лет от Москвы до Хабаровска. Всего на весну 2014 года в сети 122 клуба. Обучение в клубе ведется с 8 месяцев до 6 лет по методикам, специально созданным Российскими педагогами и психологами.
Facebook: https://www.facebook.com/babyclubkaluga
Vkontakte: http://vk.com/bckaluga
Odnoklassniki: http://www.odnoklassniki.ru/bckaluga
Youtube: https://www.youtube.com/channel/UCcjU4ydPCXtp2OI4yWZ2-sg
Instagram: babyclubkaluga
Twitter: babyclubkaluga
This document summarizes information about a Baby-Club early development center that opened in Kaluga, Russia in March 2014. It provides details about the Baby-Club franchise, which was founded in 2000 and now has over 122 centers across Russia. The Kaluga location offers classes and activities in art, dance, music, handcrafts, reading, math and more to children from 8 months to 6 years old taught by specialists in these areas. It has facilities for playing, studying, and hosting parties and celebrations. Parents can also socialize, read and use Wi-Fi in the parents' hall. The document shares positive feedback from families about their children's experiences at the new Baby-Club location.
Dr. Matthew Priddy - Positioning your practice for growth: Physician Recruiti...Hint
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.
This document discusses physician engagement strategies for hospitals. It begins by defining physician engagement and its importance in today's value-based healthcare system where strategies revolve around physicians. Various physician arrangement models are presented along with their degree of control and risk for the hospital. Tracking metrics for physician engagement like volume, revenue, and quality are suggested. The importance of understanding physician perspectives and culture is emphasized. Successful engagement requires functional changes like new technology as well as emotional changes like making physicians feel valued, supported and involved in decision making. Tactics discussed include dedicated physician relations resources, communication, and helping physicians with their needs rather than focusing on sales.
Revenue Cycle Management in healthcare encompasses the entire administrative process involved in getting paid for the services you provide to your patients. The process begins when a patient first calls to schedule an appointment and ends when all fees have been collected and verified.
Medical billing is becoming increasingly more complex. It is only going to get more difficult as new codes are added and more detailed patient information is required to be submitted with the claim. Add to that, physicians and other service providers are required by various insurers to provide details not previously necessary.
One small error can result in the claim not being paid promptly, completely or possibly even being denied.
Small hospitals face greater challenges in physician contracting due to their size. They have higher physician costs per patient and per procedure compared to larger hospitals. Justifying physician payments at fair market value can also be more difficult for small hospitals with limited resources. The webinar recommends that small hospitals standardize their contracting process, use market data to determine and document fair market value payments, seek outside help when needed, avoid being forced into overpaying physicians, automate processes to reduce expenses, and compare themselves to similar small hospitals.
- Hospital mergers increased dramatically in the 1990s but had a 25% failure rate due to lack of due diligence and financial risk assessment.
- Healthcare reform under the ACA is increasing demand for healthcare and regulatory changes are decreasing reimbursements, triggering another wave of hospital mergers seeking scale and cost efficiencies.
- A successful hospital merger requires thorough evaluation and compatibility between partners, a clear shared vision, and a methodical process to fully integrate operations.
PYA Principal Carol Carden presented “Fundamentals of Healthcare Valuation” at the American Society of Appraisers (ASA) 2015 Advanced Business Valuation Conference. The presentation explored unique characteristics of the healthcare industry, particularly those relevant to appraisers for avoiding common mistakes in assessing risk and projecting cash flow.
Presentation Uncovers Trends in the Unpredictable Healthcare IndustryPYA, P.C.
With the healthcare industry in a state of flux, not much is known about what lies ahead; but trends across the industry have become apparent and are likely to stick. These trends were the subject of a presentation given by PYA Principal David McMillan at the PKF North America Healthcare Fly-In.
Strategic planning involves defining a laboratory's strategy to withstand competitive forces by understanding industry structure, competitors' strengths and weaknesses, identifying a unique market position, and focusing on growth. It contrasts with operations management which efficiently uses resources. A laboratory should understand its industry's concentration, barriers to entry/exit, separate roles of payors/purchasers/beneficiaries, economies of scale, and powerful buyers/sellers to strategically position itself. Common positions include outpatient-centered, reference-centered, and hospital-centered testing. Strategies can fail due to straddling multiple positions, pursuing growth that does not fit capabilities, or exhibiting hubris. SWOT and competitor analyses help develop and implement effective strategies.
Commercial Reasonableness: What You Must Know Before Contracting with Physic...MD Ranger, Inc.
Before compensating a physician to take emergency call or provide an administrative service, it's crucial to consider whether paying is commercially reasonable or not. Not all physician services warrant payment. Most hospital leaders deal with the challenges of determining commercial reasonableness.
Healthcare Reform & Physician Loyalty: What Can CRM Do To Support ACOs?Perficient, Inc.
