Team based care model for better productivityJessica Parker
In an old-fashioned practice model, the physician is solely responsible for most, if not all of the work undertaking of his facility, which also involves charge entry, to medical billing and coding till the time of claims reimbursements.
· Psychiatric Mental Health Nursing. Scope and Standards of Practi.docxoswald1horne84988
· Psychiatric Mental Health Nursing. Scope and Standards of Practice.
Review the Scope and Standards of Practice from APNA (American Psychiatric Nurses Association). If you are an APNA member you can access the book free of charge. The link in this section will link you to the book but you will have to log in. It is a good idea to join APNA. You can also buy a print copy if you desire; it is inexpensive. The book is not a required reading. I have provided the standards here.
The standards are taken directly from APNA Scope and Standards of Practice 2ndedition (2014).
Assignment for this module:
Take each Standard and give several examples of how you will follow these standards in your practice. Please, only list just a few bullet points to address each standard. Ex: Standard 1: Assessment—what screening tools will you use? Will you meet with the pt and family together or separate or both? How much time will you allow for a new patient eval?
As a NP will need to know your scope of practice. You cannot rely on someone else to know your scope.
Standard 1: Assessment
· Collect and synthesize comprehensive health data that are pertinent to the healthcare consumer’s health and/or situation.
Standard 2: Diagnosis
· Develop standard psychiatric and substance use diagnoses
Standard 3: Outcomes Identification
· Identify expected outcomes and the healthcare consumer’s goals for a plan individualized to the healthcare consumer or to the situation.
Standard 4: Planning
· Develop a plan that prescribes strategies and alternatives to assist the healthcare consumer in attainment of expected outcomes.
Standard 5: Implementation
· Implement the identified plan
· Coordinate care delivery
· Employ strategies to promote health and a safe environment
· Provide consultation to influence the identified plan, enhance the abilities of other clinicians to provide services for the healthcare consumers, and effect change.
· Use prescriptive authority, procedures, referrals, treatments and therapies in accordance with state and federal laws and regulations.
· Incorporate knowledge of pharmacological, biological, and complementary interventions with applied clinical skills to restore the healthcare consumer’s health and prevent further disability
· Provide structures and maintains a safe, therapeutic, recovery-oriented environment in collaboration with healthcare consumers, families and other healthcare clinicians.
· Use the therapeutic relationship and counseling interventions to assist healthcare consumers in their individual recovery journeys by improving and regaining their previous coping abilities, fostering mental health, and preventing mental disorder and disability
· Conducts individual, couples, group, and family psychotherapy using evidence based psychotherapeutic frameworks and the nurse-client therapeutic relationship
Standard 6: Evaluation
· Evaluate progress toward attainment of expected outcomes
Standard 7: Ethics
· Integrate ethical provisions in all .
doctors and nurses can be differentiated in an effortless manner. Doctors study and cure disease, while nurses study and heal people. Too know more visit: https://at.tumblr.com/medicalsaffairsusa/what-can-nurses-do-that-doctors-cannot/31c42h37gaen
Journal of applied clinical medical physics Vol 14, No 5 (2013)oncoportal.net
Journal of applied clinical medical physics Vol 14, No 5 (2013)
--
Журнал прикладной клинической медицинской физики (JACMP) публикует статьи, которые помогут клиническим медицинским физиков выполнять свои обязанности более эффективно и результативно, с большей полезностью для пациента. Журнал был основан в 2000 году, является журналом открытого доступа и публикуется дважды в месяц.
Instructions Respond by extending, refutingcorrecting, or adding a.docxmaoanderton
Instructions: Respond by extending, refuting/correcting, or adding additional nuance. Response must be constructive, grammatically correct, in current APA style, and use academic literature. Must be at least 300 words.
Advanced practice registered nurses are knowledgeable, educated, well trained and able to provide a plethora of services to patients. That being said, there are several barriers that have hindered the progress of advanced practice nursing including federal policies, outdated insurance reimbursement practices and institutional practices and culture within the workplace (Altman, 2016).
Although progress has been made, there are still numerous federal policies that prevent APRN’s from practicing to the full extent of their training and education. In 2018, Congress issued legislation that made it possible for nurse practitioners (NPs) to oversee pulmonary and cardiac rehabilitation beginning in 2024, however NPs are still not able to order pulmonary and cardiac rehabilitation for their Medicare patients (AANP, 2021). Nurse Practitioners are both capable and qualified to provide these services, however this barrier only services to harm patients as it causes delays in treatment. Secondly, although (NPs) provide full range of care to individuals affected by Diabetes, they are still required to involve a physician when a patient requires therapeutic shoes. The NP must send the patient to a physician to confirm the need for the shoes, and the physician then must be tasked with being the provider treating the diabetic’s condition moving forward. Again, this causes major delays within the healthcare system and affects the overall health of the patient (AANP, 2011). Additionally, while NPs work as providers for hospice patients and are able to conduct assessments as well as establish and review care plans, they are prohibited from certifying eligibility for hospice programs. Once again, a physician is required, and additional costs are incurred. Currently, the American Association of Nurse Practitioners is calling on Congress to change many federal laws, including authorizing NPs to order cardiac and pulmonary rehabilitation services for Medicare patients, allowing for NPs to issue therapeutic shoes to diabetics without involving a physician and authorizing NPs to certify Medicare patients for Hospice Care (AANP, 2011).
Historically, reimbursement for NP services has been scattered and confusing to say the least. In 1990, APRN direct reimbursement by Medicare was available only in rural areas and skilled nursing facilities. It was not until 1997 that direct reimbursement was made possible in all clinical settings as well as locations, however the rate was 85% of that of a physician. (Journal of Wound, Ostomy and Continence Nursing, 2012). This can be a huge issue, as NPs working in their own offices receive 15% less reimbursement than a physician’s office would. Furthermore, there is so much variability in Medicaid reimbursement b.
1
Hospital Readmission Rates
Kaylee Chauvin
West Coast University
NURS 350: Research in Nursing
Mrs. Sandy Daisley
September 5th, 2021
2
Hospital Readmission Rates
Hospital readmission is characterized as an emergency clinic affirmation that happens
inside a predefined time after release from the principal confirmation. The re-hospitalization rate
was considered a sign of the eminence of the hospital's clinic and was displayed to reflect a
measure of patient attention. Re-hospitalization results in longer hospital stays and more
emergency clinic resource use. An increase in readmission rates and increasing the use of
innovation, leads to increased incomes, even if the consideration may mean that it may not be
effective. Re-hospitalization is an exorbitant cost for the clinic. Rather than spending money on
complex systems and high-severity patients, clinics can level assets by providing more start-up
confirmations for low-severity patients, or with appropriate release programs. You can invest in
reducing readmissions. Various procedures are used to solve the readmission rate problem, as
outlined in the PICOT question. It is used to determine best practices for working on results
within a month.
