Attracting and Retaining Physicians in Academic Medical Groups Requires New Sources of Revenue
|
|
- Benedict Jones
- 8 years ago
- Views:
Transcription
1 Academic Medicine Attracting and Retaining Physicians in Academic Medical Groups Requires New Sources of Revenue By Jeffry Peters A colleague asked William Mazzei, MD, medical director of perioperative services at the University of California-San Diego, how his academic medical group generated new sources of revenue. Mazzei smiled wryly and said, I think some have taken to panhandling. While Mazzei s tongue-in-cheek response deserves a laugh, it also reflects a troubling reality: academic medical groups are worried about financial viability and outmigration of physicians. As a result, they are searching for new ways to generate revenue and attract and retain quality physicians, say the authors of an article in the March/April issue of Health Affairs. 1 Academic medical groups have always had complex, multiple missions: teaching, advanced clinical practice and research. Now, however, shifting social, economic, regulatory and technological demands complicate academic medical group decision making. How can each of these missions continue to receive support? The fate of academic medical groups One of the most formidable crises facing academic medical groups involves physician resources. Medical centers are increasingly losing academic physicians to the greener, more lucrative pastures of private practice. Fresh out of residencies and burdened with debt, younger physicians are reluctant to commit to the lower-paying and sometimes bureaucratic environment of academic medicine. From a purely financial viewpoint, the reasons are easy to understand. Academic medical groups simply can t compete with private practices regarding compensation. This is especially true in high-demand specialties and subspecialties, such as anesthesia, cardiology, interventional radiology, obstetrics and gynecology and orthopedics. The differences in compensation are dramatic. For example, trauma surgeons make $263,059 annually in academic practice and $315,100 in private practice, IN THIS ARTICLE Look at some successful strategies and case studies for increasing revenue at academic medical centers. according to Medical Group Management Association (MGMA) statistics. Meanwhile, ob/gyns make $191,082 annually in academic environments, versus $237,191 in private practice. Overall, academic family care physicians make $140,944 annually, compared to $152,478 made by private family practice physicians. As a result, academic medical practices are searching for new sources of revenue that go beyond professional fees and other traditional sources, such as philanthropy, funding of chairs and research grants from entities such as the National Institutes of Health. Current revenue diversification trends involve ventures such as ambulatory surgery centers, freestanding diagnostic centers and cancer treatment centers. Academic physician groups benefit from such ventures through technical fees with 25 percent returns on investment, as well as professional fees. Here s a case example that describes how an academic medical group can join forces with a medical center: Challenge: Diagnostic, invasive radiologists typically make $285,325 annually in academic practice and $428,582 in private practice. Given these statistics, the department of radiology at a leading northeastern medical center became motivated to increase radiologist compensation as a means of retaining and attracting physicians to the group. Strategy: In response to long wait times for imaging services and capacity constraints at the hospital, the radiology faculty group approached the hospital about 28 JANUARY FEBRUARY 2006 THE PHYSICIAN EXECUTIVE
2 developing a freestanding, off-campus CT center. The hospital declined the joint venture offer and allowed the radiologists to own and operate the center and share the hospital s scheduling system and other infrastructure/management services. For example, a patient who calls for an appointment is scheduled for an exam either at the hospital or at the freestanding diagnostic center, depending on which location is most convenient for the patient. Results: Having achieved profitability after two years in operation, the off-campus CT center is able to supplement the radiologists salaries, invest in new equipment and reimburse the hospital for support services. The strategy was a winwin situation for the hospital, the radiology group and the patients who benefit from more convenient services and shorter wait times. Unfortunately, not all joint ventures reach this level of success. How can academic medical groups avoid the problems that have plagued many revenue-generating ventures? They would be wise to consider these steps: Work with physician and hospital leadership to build organizational support