Martin Sizemore, Enterprise Architect at Perficient, and Lisa Anderson, CRM Solution Architect at Perficient, discuss Consumerism in Healthcare, Physician Practice Challenges & Alignment, and provide a Physician Loyalty Campaign Demo
1) While carrier discounts can seem significant, healthcare costs are still accelerating rapidly because discounts are not the only factor controlling claims costs.
2) Large insurance carriers may not have the most efficient claims processing systems due to the large volume of claims they must handle.
3) It is important to focus on your bottom line costs and not just discounts, as higher billed charges or prescription drug costs from large carriers and PBMs can negate discounts. Watching the total spend is key to reducing healthcare costs.
A presentation about accountable care organizations and their business models reflecting clinical, financial, consolidation and competitive positioning trends. Healthcare systems, managed care organizations, physician specialties and pharmacy providers are included in the discussion.
https://www.linkedin.com/in/johngbaresky
... Healthcare Marketing Leader: Pharmaceutical, Medical Device, RPA, SaaS, Digital Marketing Strategy, Managed Care, Market Access - John G. Baresky
Clinical redesign aims to reduce costs through physician-led initiatives that improve margins while maintaining or enhancing quality. Hospitals continue facing financial pressures from weaker revenues, Medicare cuts, and increased spending needs. Summarizing a sample hospital's analysis, opportunities were found in provider productivity, compensation alignment, workforce optimization, and service portfolio review, with estimated annual savings of $3-4 million. Physician engagement is critical for successful clinical redesign.
Determining Value & Physician Compensation When Purchasing a PracticePYA, P.C.
This document discusses considerations for valuing a physician practice and determining physician compensation when a hospital is acquiring the practice. It covers regulatory issues under Stark and anti-kickback laws, common valuation methods including asset-based and income approaches, factors for determining fair market value and commercial reasonableness, and structuring post-acquisition physician employment compensation.
Overcoming the Struggles of Small PracticesBen Quirk
Small practices face many struggles on the road to success. This webinar overviews the top obstacles they face, addresses the reasons behind the decline in numbers of independent practices, and provides solutions for them to remain successful despite the challenges.
Helpful information for sponsors: How to best spend your resources and avoid ...TrialJoin
Conducting a clinical trial as a business is equally important as it is expensive. Saying that this business is ‘’important’’ is actually an understatement, since clinical research is the stepping stone of all medical advancements and new treatments that can help millions of people worldwide. However, the importance of this business is proportional to its cost!
Clinical research is a costly business, and this can be best seen in pharma sponsors. Pharmaceutical companies are usually the ones that sponsor researches for new treatments. Estimations for 2013 show us that the average cost per patient in a clinical trial (all phases, all therapeutic areas) is $36,500. When we take this average number as an example and consider the number of sites a sponsor might need for the study, plus the necessary number of recruited patients (considering that most will not meet the criteria), we can see why this business is so expensive.
This document discusses different types of emergency medicine practice structures including hospital employment, independent contracting, and democratic physician-owned groups. It notes pros and cons of each model such as administrative burdens, compensation structures, and control over fees. The document promotes a democratic physician-owned group called Questcare as the ideal practice type, highlighting its benefits such as competitive pay, malpractice insurance, partnership opportunities, technology resources, and work-life balance. Overall, the document analyzes emergency medicine practice models and advocates for joining the democratic physician-owned group Questcare.
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 document discusses the importance of price transparency in healthcare. It notes that the Affordable Care Act requires hospitals to publicly report their prices. With more consumers enrolled in high-deductible health plans, hospitals need to provide price information to engage cost-conscious consumers and avoid losing business to lower-cost alternatives. The document outlines challenges to price transparency like complex pricing structures and a lack of regulations. It provides recommendations for hospitals to establish price transparency, including forming a task force, building a business case, ensuring organizational readiness, and training staff to discuss prices.
Similar to Fee for Service vs. Salaried Positions: Calculating the Risks (20)
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Fee for Service vs. Salaried Positions: Calculating the Risks
1. G2 Pathology Institute 2014
Fee for Service vs. Salaried Positions: Calculating the Risks
1
Mick Raich
Vachette Pathology
2. • 1996 I helped buy practices for a multispecialty practice.
Capitation fear drove the buying concept. Now ACO fear is
driving the buying.
• Cardiology rates were cut by 26% so they became salaried.
Many had large buildings and heavy overhead.
• Urology payments changed so they looked for other
revenue streams and opened Pod Labs.
• In 1996 the practices were offered five year contacts. Now
they are offered two year contracts.
• Stats show that employed physicians produce less RVUs.
2
History
3. • The rumor is that “everyone is being made to go
salary.” The facts show otherwise. Few pathology
groups are being forced into these arrangements.
• We know of six practices where this is a “discussion,”
we also know two that are being moved from salary
to FFS.
• There are rumors that HCA may be moving to a
salaried arrangement with some southern practices.
We cannot prove this trend.
3
Trends
4. • Pathology does not drive referrals.
• Pathology does not drive ancillary tests.