Description and background information
Once patients are released from the medical clinic, they imagine going through their days
recovering a lot at home until they improve (Upadhyay et al., 2019). Lamentably, for some
elderly patients, that does not occur. Medical clinic readmission for elderly patients is not just
distressing; however, it can likewise negatively affect a patient's general well-being. The
additional time a patient is in a clinic, the more probable they are to create genuine, conceivably
hazardous diseases, for example, medical clinic procured pneumonia. Finding a way ways to
decrease clinic readmissions in the elderly is fundamental. In addition to the fact that it protects
176710000000017379
very true!
176710000000017379
176710000000017379
176710000000017379
we are interested in the nursing procedures (interventions)
3
the clinic from potential Medicare fines, however, it helps keep probably the weakest individuals
from the community (the elderly) strong and healthy.
Various strategies are used to address the issue of readmission rates. Framing partnership
with nearby medical clinics and different suppliers, helps make the recuperation interaction
simpler for elderly patients. At the point when they are released from the clinic, they're ready to
rapidly and easily find doctors, home medical care groups, and emergency clinics that not
exclusively will give quality therapy however that approach all past clinical records and
important data. Elderly patients can without much of a stretch become overpowered when given
a lengthy discharge document (Bjorvatn, 2013). HCPs should attempt to keep release guidelines
simple to peruse and clear. Neglecting to plan follow-u ...
Information related to the impact of healthcare reform (Affordable Care Act) for 2014 and beyond. It takes an in-depth look at the ACA and its specific impact on California physicians. It further discusses opportunities presented as a result of the ACA and examples of how physicians and their practices can participate in these opportunities.
Team based care model for better productivityJessica Parker
In an old-fashioned practice model, the physician is solely responsible for most, if not all of the work undertaking of his facility, which also involves charge entry, to medical billing and coding till the time of claims reimbursements.
· Psychiatric Mental Health Nursing. Scope and Standards of Practi.docxoswald1horne84988
· Psychiatric Mental Health Nursing. Scope and Standards of Practice.
Review the Scope and Standards of Practice from APNA (American Psychiatric Nurses Association). If you are an APNA member you can access the book free of charge. The link in this section will link you to the book but you will have to log in. It is a good idea to join APNA. You can also buy a print copy if you desire; it is inexpensive. The book is not a required reading. I have provided the standards here.
The standards are taken directly from APNA Scope and Standards of Practice 2ndedition (2014).
Assignment for this module:
Take each Standard and give several examples of how you will follow these standards in your practice. Please, only list just a few bullet points to address each standard. Ex: Standard 1: Assessment—what screening tools will you use? Will you meet with the pt and family together or separate or both? How much time will you allow for a new patient eval?
As a NP will need to know your scope of practice. You cannot rely on someone else to know your scope.
Standard 1: Assessment
· Collect and synthesize comprehensive health data that are pertinent to the healthcare consumer’s health and/or situation.
Standard 2: Diagnosis
· Develop standard psychiatric and substance use diagnoses
Standard 3: Outcomes Identification
· Identify expected outcomes and the healthcare consumer’s goals for a plan individualized to the healthcare consumer or to the situation.
Standard 4: Planning
· Develop a plan that prescribes strategies and alternatives to assist the healthcare consumer in attainment of expected outcomes.
Standard 5: Implementation
· Implement the identified plan
· Coordinate care delivery
· Employ strategies to promote health and a safe environment
· Provide consultation to influence the identified plan, enhance the abilities of other clinicians to provide services for the healthcare consumers, and effect change.
· Use prescriptive authority, procedures, referrals, treatments and therapies in accordance with state and federal laws and regulations.
· Incorporate knowledge of pharmacological, biological, and complementary interventions with applied clinical skills to restore the healthcare consumer’s health and prevent further disability
· Provide structures and maintains a safe, therapeutic, recovery-oriented environment in collaboration with healthcare consumers, families and other healthcare clinicians.
· Use the therapeutic relationship and counseling interventions to assist healthcare consumers in their individual recovery journeys by improving and regaining their previous coping abilities, fostering mental health, and preventing mental disorder and disability
· Conducts individual, couples, group, and family psychotherapy using evidence based psychotherapeutic frameworks and the nurse-client therapeutic relationship
Standard 6: Evaluation
· Evaluate progress toward attainment of expected outcomes
Standard 7: Ethics
· Integrate ethical provisions in all .
doctors and nurses can be differentiated in an effortless manner. Doctors study and cure disease, while nurses study and heal people. Too know more visit: https://at.tumblr.com/medicalsaffairsusa/what-can-nurses-do-that-doctors-cannot/31c42h37gaen
Journal of applied clinical medical physics Vol 14, No 5 (2013)oncoportal.net
Journal of applied clinical medical physics Vol 14, No 5 (2013)
--
Журнал прикладной клинической медицинской физики (JACMP) публикует статьи, которые помогут клиническим медицинским физиков выполнять свои обязанности более эффективно и результативно, с большей полезностью для пациента. Журнал был основан в 2000 году, является журналом открытого доступа и публикуется дважды в месяц.
Instructions Respond by extending, refutingcorrecting, or adding a.docxmaoanderton
Instructions: Respond by extending, refuting/correcting, or adding additional nuance. Response must be constructive, grammatically correct, in current APA style, and use academic literature. Must be at least 300 words.
Advanced practice registered nurses are knowledgeable, educated, well trained and able to provide a plethora of services to patients. That being said, there are several barriers that have hindered the progress of advanced practice nursing including federal policies, outdated insurance reimbursement practices and institutional practices and culture within the workplace (Altman, 2016).