around the imperative of generating new sources of revenue. Offer physicians and executives well-illustrated data from objective sources such as the Medical Group Management Association (MGMA) and the American Association of Medical Colleges (AAMC). Explain and invite physicians and executives to discuss gaps in revenue, government funding and increases in malpractice premiums and costs. Find and publicly announce an internal physician champion. A colleague asked William Mazzei, MD, medical director of perioperative services at the University of California-San Diego, how his academic medical group generated new sources of revenue. Mazzei smiled wryly and said, I think some have taken to panhandling. Give the physician champion support through well-trained staff members who can evaluate markets, build proformas, develop implementation plans and secure capital. Here s another case study that describes how an academic medical group put these recommendations into place and bridged a rift with the medical center. Challenge: Since 1999, executives at 450-member, Omaha-based University Medical Associates (UMA) have sought alternative revenue sources to offset the disparity between compensation offered by the academic medical group and private practice. UMA sets compensation targets for its physicians based on the 75th percentile of the MGMA Academic Practice and Compensation Production Survey. THE PHYSICIAN EXECUTIVE JANUARY FEBRUARY
3 According to the 2004 survey, UMA s target compensation for gastroenterologists is $179,000. But, private gastroenterologists in the Omaha area earn more than $600,000 annually. Without access to ancillary revenues, our physicians could work in clinic six days a week, 15 hours a day and never come close to the kind of income they could realize in private practice, says Cory Shaw, chief administrative officer of UMA. Similar scenarios were found in cardiology, neurology, primary care and oncology. While hard-core academicians dug in and stayed with the academic medical group, recruitment and retention of other physicians was troubled. The academic group needed new sources of clinical income to offset the lure of private practice salaries. Strategy: UMA decided to forge a partnership strategy to create an outpatient cancer center on the west side of Omaha. While hospital executives were initially cool to the planned venture, their thinking shifted over time due in large part to the confidence of medical group leadership. When it became clear that we were committed to moving ahead with this strategically important project, they chose to partner with us, says Shaw. Results: To relieve capacity issues at the main campus in central Omaha, the medical center now plans to build an inpatient hospital and medical office building on the same site occupied by the 80,000-squarefoot cancer center. Both parties are committed to partnering together with private physicians in the Omaha market to develop the new medical campus. Through these discussions with Nebraska Medical Center we have collectively reached an understanding about how to achieve meaningful alignment between hospital, academic and private physician practices. We are excited about the future of our partnership, Shaw adds. UMA is meeting its goals by giving physicians a new source of revenue while motivating the hospital to deliver services in an area where it had low market share. However, little would have happened without UMA s vision and determination to build the cancer center. Having developed its own sources of capital, UMA had the ability to move independently of the medical center, but recognized the importance of both groups working together. In the end, UMA s commitment worked to the benefit of both parties. In contrast to the success achieved at UMA, an academic medical group in the Midwest has yet to reach a comparable state of partnership. The academic medical group hoped to develop an ambulatory diagnostic treatment center offering ambulatory surgery, CT and MRI. However, despite support from the vice chair of radiology and the chief operating officer of the medical group, as well as two full years of discussion, the project has yet to win approval. The chair of anesthesia feared the venture would precipitate physician disloyalty to the medical center. Meanwhile, the chair of radiology worried that even if the center were to generate high rates of return, it could jeopardize hospital funding of future multi-million dollar equipment purchases. The medical center is reviewing a more modestly scaled joint venture imaging project, but political hurdles remain. Total Median Compensation* Academic Private Practice Anesthesia $240, $317,481 Cardiology-Inv-Int $239, $439,221 Internal Medicine $135, $159,252 OB/Gyn - Gen $191, $237,191 Interventional Radiology $285, $428,582 Orthopedic Surgery $250, $385,000 Trauma Surgeon $263, $315,100 *Source: MGMA Academic Practice Compensation and Production Survey for Faculty and Management, 2005 Report based on 2004 data 30 JANUARY FEBRUARY 2006 THE PHYSICIAN EXECUTIVE