• Pathology has “costs” tied to their work, i.e. send
outs etc.
• No known payers have incentive or performance
metrics built for pathology.
• Clinical pathologists can help decrease utilization it
would seem that ACOs would want to use this
leverage and knowledge.
4
Why Would a Hospital Want to Salary
a Pathologist?
5. • The ACO model is not fully implemented and every time
the ACA act is delayed this model is pushed back.
• The Merit Based Incentive Payment System (MIPS) may
help drive this change. Implementation around 2018.
• The main reason a hospital may want to do this is to
control their utilization. Lower utilization means more
revenue in a capitated model.
• Some systems may see a way to make money by making
their pathologists salaried under FFS billing then paying the
pathologists a rate that is less then fair market value
(FMV).
5
Why Would a Hospital Want to Salary
a Pathologist?
6. • Depends on your career timing.
• Depends on your own personal ROI.
• Some may want to trade security for less income.
• This is a slippery slope as many groups see their income decreasing even
more under a salaried arrangement.
• Revenue decreases may force some to become salaried.
• Lost of CP
• CMS rate decreases
• Loss of Part A
• Work volume loss to pod labs and specialty labs
• Group practice structure changing.
• Quality of life, working harder not smarter.
• The nuclear option…
6
Why Would a Pathologist Want to
Become Salaried?
7. • Have a great relationship with your administration. Be strong
businessmen and good business partners. “Pigs get fat and
hogs get slaughtered.”
• Know your numbers and your metrics.
• Show them how they will win. If your group is making $400,000
per MD and they want to pay you $200,000 per MD, ask them
how this is fair. Ask them what the OIG will think about the 50%
decrease?
• Build an ROI spreadsheet to show them their profit going
forward. Show them that if they make you a salaried employee at
a 10% discount that they can still make money on the deal.
• Do not go quietly into that good night, make sure they know
exactly what they are getting in the deal.
7
How to Prepare or Prevent this from
Happening.
8. • “Benefits”
• Leadership
• Marketing and planning
• Recruiting
• IT/ decision resources
• Employee management
• Overhead reduction
• Are these your biggest concerns? Not likely…
8
What the Hospital will try to sell
you…
9. • Best case it is a win-win both parties want the same thing.
• Negotiate salary and benefits.
• Negotiate buy-out for the business, remember cardiology did not give
away their business…
• Remember you are selling a business, you should get something for your
good will.
• Demand fair market value.
• Worse Case
• No leverage and it’s a do or die option. “Take this offer or go
elsewhere.” This is a legal suit waiting to happen…
• Example: One group was offered $300K when they were making $560K.
You have your numbers, show them your revenue and ask them how
they can defend this pay cut in court?
9
How Does This Take Place?
10. • We reviewed our database along with ten pathology billing
companies to look at pathology revenue. The number
below includes Part A, AP, and CP billing under FFS model.
• 2011
• 1,600 pathologists
• $536,000 per pathologist
• Vachette's data from 2013 showed:
• 823 pathologists
• $564,000 per pathologist
• Remember good businessmen get more for their business.
10
Compensation
11. • Salary Compensation Agreements:
• Percentage of collected charges.
• Percentage of billed charges, this is great if you can get it!
• Fixed dollar amount.
• Percentage of collect charges – expense. (Any model where someone is billing for
you needs to be audited.)
• Per RVU, difficult model when you have various specialties. Derm work versus
breast cases etc.
• Capitation / ACO / Risk model? There are few actual working ACOs at this time.
• Salary with incentives.
• Incentives built on
• Clinical outcomes
• Appropriate use
• Cost reductions
• Operational efficiencies
• Patient experience
11
Compensation Models
12. • If you get bought out make sure you get paid for your good will.
• Make sure your buy out is a similar purchase multiple as other
practices that were bought by the hospital or health system.
• Maintain autonomy.
• Strong benefit package, 20+% of your salary.
• COLA increases in any salary arrangements.
• Parachute clauses in employment contracts.
• Direct scope of services provided.
• “Disappointment comes from expectations”
12
The Best Transition
13. • Arrangements built on a % of collection must be audited.
• (12) CPT codes
• Most hospitals will lose money on owned physicians until they can
show a benefit from their risk models. Some studies show that on
the average each hospital will lose $176K per owned practice.
• Some health systems are taking a huge loss due to their buying
practices, one even had its bond rating lowered!
• The bottom line is that until bundled payments and the ACO model
matures, owned practices will lose money. Lots of money and the
early adapters of this model, just like in 1996, may be forced to sell
these practices and cut their losses.
• These owned practices have a bad ROI.
13
Facts
14. • Any change should be good for your personal ROI.
• Any buy out has to meet a fair market value in price.
• You know what you are making, this is the basis for
the beginning of your negotiation.
• There is no real trend of pathology practices being
salaried nationwide…yet.
14
Final Thoughts
15. For more information, please contact
Mick Raich at 866-407-0763
www.vachettepathology.com
Thank You