Although progress has been made, there are still numerous federal policies that prevent APRN’s from practicing to the full extent of their training and education. In 2018, Congress issued legislation that made it possible for nurse practitioners (NPs) to oversee pulmonary and cardiac rehabilitation beginning in 2024, however NPs are still not able to order pulmonary and cardiac rehabilitation for their Medicare patients (AANP, 2021). Nurse Practitioners are both capable and qualified to provide these services, however this barrier only services to harm patients as it causes delays in treatment. Secondly, although (NPs) provide full range of care to individuals affected by Diabetes, they are still required to involve a physician when a patient requires therapeutic shoes. The NP must send the patient to a physician to confirm the need for the shoes, and the physician then must be tasked with being the provider treating the diabetic’s condition moving forward. Again, this causes major delays within the healthcare system and affects the overall health of the patient (AANP, 2011). Additionally, while NPs work as providers for hospice patients and are able to conduct assessments as well as establish and review care plans, they are prohibited from certifying eligibility for hospice programs. Once again, a physician is required, and additional costs are incurred. Currently, the American Association of Nurse Practitioners is calling on Congress to change many federal laws, including authorizing NPs to order cardiac and pulmonary rehabilitation services for Medicare patients, allowing for NPs to issue therapeutic shoes to diabetics without involving a physician and authorizing NPs to certify Medicare patients for Hospice Care (AANP, 2011).
Historically, reimbursement for NP services has been scattered and confusing to say the least. In 1990, APRN direct reimbursement by Medicare was available only in rural areas and skilled nursing facilities. It was not until 1997 that direct reimbursement was made possible in all clinical settings as well as locations, however the rate was 85% of that of a physician. (Journal of Wound, Ostomy and Continence Nursing, 2012). This can be a huge issue, as NPs working in their own offices receive 15% less reimbursement than a physician’s office would. Furthermore, there is so much variability in Medicaid reimbursement b.
1
Hospital Readmission Rates
Kaylee Chauvin
West Coast University
NURS 350: Research in Nursing
Mrs. Sandy Daisley
September 5th, 2021
2
Hospital Readmission Rates
Hospital readmission is characterized as an emergency clinic affirmation that happens
inside a predefined time after release from the principal confirmation. The re-hospitalization rate
was considered a sign of the eminence of the hospital's clinic and was displayed to reflect a
measure of patient attention. Re-hospitalization results in longer hospital stays and more
emergency clinic resource use. An increase in readmission rates and increasing the use of
innovation, leads to increased incomes, even if the consideration may mean that it may not be
effective. Re-hospitalization is an exorbitant cost for the clinic. Rather than spending money on
complex systems and high-severity patients, clinics can level assets by providing more start-up
confirmations for low-severity patients, or with appropriate release programs. You can invest in
reducing readmissions. Various procedures are used to solve the readmission rate problem, as
outlined in the PICOT question. It is used to determine best practices for working on results
within a month.
Description and background information
Once patients are released from the medical clinic, they imagine going through their days
recovering a lot at home until they improve (Upadhyay et al., 2019). Lamentably, for some
elderly patients, that does not occur. Medical clinic readmission for elderly patients is not just
distressing; however, it can likewise negatively affect a patient's general well-being. The
additional time a patient is in a clinic, the more probable they are to create genuine, conceivably
hazardous diseases, for example, medical clinic procured pneumonia. Finding a way ways to
decrease clinic readmissions in the elderly is fundamental. In addition to the fact that it protects
176710000000017379
very true!
176710000000017379
176710000000017379
176710000000017379
we are interested in the nursing procedures (interventions)
3
the clinic from potential Medicare fines, however, it helps keep probably the weakest individuals
from the community (the elderly) strong and healthy.
Various strategies are used to address the issue of readmission rates. Framing partnership
with nearby medical clinics and different suppliers, helps make the recuperation interaction
simpler for elderly patients. At the point when they are released from the clinic, they're ready to
rapidly and easily find doctors, home medical care groups, and emergency clinics that not
exclusively will give quality therapy however that approach all past clinical records and
important data. Elderly patients can without much of a stretch become overpowered when given
a lengthy discharge document (Bjorvatn, 2013). HCPs should attempt to keep release guidelines
simple to peruse and clear. Neglecting to plan follow-u ...
Information related to the impact of healthcare reform (Affordable Care Act) for 2014 and beyond. It takes an in-depth look at the ACA and its specific impact on California physicians. It further discusses opportunities presented as a result of the ACA and examples of how physicians and their practices can participate in these opportunities.
Choosing your career is one of the most important decisions that you will ever make. When asked why they chose to pursue medicine, most physicians respond that they wanted to make a difference by helping people and positively impacting their lives through health care. Serving others as a physician is a noble and challenging way to invest your intellect, skills, and passion in a demanding and rewarding profession.
A Physician's Guide to Chronic Care ManagementRenae Rossow
Learn how Chronic Care Management can impact your practice whether you choose to implement it in-house or outsource it. Now you will understand CCM and be able to make the right decision for your practice.
Preparing physicians for a future will likely look very different than things look today. Increasing costs, value-based payment models (e.g., PDGM), and personalized care (in the home) are all coming together to disrupt traditional health care ecosystems.
This presentation addresses:
- What's driving physician changes
- Physician burnout
- Evolving care model
- Technology advances
- Physician's changing roles
This issue features the following pieces:
The Dark Side of Quality
Quality and Other Components of the Value Proposition
What Do Hospitals Want From Anesthesia Groups?
The Physician-Owned Management Services Organization
Should You Apologize for a Poor Outcome?
Thinking of Investing In, or Renting Space In, an ASC?
ICD-10 is the Latest Y2K: The Potential Impact on Provider Revenue
As an expert in hospital management and administration i have written this book -Hospital Management is a new theory in management faculty. Earlier a senior doctor used to perform the role of a hospital manager. However, nowadays everything demands a specialist. Almost all the things related to hospital have changed. Many categories concerning medical sciences and hospital have altered totally. There are various types of hospitals today, including ordinary hospitals, specialty hospitals and super specialty hospitals. The categories are regarding to the types of facilities they offer to the people.
If you’ve ever spent time in a hospital — either as a patient, staff member, or visitor — then you know that institutional health care is extremely complicated by nature.
PRIMARY CARE Scenario
Type of care provided
Scenario
Question 1
Question 2
Care in this type of setting is delivered by physicians, physician assistants, nurse practitioners, and ad-
vanced practice professionals. This area of health care is the most widely used, and it is a major focus
of the Affordable Care Act of 2010, focusing on primary care providers and decreasing the focus on the
utilization of specialty providers.
As an administrator, you need to assess this situation: How would you determine if there was a true need
for another receptionist? Do you need to reinstate the position or can you retrain the current number of
employees? Why?
As an administrator, describe the effects that labor shortages of key personnel and rising costs of labor
have on profitability. How would you determine how to allocate your money? Be sure to think critically
about the impact that quality outcomes and patient outcomes have on financial resources.