4 One of the most formidable crises facing academic medical groups involves physician resources. This case illustrates two points: 1. The need to recruit a strong physician champion. Rely on that individual s interpersonal skills, experience and credibility to build consensus among formal and informal medical group leadership. This group typically comprises deans, chairs and high-profile physicians. 2. The need to exercise patience, remaining aware of the complex political and financial conflicts that often arise between medical centers and faculty plans. At the same time, it s important to help medical center executives and board members understand why a new revenue-generating project is so essential. The key argument: without a strong faculty, the medical center faces financial failure, as well as failure in its core missions of teaching, clinical practice and research. Paying for performance A growing number of health plans and academic medical groups have initiated pay-for-performance program plans to address gaps in compensation. Consider this example: Challenge: Motivated to continue to improve patient care and boost revenues due to declining reimbursement, the Physician s Organization at Boston Children s Hospital initiated a pay-for-performance program with Blue Cross and Blue Shield of Massachusetts (BCBSMA). While a pay-for-performance agreement is typically initiated by a health plan, BCBSMA was excited by the prospect of working with a prestigious pediatric medical center and physician group that demonstrated a flair for identifying new clinical opportunities. Strategy: The medical group and hospital researched diagnosis-related groups across varied specialties, choosing those that would most likely influence physician behavior and enhance the quality of patient care across a broad range of specialties. The medical group decided to focus on asthma, computer order entry and patient safety, as well as reductions in post-surgical infections. Anticipated Results: If both the physician group and the hospital meet identified targets and reduce costs, they will each receive incentives above standard payment rates. In the interest of reinforcing physician involvement, physicians will receive a higher percentage than the hospital. Although the specific amounts of these bonuses remain confidential, The opportunities are significant, says Irene Paresky, chief operating officer of the Physician s Organization at Children s Hospital, Inc. Implications: Never easy to implement and monitor, these programs require strong data-tracking mechanisms and data management systems. Both the medical center and medical group must commit to tracking data, which calls for additional financial investment. Physicians, in turn, must identify diagnoses that provide opportunities for continued improvement, then develop achievable targets. Although the concept of pay for performance is relatively new, there is reason to be optimistic. The collaborative approach between our health plan, hospitals and physicians offers significant opportunities to improve the health care experience of every member and to provide cost-effective care, says Deb Devaux, senior vice president of provider contracting at BCBSMA. A similar scenario is taking place at a leading academic medical center in the South that established hospital financial targets, such as net income, as well as quality targets, such as administration of antibiotics, reduction in medication errors and patient satisfaction. When the medical center meets its financial and quality targets, it gives 25 percent of the bottom line to the academic medical group. The dean of the medical group can use these unrestricted funds to support programs such as recruitment of subspecialty faculty or early stage research. THE PHYSICIAN EXECUTIVE JANUARY FEBRUARY
5 New avenues Other methods of revenue generation will undoubtedly surface in the years ahead. The Department of Orthopedics at the University of Florida in Gainesville has already benefited from commercial research. In the early 1990s, department leaders established a framework to develop a tissue bank with an outside partnership. When the company realized its financial goals and went public, the department used proceeds from the initial public offering to create a freestanding sports medicine and orthopedic center. In the same way, the Medical College of Georgia has created a business incubator called the Life Sciences Business Development Center. The Center provides space, equipment, access to campus resources and business advice. Each new business is paired with a mentor and group of advisors who grow the business with the goal of developing products