A primary care clinic can be an individual-physician practice or a multiple-physician practice organized
as a nonprofit or a for-profit facility. Multiple-physician practices generally specialize in cardiac, women’s
health, pediatrics, or related services. You are the administrator of a local for-profit, multiple-physician
community clinic owned by five local physicians, specializing in internal medicine, women’s health, pe-
diatrics, orthopedics, and oncology. The clinic sees an average of 50 patients per day. Scheduling is
centralized with two receptionists, and each specialty has four staff members to assist the physicians.
All the physicians have visiting privileges at the area hospitals and frequently speak at local and national
conferences on numerous preventative health care topics. The clinic is noted for its use of technology
and has agreements in place with the local hospitals for web-based exchanges of health information on
shared patients.
Action Required:
Your office just underwent an organizational change and one office receptionist was eliminated, saving
the office $25, 000 per year in labor costs. However, there have been a number of complaints that all
patients cannot be processed due to the increased flow of patients. Two weeks later you begin to hear
that wait times for appointments have increased, and one specific patient was not able to be seen. That
patient now has developed an infection and requires surgery.
Question 3
Based on what you have learned so far in this course, what would be your plan of action for the next 30
days? What types of reports would you use to help support your decisions?
Budget Considerations
Operational Budget – This budget focuses on a broader view of the total operations of the organization in which
all departments are reviewed for both their income potential and the costs associated with the work activities used
to generate projected revenues. Each department will have its own budget for the managers to follow and on
wh.
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.
Running head FINAL WRITTEN PROPOSAL1FINAL WRITTEN PROPOSAL.docxcharisellington63520
Running head: FINAL WRITTEN PROPOSAL1
FINAL WRITTEN PROPOSAL2
Final Written Proposal
Toni Stewart
Rasmussen College
Author Note
This paper is being submitted on December 6, 2015 for Professor Kerley’s G171/COMM1388 Communicating in Your Profession course.
Problems Faced in the Medical Industries
Executive Summary
It is important for all health care professionals to ensure that due care is provides to them. This requires all qualified medical doctors give patients the time for diagnosis and subsequent treatment. In many health care centers, doctors may be overwhelmed leading to cases where their assistants have to step in and take over their role. In the process, this may compromise the quality of care accorded to the patients and may have significant ramifications legally and otherwise. There are, however, certain measures that can be taken to deal with this problem. One such measure rests on restructuring the system in a manner which the PA’s see them first and do the initial assessment, and then one of the doctors do the final assessment. This might mean cutting down the number of patients seen per day so that the PA’s and Doctors can better focus on taking good care of the ones they do see. This proposal will examine who this system will be implemented in a selected health care center highlighting the benefits that accrue from it.
Purpose
At Family Healthcare Associates, Inc., physicians and their assistants have always been challenged with huge number of patients in their clinics. The aim of this strategy is to reduce the cost of operation for the clinic due to huge medical expenses available in the market today. Senior management needs to adopt a business like strategy to ensure the clinic remain a float and doctors have enough time to focus on each patient per specific period of time (Fattal, 2011).
Problem
The cost of maintaining Family Healthcare Associates, Inc. has been a challenge due to increase in salaries and financial packages. These increases in financial expenditure by the clinic have made it impossible to manage doctor-patient relationship that most clinics have set standards for. These challenges can pose a threat to the health of many patients who require immediate medical attention on time. The Doctors have such a busy schedule that they do not have the personal one on one relationships with any of their patients that they need to have in order to fully know what is going on with their patients.
One of the most common scenarios where patients and doctors experience these challenges happens during emergencies. Doctors have to abandon their current patients in order to attend to more urgent emergencies of another patient (Gropper, 2009). This isn’t always a big problem in small clinics today, but it does happen from time to time. Sometimes doctors can leave the patient unattended for a long time which can cause health care problems for the patient in the future.
Sometimes doctors and other medical sta.
I need the follwoing assignmentThe project is the creation of a w.docxnatishahaen
I need the follwoing assignment:
The project is the creation of a white paper.
Much of what happens in healthcare is about understanding the expectations of the many departments and personnel within the organization. Reimbursement drives the financial operations of healthcare organizations; each department affects the reimbursement process regarding timelines and the amount of money put into and taken out of the system. However, if departments do not follow the guidelines put into place or do not capture the necessary information, it can be detrimental to the reimbursement system.
An important role for patient financial services (PFS) personnel is to monitor the reimbursement process, analyze the reimbursement process, and suggest changes to help maximize the reimbursement. One way to make this process more efficient is by ensuring that the various departments and personnel are exposed to the necessary knowledge.
For your final project, you will assume the role of a supervisor within a PFS department and develop a white paper in which the necessary healthcare reimbursement knowledge is outlined.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules One, Three, and Five.
In this assignment, you will demonstrate your mastery of the following course outcomes:
†
Analyze the impacts of various healthcare departments and their interrelationships on the revenue cycle
†
Compare third-party payer policies through analysis of reimbursement guidelines for achieving timely and maximum reimbursements
†
Analyze organizational strategies for negotiating healthcare contracts with managed care organizations
†
Critique legal and ethical standards and policies in healthcare coding and billing for ensuring compliance with rules and regulations
†
Evaluate the use of reimbursement data for its purpose in case and utilization management and healthcare quality improvement as well as its impact on
pay for performance incentives
Prompt
You are now a supervisor within the patient financial services (PFS) department of a healthcare system. It has been assigned to you to write a white paper to educate other department managers about reimbursement. This includes how each specific department impacts reimbursement for services, which in turn impacts the healthcare organization as a whole. The healthcare system may include hospitals, clinics, long-term care facilities, and more. For now, your boss has asked you to develop a draft of this paper for the hospital personnel only; in the future, there may be the potential to expand this for other facilities.
In order to complete the white paper, you will need to choose a hospital. You can choose one that you are familiar with or create an imaginary one. Hospitals vary in size, location, and focus.
Becker’s Hospital Review
has an excellent .
How to Start, Run and Manage a Hospital Successfully by Dr.Mahboob ali khan Phd Healthcare consultant
The purpose of this paper is to give a brief outline of the pre-planning and strategic thinking in which an entrepreneur might consider before investing in or starting up a new hospital in the developing world.
There are numerous examples of hospital startups that were ill-conceived or poorly planned and have resulted in either a hospital that was partially constructed and abandoned or were completed and within two years failed in profitability and now sit idle. Other examples exist of underperforming assets. What went wrong? What could the investors have done to decrease their investment risk and increase the chances of the hospital being successful?Globalization of Healthcare.
Choosing your career is one of the most important decisions that you will ever make. When asked why they chose to pursue medicine, most physicians respond that they wanted to make a difference by helping people and positively impacting their lives through health care. Serving others as a physician is a noble and challenging way to invest your intellect, skills, and passion in a demanding and rewarding profession.
A Physician's Guide to Chronic Care ManagementRenae Rossow
Learn how Chronic Care Management can impact your practice whether you choose to implement it in-house or outsource it. Now you will understand CCM and be able to make the right decision for your practice.
Preparing physicians for a future will likely look very different than things look today. Increasing costs, value-based payment models (e.g., PDGM), and personalized care (in the home) are all coming together to disrupt traditional health care ecosystems.
This presentation addresses:
- What's driving physician changes
- Physician burnout
- Evolving care model
- Technology advances
- Physician's changing roles
This issue features the following pieces:
The Dark Side of Quality
Quality and Other Components of the Value Proposition
What Do Hospitals Want From Anesthesia Groups?
The Physician-Owned Management Services Organization
Should You Apologize for a Poor Outcome?
Thinking of Investing In, or Renting Space In, an ASC?
ICD-10 is the Latest Y2K: The Potential Impact on Provider Revenue
As an expert in hospital management and administration i have written this book -Hospital Management is a new theory in management faculty. Earlier a senior doctor used to perform the role of a hospital manager. However, nowadays everything demands a specialist. Almost all the things related to hospital have changed. Many categories concerning medical sciences and hospital have altered totally. There are various types of hospitals today, including ordinary hospitals, specialty hospitals and super specialty hospitals. The categories are regarding to the types of facilities they offer to the people.
If you’ve ever spent time in a hospital — either as a patient, staff member, or visitor — then you know that institutional health care is extremely complicated by nature.
PRIMARY CARE Scenario
Type of care provided
Scenario
Question 1
Question 2
Care in this type of setting is delivered by physicians, physician assistants, nurse practitioners, and ad-
vanced practice professionals. This area of health care is the most widely used, and it is a major focus
of the Affordable Care Act of 2010, focusing on primary care providers and decreasing the focus on the
utilization of specialty providers.
As an administrator, you need to assess this situation: How would you determine if there was a true need
for another receptionist? Do you need to reinstate the position or can you retrain the current number of
employees? Why?
As an administrator, describe the effects that labor shortages of key personnel and rising costs of labor
have on profitability. How would you determine how to allocate your money? Be sure to think critically
about the impact that quality outcomes and patient outcomes have on financial resources.
A primary care clinic can be an individual-physician practice or a multiple-physician practice organized
as a nonprofit or a for-profit facility. Multiple-physician practices generally specialize in cardiac, women’s
health, pediatrics, or related services. You are the administrator of a local for-profit, multiple-physician
community clinic owned by five local physicians, specializing in internal medicine, women’s health, pe-
diatrics, orthopedics, and oncology. The clinic sees an average of 50 patients per day. Scheduling is
centralized with two receptionists, and each specialty has four staff members to assist the physicians.
All the physicians have visiting privileges at the area hospitals and frequently speak at local and national
conferences on numerous preventative health care topics. The clinic is noted for its use of technology
and has agreements in place with the local hospitals for web-based exchanges of health information on
shared patients.
Action Required:
Your office just underwent an organizational change and one office receptionist was eliminated, saving
the office $25, 000 per year in labor costs. However, there have been a number of complaints that all
patients cannot be processed due to the increased flow of patients. Two weeks later you begin to hear
that wait times for appointments have increased, and one specific patient was not able to be seen. That
patient now has developed an infection and requires surgery.
Question 3
Based on what you have learned so far in this course, what would be your plan of action for the next 30
days? What types of reports would you use to help support your decisions?
Budget Considerations
Operational Budget – This budget focuses on a broader view of the total operations of the organization in which
all departments are reviewed for both their income potential and the costs associated with the work activities used
to generate projected revenues. Each department will have its own budget for the managers to follow and on
wh.
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Running head: FINAL WRITTEN PROPOSAL1
FINAL WRITTEN PROPOSAL2
Final Written Proposal
Toni Stewart
Rasmussen College
Author Note
This paper is being submitted on December 6, 2015 for Professor Kerley’s G171/COMM1388 Communicating in Your Profession course.
Problems Faced in the Medical Industries
Executive Summary
It is important for all health care professionals to ensure that due care is provides to them. This requires all qualified medical doctors give patients the time for diagnosis and subsequent treatment. In many health care centers, doctors may be overwhelmed leading to cases where their assistants have to step in and take over their role. In the process, this may compromise the quality of care accorded to the patients and may have significant ramifications legally and otherwise. There are, however, certain measures that can be taken to deal with this problem. One such measure rests on restructuring the system in a manner which the PA’s see them first and do the initial assessment, and then one of the doctors do the final assessment. This might mean cutting down the number of patients seen per day so that the PA’s and Doctors can better focus on taking good care of the ones they do see. This proposal will examine who this system will be implemented in a selected health care center highlighting the benefits that accrue from it.
Purpose
At Family Healthcare Associates, Inc., physicians and their assistants have always been challenged with huge number of patients in their clinics. The aim of this strategy is to reduce the cost of operation for the clinic due to huge medical expenses available in the market today. Senior management needs to adopt a business like strategy to ensure the clinic remain a float and doctors have enough time to focus on each patient per specific period of time (Fattal, 2011).
Problem
The cost of maintaining Family Healthcare Associates, Inc. has been a challenge due to increase in salaries and financial packages. These increases in financial expenditure by the clinic have made it impossible to manage doctor-patient relationship that most clinics have set standards for. These challenges can pose a threat to the health of many patients who require immediate medical attention on time. The Doctors have such a busy schedule that they do not have the personal one on one relationships with any of their patients that they need to have in order to fully know what is going on with their patients.
One of the most common scenarios where patients and doctors experience these challenges happens during emergencies. Doctors have to abandon their current patients in order to attend to more urgent emergencies of another patient (Gropper, 2009). This isn’t always a big problem in small clinics today, but it does happen from time to time. Sometimes doctors can leave the patient unattended for a long time which can cause health care problems for the patient in the future.
Sometimes doctors and other medical sta.
I need the follwoing assignmentThe project is the creation of a w.docxnatishahaen
I need the follwoing assignment:
The project is the creation of a white paper.
Much of what happens in healthcare is about understanding the expectations of the many departments and personnel within the organization. Reimbursement drives the financial operations of healthcare organizations; each department affects the reimbursement process regarding timelines and the amount of money put into and taken out of the system. However, if departments do not follow the guidelines put into place or do not capture the necessary information, it can be detrimental to the reimbursement system.