or services that satisfy unmet needs and generate return to investors. On the East Coast, Harvard University, Harvard Medical School and seven affiliated hospitals have formed the Harvard Biomedical Community to manage technology licensing, industry-sponsored research and material transfer agreements. The group s Web site fosters access to Harvard biomedical technologies and materials, which are managed by the Office of Technology Licensing at Harvard Medical School. Lessons learned Here are just some of the lessons learned in creating ventures that involve an academic medical group and medical center: Address medical center concerns about cannibalization of profitable services. Executives are justifiably worried that faculty will focus on services with high margins, leaving the hospital to provide services with little or no return. Make the case for partnership and a win-win scenario. The academic medical group must argue that the medical center depends on the faculty for its patients. If the medical center is unable to pay faculty salaries that compete favorably with those offered in private practice, the medical center is putting its future at risk. Focus on the benefits of improving patient satisfaction through faster and better service. Making services more accessible to patients benefits everyone. Be patient. It could take months, if not years, to develop a workable strategy that meets the needs of all parties. Address faculty fears. Physicians often assume that a medical center joint venture will force them into a productivity pressure cooker. They fear that a medical center s obsession with financial performance will detract them from their primary missions: teaching and research. Let them know that the medical center is committed to sustaining its reputation through strong programs in research and teaching. Find an entrepreneurial physician to launch the venture. This individual must have experience running a for-profit venture as well as a national track record in clinical research and teaching. He or she should also have the ability to build consensus and develop solid business plans. If the physician has gaps in knowledge, skill or experience, retain outside consultants to complete specific tasks and projects. Hire an executive with operations experience to run the venture. Look for someone who can build a patient- and physicianfocused service and run it at profit levels comparable to those realized in the private sector. As payer revenues and research funds decline, medical school deans will demand that department faculty focus on performance and sustain financial viability. Academic medical groups will come to view profitable clinical ventures not as financial band-aids, but as indispensable strategies in achieving the more traditional academic mission. Hopefully, the health care equivalent of panhandling will never have to occur. Jeffry Peters is president of Health Directions, LLC, consulting firm based in Chicago, Ill. He can be reached at or jpeters@healthdirections.com References 1. Pham, HH, Devers, KJ, May, JH, and Berenson, R. Financial Pressures Spur Physician Entrepreneurialism. Health Affairs, Vol. 23, Issue 2, March/April MGMA Academic Practice Compensation and Production Survey, 2005 Report Based on 2004 Data. 32 JANUARY FEBRUARY 2006 THE PHYSICIAN EXECUTIVE
Trends in Physician Compensation: Specialist Physician Growth Coupled with Primary Care Stagnation
Special Report: Trends in Physician Compensation: Specialist Physician Growth Coupled with Primary Care Stagnation Bruce A. Johnson, JD, MPA Physicians in the United States in virtually all medical and
More informationThe Mount Sinai Health System Is Formed to Provide Expanded Access to Primary, Specialty, and Ambulatory Care
The Mount Sinai Health System Is Formed to Provide Expanded Access to Primary, Specialty, and Ambulatory Care Seven Member Hospital Campuses and a Single Medical School Serve as Basis for Integrated Health
More informationSouthwestern Vermont Medical Center Operating Budget Fiscal Year 2016
Southwestern Vermont Medical Center Operating Budget Fiscal Year 2016 Southwestern Vermont Medical Center s (hereafter SVMC or Medical Center ) Operating Budget for Fiscal Year (hereafter FY ) 2016 has
More informationINTRODUCTION MEDICAL SCHOOL LANDSCAPE 5/13/2016. Introductions
Association of Chiefs and Leaders of General Internal Medicine 2016 Leon Hess Management Training and Leadership Institute Medical School Revenues and Budgeting Principles A discussion outlining the revenue
More informationThe. for DUKE MEDICINE. Duke University Health System. Strategic Goals
The for DUKE MEDICINE The (DUHS) was created by action of the Duke University Board of Trustees as a controlled affiliate corporation in 1998. Its purpose is to enable and enhance the mission of Duke University