An important role for patient financial services (PFS) personnel is to monitor the reimbursement process, analyze the reimbursement process, and suggest changes to help maximize the reimbursement. One way to make this process more efficient is by ensuring that the various departments and personnel are exposed to the necessary knowledge.
For your final project, you will assume the role of a supervisor within a PFS department and develop a white paper in which the necessary healthcare reimbursement knowledge is outlined.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules One, Three, and Five.
In this assignment, you will demonstrate your mastery of the following course outcomes:
†
Analyze the impacts of various healthcare departments and their interrelationships on the revenue cycle
†
Compare third-party payer policies through analysis of reimbursement guidelines for achieving timely and maximum reimbursements
†
Analyze organizational strategies for negotiating healthcare contracts with managed care organizations
†
Critique legal and ethical standards and policies in healthcare coding and billing for ensuring compliance with rules and regulations
†
Evaluate the use of reimbursement data for its purpose in case and utilization management and healthcare quality improvement as well as its impact on
pay for performance incentives
Prompt
You are now a supervisor within the patient financial services (PFS) department of a healthcare system. It has been assigned to you to write a white paper to educate other department managers about reimbursement. This includes how each specific department impacts reimbursement for services, which in turn impacts the healthcare organization as a whole. The healthcare system may include hospitals, clinics, long-term care facilities, and more. For now, your boss has asked you to develop a draft of this paper for the hospital personnel only; in the future, there may be the potential to expand this for other facilities.
In order to complete the white paper, you will need to choose a hospital. You can choose one that you are familiar with or create an imaginary one. Hospitals vary in size, location, and focus.
Becker’s Hospital Review
has an excellent .
How to Start, Run and Manage a Hospital Successfully by Dr.Mahboob ali khan Phd Healthcare consultant
The purpose of this paper is to give a brief outline of the pre-planning and strategic thinking in which an entrepreneur might consider before investing in or starting up a new hospital in the developing world.
There are numerous examples of hospital startups that were ill-conceived or poorly planned and have resulted in either a hospital that was partially constructed and abandoned or were completed and within two years failed in profitability and now sit idle. Other examples exist of underperforming assets. What went wrong? What could the investors have done to decrease their investment risk and increase the chances of the hospital being successful?Globalization of Healthcare.
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Healthcare Finance and Business Plan Thesis Paper.pdf
1. Assignment: Healthcare Finance and Business Plan Thesis Paper
Assignment: Healthcare Finance and Business Plan Thesis Paper ON Assignment:
Healthcare Finance and Business Plan Thesis PaperUsing the case study for Shasta
Outpatient Clinics, you will create a cost-benefit analysis (CBA). The Shasta Clinic leadership
is trying to determine whether a staffing enhancement of a physician extender is needed in
all three of their clinics or in only one or two of them. By applying the concepts of CBA, you
will make a recommendation and present it in a business plan that identifies your
recommendation for the physician extender. You will assess fixed costs (FC), variable costs
(VC), and total costs (TC). The Assignment will give you experience creating a business case
that you can use as a healthcare manager to state your case with sound financial
principles.The Assignment: (1- to 2-page Business Plan and Excel Sheet)To complete this
Assignment, you will:Complete a cost-benefit analysis (CBA) using the Shasta Family
Practice case study.Prepare a 1- to 2-page Business Plan that you will submit to the Shasta
Vice President Dr. Rudy Mason that synthesizes your CBA results.Part I. The CBA (1-page
Excel spreadsheet)Download the Shasta Family Practice spreadsheet (in the Learning
Resources)Using the data provided in the Shasta Family Practice case study, insert the fixed
and variable costs associated with each physician extender alternative into the spreadsheet.
The data will be entered into the cells shaded green. Do not enter data in the cells shaded in
pink.The spreadsheet will automatically calculate annual costs. Once you have your cost
results, you will be able to propose the physician extender plan that will provide the most
cost benefit for the three outpatient clinics.Save your results in the Excel spreadsheet for
submission. Assignment: Healthcare Finance and Business Plan Thesis PaperPart II.
Business Plan (2–3 pages)In order to communicate your results, you will prepare a
professional business plan for delivery to Dr. Rudy Mason, Vice President of the Shasta
Family Practice. You will prepare a Business Plan that addresses the following:Explain the
concept of using a physician extender and the two types of extenders.Provide a brief
description of the services of each clinic.Identify the purpose and assumptions associated
with a cost-benefit analysis (CBA)Share why a CBA was appropriate for determining the
physician extender alternative.Identify the FC, VC, and TC for an Outpatient Surgery
Center.Identify the FC, VC, and TC for an Internal Medicine Center.Identify the FC, VC, and
TC for an Eldercare Clinic.Explain which physician extender alternative provides the most
cost-benefit given the CBA results for each clinic.Explain and your recommendations for
assessing the clinical and financial outcomes.Make sure to follow APA guidelines for your
business plan format and your business plan with
2. references.case_shasta_faculty_practice_5_cost.docxspreadsheet.xlsxUnformatted
Attachment PreviewCASE SHASTA FACULTY PRACTICE 5 COST–BENEFIT ANALYSIS
SHASTA FACULTY PRACTICE (the Practice) is the not-for-profit corporation that controls
the clinical operations of the medical faculty of Shasta University. The Practice provides all
physician services for Shasta Health System (the System), which consists of six hospitals
plus ing services that, in total, provide the entire continuum of care. The main inpatient
facility is a 650-bed tertiary care academic medical center, although the System also owns
two rural 50-bed hospitals, a 125-bed community hospital, and a 250-bed long-term care
facility. In addition, the System owns multiple outpatient clinics and has established joint
ventures with several other outpatient providers. The Practice’s vice president for
outpatient services, Dr. Rudy Mason, is exploring the use of physician extenders in the
clinics to enhance physician productivity and, ultimately, the Practice’s profitability. In
recent years, the role of physician extenders has evolved to the point where they, for
example, can perform more than 80 percent of primary care physicians’ patient care duties.