More informationIssue Brief. Diversification or Specialization: Lessons From the Redesign of Orthopedic Surgery in Two Competing Hospitals
Berkeley center for health technology Issue Brief Diversification or Specialization: Lessons From the Redesign of Orthopedic Surgery in Two Competing Hospitals James C. Robinson and Richard Fessler Two
More informationWhy it is Cost Effective to Use a Physician Search Firm
January 2010 Why it is Cost Effective to Use a Physician Search Firm Guest Author: Thomas Grimes III, FACHE, retired CEO, Good Samaritan Community Healthcare, Puyallup, Washington. Tom currently leads
More informationBuilding the bottom line in employed physician networks
Building the bottom line in employed physician networks Greg Mertz, MBA, FACMPE, Managing Director, Physician Strategies Group, LLC, Virginia Beach, VA Shrinking margins, rising costs, and the specter
More informationA system of care for the people of Central New England
A system of care for the people of Central New England UMassMemorial Health Care 2 Best People. Best Care. Together, we make all the difference. UMass Memorial Health Care is the number one choice for
More informationRVU BASED PHYSICIAN COMPENSATION AND PRODUCTIVITY
RVU BASED PHYSICIAN COMPENSATION AND PRODUCTIVITY Ten Recommendations for Determining Physician Compensation/Productivity Through Relative Value Units 2011 Merritt Hawkins 5001 Statesman Drive Irving,
More information2013 Physician Inpatient/ Outpatient Revenue Survey
Physician Inpatient/ Outpatient Revenue Survey A survey showing net annual inpatient and outpatient revenue generated by physicians in various specialties on behalf of their affiliated hospitals Merritt
More informationViewpoints from Leading Healthcare Chief Information Officers
Viewpoints from Leading Healthcare Chief Information Officers Facts, Priorities, Salaries and Advice to Future CIOs April 2009 4 CityPlace Drive Suite 300 Saint Louis, Missouri 63141 800-209-8143 Fax 314-726-0026
More informationCreating the Healthy Hospital. The Demand for Physician Executives
LEADERSHIP LIBRARY Creating the Healthy Hospital The Demand for Physician Executives Written by: William Fulkerson Jr., M.D. Executive Vice President Duke University Health System Deedra L. Hartung, M.A.
More informationSurvey PRACTICE AND COMPENSATION EXPECTATIONS FOR PHYSICIAN ASSISTANTS. 800.780.3500 mdainc.com
Survey PRACTICE AND COMPENSATION EXPECTATIONS FOR PHYSICIAN ASSISTANTS 800.780.3500 mdainc.com Overview OBJECTIVE The objective of this survey was to collect and quantify practice and compensation expectations
More informationACCESS TO CARE IN CRISIS: PHYSICIANS IN SHORT SUPPLY
HANYS ACCESS TO CARE IN CRISIS: PHYSICIANS IN SHORT SUPPLY HANYS 2008 PHYSICIAN WORKFORCE SURVEY NOVEMBER 2008 ACCESS TO CARE IN CRISIS: PHYSICIANS IN SHORT SUPPLY HANYS 2008 PHYSICIAN WORKFORCE SURVEY
More informationReferral Strategies for Engaging Physicians
Referral Strategies for Engaging Physicians Cindy DeCoursin, MHSA, FACMPE Chief Operations Officer Richard Naftalis, MBA, MD, FAANS, FACS Chairman, Specialist Affairs Committee Pam Zippi, Director Marketing
More informationInvesting in the Robert C. Byrd Health Sciences Center Charleston Division
Investing in the Robert C. Byrd Health Sciences Center Charleston Division Robert C. Byrd Health Sciences Center Charleston Division: A State of Minds Charleston West Virginia s capital and largest population
More informationCenter for Advanced Health Care Strategic Plan. Tiber Group. Business Plan
Center for Advanced Health Care Strategic Plan Tiber Group Business Plan Contents I. Process Overview II. Business Concept III. Financial Projections a. Surgery Center b. Diagnostic Imaging Center IV.Overview
More information2002 Physician Inpatient/Outpatient Revenue Survey
2002 Physician Inpatient/Outpatient Revenue Survey INTRODUCTION: Merritt, Hawkins & Associates is a national physician search and consulting firm representing over 2,000 physician search engagements annually.
More informationINDUSTRY PERSPECTIVES. Chris McDonald, Regional Vice President, Delta Locum Tenens. As many talented physicians adopt locum
INDUSTRY PERSPECTIVES Locum Tenens Industry Growing; Where do You Stand on the Spectrum? Chris McDonald, Regional Vice President, Delta Locum Tenens the 2nd Quarter 2015 July 14 - June 15 According to
More informationINDUSTRY PERSPECTIVES
INDUSTRY PERSPECTIVES Behavioral Health: Staying ahead of the shortage As the demand for behavioral health professionals increases, facilities should consider what implications this may have on facility
More informationHIMSS Davies Enterprise Application --- COVER PAGE ---
HIMSS Davies Enterprise Application --- COVER PAGE --- Applicant Organization: Hawai i Pacific Health Organization s Address: 55 Merchant Street, 27 th Floor, Honolulu, Hawai i 96813 Submitter s Name:
More informationHow the Cost Center Mindset is Costing Hospitals Million$.