They take medical histories; perform physical examinations; diagnose and treat illnesses;
order and interpret laboratory tests; and, in most situations, prescribe medications. The
term physician extender remains widely used, but other terms are used to refer to physician
extenders, such as advanced practice professionals, midlevel providers, and non physician
providers. The use of extenders allows physicians to treat more and higher-acuity patients,
expediting patient flow and increasing revenues. Assignment: Healthcare Finance and
Business Plan Thesis PaperIn addition, because compensation for physician extenders is
less than that for physicians, costs per patient visit can be lowered. Aside from the obvious
productivity and economic benefits, studies indicate that patient satisfaction improves
when physician extenders are used. In essence, they are willing (and often able) to spend
more time with each patient than physicians usually do. This extra attention typically
results in better quality of care (real or perceived) and higher patient satisfaction. However,
as the role of physician extenders expanded, it was inevitable that some conflicts would
arise. The increasing recognition by third-party payers that extenders are as acceptable as
physicians in providing many services means extenders are a potential source of direct
competition for physicians. Still, physicians at many solo and group practices are using
extenders to supplement and complement their work. Adding to the extender-use trend,
predicted shortages in primary care physicians (roughly 65,000 by 2025, according to the
Association of American Medical Colleges) means that extenders will have to fill the
physician void to prevent reduced access to primary care. The two main types of physician
extenders are advanced registered nurse practitioners (NPs) and physician assistants (PAs).
Although NPs and PAs often perform similar tasks, their training and certification
requirements differ. NPs must be licensed in the state in which they practice. To acquire
such licensure, an individual must be licensed as a registered nurse, meet additional
education and practicum requirements that historically led to a master’s degree, and pass a
national certification examination in one of several specialized areas. Now, however, most
nursing schools that offer nurse practitioner education are transitioning to programs that
lead to doctor of nursing practice (DNP) degrees. This trend has created an expectation that,
at some future date, the DNP degree will become a requirement for certification. (For more
3. information on NPs, see the website of the American Association of Nurse Practitioners at
www.aanp.org.) PAs must graduate from an accredited physician assistant educational
program and then obtain certification by the National Commission on Certification of
Physician Assistants. The educational training for a PA is similar to that of a physician but is
much shorter—historically only two years.PA programs traditionally offered either
associate or bachelor’s degrees, but most programs today are at the master’s level. (For
more information on PAs, see the website of the American Academy of Physician Assistants
at www.aapa.org.) Although it may appear that NPs and PAs are perfect substitutes for one
another, the differences in educational background create differences in philosophies of
care. Because NPs follow the nursing model of care, which focuses on health education and
counseling as well as disease prevention, they typically have a special concern for the
overall health and welfare of patients. PAs, on the other hand, generally follow the medical
model of care, which focuses on diagnosis and treatment. Of course, these are
generalizations that do not necessarily apply to specific individuals. Although most NPs and
PAs practice in primary care settings, others specialize in such areas as dermatology,
pediatrics, geriatrics, anesthesiology, surgery, and emergency medicine. The practice status
of physician extenders has been, in large part, driven by state law. Historically, some states
allowed NPs to practice independently, while others mandated some physician involvement
(collaborative or supervisory). With PAs, most states required that a physician be physically
present (or electronically available) when a PA treats a patient. In addition, many states
allowed NPs to prescribe all medications independent of physician supervision, while the
ability of PAs to prescribe medications was much more limited. However, the Balanced
Budget Act of 1997 removed many of the limitations imposed by individual states. Today,
both NPs and PAs are allowed to practice without the immediate availability of a
supervising physician. Note, however, that NPs are allowed to practice under their own
licenses, while PAs must practice under the license of a physician. The reimbursement of
physician extenders, like all reimbursement for healthcare services, is complicated by the
fact that many different third-party payers use different payment methodologies. For the
purposes of this case, assume that all payers use the same system as Medicare, which
recognizes several different situations in which extenders provide services. In general,
Medicare pays extenders in all settings 85 percent of the physician’s fee schedule. Thus, if an
extender provided a service that would result in a $100 payment to a physician, the
payment would be $85. However, there are two important exceptions to this rule. First, if
the extender and physician both see the patient during an office visit, the combined work of
both the extender and physician is reimbursed at 100 percent of the physician fee schedule.
But if the patient service is a procedure (as opposed to a visit) and the work is done
primarily by the extender, the 85 percent rule applies. Second, extenders are paid at a 100
percent rate if the service provided is “incident to” a previous visit or service provided by a
physician. This provision requires that the physician be physically on-site and that the
service provided by the extender be related to a diagnosis made earlier by a physician. Note
that incident-to billing only applies to services provided in offices and clinics as opposed to
services provided in hospitals. In effect, these rules mean that most extender billings in
offices and clinics are at the 100 percent rate, so average extender reimbursement falls
4. closer to 100 percent than to 85 percent of the physician rate. Assignment: Healthcare
Finance and Business Plan Thesis PaperThe effect of extenders on physician costs and
revenues is highly variable. After some acclimation time, which is required for the extender
to become fully productive, several financial effects are realized. First, the physician
becomes more productive (sees more patients) because the extender can provide the
service for a portion of the visit that is billed by the physician. On average nationwide, this
increase in the number of billed visits by the physician is estimated to be 10 to 15 percent.
Second, the physician’s average reimbursement amount increases because the extender is
handling the less complex cases. The national average impact on physician billing amount is
estimated to be 5 to 10 percent. Finally, the extender can see patients independently and
bill for those services. On average, extenders see 10 to 20 percent fewer patients than do
physicians. In addition, because some of these visits are joint with the physician and billed
by the physician, the extender can bill only for the remaining visits, which represent 85 to
90 percent of the visits. Of course, the extent to which these synergies are realized depends
on demand (volume). The greater the demand for physician services, the faster an extender
can become fully productive and the greater the impact on physician productivity and
reimbursement amounts. At this time, the Practice does not use extenders. However, Dr.
Mason believes that extenders can play an important role in many, if not all, of the Practice’s
clinics. As a start, three clinics have been identified for evaluation: the outpatient surgery
preoperative and postoperative clinic, the internal medicine (family practice) clinic, and the
eldercare clinic. Dr. Mason then developed the selected data regarding each clinic’s
physician staffing, productivity, revenues, and costs (shown in exhibit 5.1). For example, the
preoperative and postoperative clinic has 2.5 physician FTEs (full-time equivalents) who
handle 7,560 patient visits annually, which generate $842,481 of revenue (collections).
Annual compensation for the physician FTEs totals $485,000. You have been hired as a
consultant by the Practice to look into the use of physician extenders. Specifically, Dr. Mason
has asked you (1) to estimate the financial impact of using one physician extender at each of
the three clinics and (2) to recommend the type of extender that is most appropriate for
each setting. These tasks are not trivial and might require assumptions and information to
supplement the data presented in the case. As a start, you conclude that the national
financial impact data presented earlier must be modified to reflect the actual impact on
physician productivity in the three settings. Next, you plan to estimate how many additional
visits might be generated at each clinic if one extender is employed. Then, the impact on
costs and revenues must be examined. Of course, it might be possible to use an extender to
reduce the number of physician FTEs rather than to increase volume.This outcome should
be explored if appropriate. Regarding physician extender costs, annual compensation for
both NPs and PAs falls into the $80,000 to $100,000 range, depending on geographic
location, clinical setting, and work experience. One of the keys to the analysis is an estimate
of the volumes that could be realized at each clinic should an extender be added.
Unfortunately, Dr. Mason has only anecdotal evidence (office watercooler speculation) on
future demand. The best estimate is that patient volume at the preoperative and
postoperative clinic is increasing at a 15 percent annual rate as outpatient surgery volume
increases. The situation at the internal medicine clinic is quite different. There is a several-
5. month backlog in scheduling, and hence a physician extender could be fully used in a
relatively short time. Finally, volume at the eldercare clinic has been sporadic and growing
very slowly, so there is some doubt about whether another clinician is needed at this time.
Dr. Mason recognizes that you are working with a minimum amount of hard data. Thus, you
must very clearly express and the assumptions used in your analysis. Model CASE 5
SHASTA FACULTY PRACTICE: Cost-Benefit Analysis Copyright 2018 Foundation of the
American College of Healthcare Executives. Not for sale. Model with Questions, Student
Version This case analyzes the use of physician extenders in three settings: an outpatient
surgery preoperative and postoperative clinic, an internal medicine (family practice) clinic,
and an eldercare clinic. The model is designed to focus on one setting at a time. Thus, each
clinic has to be analyzed independently. The model consists of a complete base case
analysis–no changes need to be made to the existing MODEL-GENERATED DATA section.
However, values in the INPUT DATA section of the student spreadsheet have been replaced
by zeros. Students must select appropriate input values and enter them into the cells with
values colored red. After this is done, any error cells will be corrected and the base case
solution will appear. The KEY OUTPUT section includes the most important output from the
MODEL-GENERATED DATA section. Outpatient Surgery Preoperative and Postperative
Clinic INPUT DATA: KEY OUTPUT: Clinic Data: Number of days per year Number of visits
annually Number of physician FTEs Physician costs Physician revenues Cost, Productivity,
and Reimbursement Assumptions: Assumed total volume increase Extender annual
compensation Extender assists physician: Physician productivity gain Physician billing gain
Extender replaces physician: 0 0 0.00 $0 $0 Historical Using one extender to* Assist/work
alone Replace one phys.Act independently Expected volume** Maximum Volume 0 #DIV/0!
#DIV/0! #DIV/0! 0 *Assumes historical physician productivity **Assumes physician
productivity increases can handle hig 0.0% (Assumed total increase in clinic volume) $0
0.0% (Increase in number of physician billings due to extender) 0.0% (Increase in physician
billing amount due to extender) Page 1 Extender productivity Extender reimbursement %
Assists/works alone mix Model 0.0% (Extender visits as a percentage of average physician
volu 0.0% (Percentage of physician reimbursement paid to extender) 0.0% (100% = used
only to assist physician; 0% = used only to w in-between indicate mix of both roles)
MODEL-GENERATED DATA: Current (Historical) Situation Baseline physician revenues
Baseline physician costs Contribution $0 0 $0 Using One Extender to Both Increase
Physician Productivity and Bill Separately (Assumes Historical Physici as Enhanced by Exte
Baseline physician revenues $0 Incremental physician revenues #DIV/0! Extender revenues
#DIV/0! Total revenues #DIV/0! Baseline physician costs $0 Extender costs 0 Total costs $0
Contribution #DIV/0! Change from historical: Dollar change Percentage change #DIV/0!
#DIV/0! Using One Extender to Replace One Physician (Assumes Historical Physician
Productivity) Baseline physician revenues Incremental physician revenues Extender
revenues Total revenues Baseline physician costs Incremental physician costs Extender
costs Total costs Contribution $0 #DIV/0! #DIV/0! #DIV/0! $0 #DIV/0! 0 #DIV/0! #DIV/0!
Change from historical: Dollar change Percentage change #DIV/0! #DIV/0! Page 2 Model
Adding One Extender to Practice Independently (Assumes Initial Physician Productivity)
Baseline physician revenues Extender revenues Total revenues Baseline physician costs
6. Extender costs Total costs Contribution $0 #DIV/0! #DIV/0! $0 0 $0 #DIV/0! Change from
historical: Dollar change Percentage change #DIV/0! #DIV/0! Volume Growth Without
Using Extenders (Assumes that Physicians Can Increase Productivity to Meet Inc Baseline
physician revenues Incremental physician revenues Total revenues Baseline physician costs
Contribution Change from historical: Dollar change Percentage change $0 0 $0 0 $0 $0
#DIV/0! Page 3 Model 12/1/2017 ves. Not for sale. nt surgery c, and an eldercare clinic. o be
analyzed made to the existing tion of the student ut values and enter be corrected and
important output Contribution $0 #DIV/0! #DIV/0! #DIV/0! $0 Dollar Change #DIV/0!
#DIV/0! #DIV/0! $0 Percentage Change from Historical #DIV/0! #DIV/0! #DIV/0! #DIV/0!
productivity vity increases can handle higher volume nic volume) an billings due to
extender) mount due to extender) Page 4 Model Page 5 Model ase Productivity to Meet
Increased Volume) END Page 6 Question 1 Describe the differences between nurse
practitioners and physician Question 2 Consider the Outpatient Surgery Preoperative and
Postoperative Clinic. a. What type of extender is most suitable for this clinic? Justify your
answer. b. Assume that one extender is hired and that the number of physicians remains at
the level given in exhibit 5.1. Furthermore, the extender can be used both to increase
physician productivity and to increase volume. What would be the financial effect on the
clinic? c. Now repeat the analysis, but assume that the extender replaces one physician. d.
Repeat the analysis again, but now assume that the extender is used solely to increase the
clinic’s capacity. (The extender acts independently to increase patient volume.) e. Which of
the three scenarios (increasing physician productivity/capacity, replacing a physician only,
or increasing capacity only) appears to be best at this point? f. Suppose that the expected
volume increase could be met by increasing the productivity of the current physician staff.
How would this fact influence the final decision? increase eplacing Question 3 Consider the
Internal Medicine Clinic. Repeat Question 2 in this setting. Question 4 Consider the
Eldercare Clinic. Repeat Question 2 in this setting. Question 5 Compare the relative
attractiveness of using extenders at the three clinics. Explain your results. Question 6
Considering all your findings, what are your conclusions and recommendations regarding
the use of physician extenders? Question 7 In your opinion, what are three key learning
points from this case. Assignment: Healthcare Finance and Business Plan Thesis Paper