How the Cost Center Mindset is Costing Hospitals Million$. The way hospitals make a profit has changed.the way hospitals have responded to this change has not. According to Rick Jackson, Chairman and CEO
More informationBusiness of Academic Medicine
Business of Academic Medicine Bhagwan Satiani, MD, MBA, FACHE Director, FAME Faculty Leadership Institute Professor of Clinical Surgery Medical Director of Non-Invasive Vascular Laboratory President, Savvy
More informationMission Possible: Implementing econsult in the Los Angeles County Healthcare System
SEPTEMBER 2013 Mission Possible: Implementing econsult in the Los Angeles County Healthcare System INTRODUCTION With the full implementation of the Affordable Care Act fast approaching, providers are getting
More informationWho We Are Not-for-profit, comprehensive acute care medical system Part of the Adventist Health System 277-bed hospital in Daytona Beach 119-bed
Who We Are Not-for-profit, comprehensive acute care medical system Part of the Adventist Health System 277-bed hospital in Daytona Beach 119-bed hospital in Ormond Beach (Inpatient Rehabilitation) State-of-the-Art
More information2019 Healthcare That Works for All
2019 Healthcare That Works for All This paper is one of a series describing what a decade of successful change in healthcare could look like in 2019. Each paper focuses on one aspect of healthcare. To
More informationCancer Care Delivered Locally by Physicians You Know and Trust
West Florida Physician Office Building Johnson Ave. University Pkwy. Olive Road N. Davis Hwy. For more information on West Florida Cancer Center: 850-494-5404 2130 East Johnson Avenue Pensacola, Florida
More informationMGMA ACA Exchange Implementation Survey Report. May 2014
MGMA ACA Exchange Implementation Survey Report May 2014 Overview Medical Group Management Association (MGMA) conducted member research in April 2014 to better understand the impact of the Affordable Care
More informationA View From the Clinical Campus: A Partnership of an Academic Medical Center with an Integrated Delivery System
Focus On... Medical Education A View From the Clinical Campus: A Partnership of an Academic Medical Center with an Integrated Delivery System Nick W. Turkal, MD; Philip Farrell, MD, PhD; G. Edwin Howe
More informationB e l l i n. S c h o o l R a d i o l o g i c T e c h n o l o g y. Bellin Health School of Radiologic Technology. Bellin Health
B e l l i n Bellin Health School of Radiologic Technology S c h o o l o f R a d i o l o g i c T e c h n o l o g y The radiologic technologist is an essential The radiologic technologist is an essential
More informationAdministrative Director of Health Information Management Loyola University Health System Maywood, Illinois
Administrative Director of Health Information Management Loyola University Health System Maywood, Illinois Position Specification April 2015 Summary Loyola University Health System (LUHS) is seeking an
More informationThe professional development of physicians is a lifelong. Continuing Medical Education: A New Vision of the Professional Development of Physicians
A R T I C L E Continuing Medical Education: A New Vision of the Professional Development of Physicians Nancy L. Bennett, PhD, Dave A. Davis, MD, William E. Easterling, Jr., MD, Paul Friedmann, MD, Joseph
More informationAdvisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership.
Advisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership November, 2013 Project Focus and Methodology Project Focus This project
More information2010 Physician Sentiment Index Taking the Pulse of the Physician Community. athenahealth & Sermo February 2010
2010 Physician Sentiment Index Taking the Pulse of the Physician Community athenahealth & Sermo February 2010 Contents Introduction Methodology Key Insights Results Appendix 2 Introduction As the country
More informationFaculty Compensation Plan. Department of Family Medicine and Community Health. UMass Memorial Health Care/University of Massachusetts Medical School
Faculty Compensation Plan Department of Family Medicine and Community Health UMass Memorial Health Care/University of Massachusetts Medical School Faculty Compensation Plan Department of Family Medicine
More informationTO MEMBERS OF THE COMMITTEE ON HEALTH SERVICES: ACTION ITEM
Office of the President TO MEMBERS OF THE COMMITTEE ON HEALTH SERVICES: For Meeting of ACTION ITEM UCSD MEDICAL CENTER PARTICIPATION IN AMBULATORY SURGERY CENTER JOINT VENTURE, SAN DIEGO CAMPUS EXECUTIVE
More informationPhysicians on Hospital Boards: Time for New Approaches
February 1, 2011 Physicians on Hospital Boards: Time for New Approaches It s rule one of good governance: All members of a not forprofit governing board have a fiduciary responsibility to act in the best
More informationEmployed Physicians: Leadership Strategies for a Winning Organization
Employed Physicians: Leadership Strategies for a Winning Organization Ray Chorey Southeastern Ohio Regional Medical Center President and CEO Thomas Ferkovic SS&G Healthcare Managing Director Practice Comparison
More informationDisclaimer. Knowing Your Worth: Calculating Your Productivity. Definitions. Disclosure
Knowing Your Worth: Calculating Your Productivity PAOS 2012 Tricia Marriott, PA-C, MPAS AAPA Director Reimbursement Policy tmarriott@aapa.org @TriciaPAC on Twitter Disclaimer This presentation was current
More informationCareers in Medicine: The U.S. Approach to Career Planning in Medical School. George V. Richard, Ph.D. Director, Careers in Medicine Program
Careers in Medicine: The U.S. Approach to Career Planning in Medical School George V. Richard, Ph.D. Director, Careers in Medicine Program January 18, 2007 The Structure of U.S. Medical Education Baccalaureate
More informationAdvance Practice Provider (APP) Compensation Models: Promoting Team Based Care. Wayne M. Hartley, Vice President AMGA Consulting Services
Advance Practice Provider (APP) Compensation Models: Promoting Team Based Care Wayne M. Hartley, Vice President AMGA Consulting Services 1 Presentation Overview AMGA Survey Overview and Demographics APP
More informationDavid F. Torchiana, MD Chairman & CEO October 13, 2011
Overview of the MGPO David F. Torchiana, MD Chairman & CEO October 13, 2011 MGPO Organization and History MGPO: Massachusetts General Physicians Organization MGH 1811 Corporation MGH MGPO Formed in 1994
More informationAcademic Anesthesiology: Is It For Me. Lydia A. Conlay, M.D., Ph.D., M.B.A. Professor of Anesthesiology Baylor College of Medicine
Academic Anesthesiology: Is It For Me Lydia A. Conlay, M.D., Ph.D., M.B.A. Professor of Anesthesiology Baylor College of Medicine An Overview of Academic Medicine Benefits Challenges Salary Expectations
More informationGuidelines for Departmental Faculty Compensation Plans. University of Massachusetts Medical School & UMass Memorial Healthcare, Inc.
Guidelines for Departmental Faculty Compensation Plans University of Massachusetts Medical School & UMass Memorial Healthcare, Inc. September 12, 2008 1 I. INTRODUCTION The University of Massachusetts
More informationGlobal Lab for Innovation
Global Lab for Innovation Innovation Profile Acute Care Clinics These free-standing emergent and urgent care clinics treat patients for acute, but non-life threatening conditions, including conditions
More informationSTRATEGIC PLANNING AND SWOT ANALYSIS
CHAPTER 5 STRATEGIC PLANNING AND SWOT ANALYSIS I skate where the puck is going to be, not where it has been. Wayne Gretzky K e y Terms and Concepts Force field analysis SWOT analysis Excerpted from Essentials
More informationMedical School Economics: Challenges of Financing the Academic Mission
Joint Symposium of the Association of Academic Health Centers International, USA (AAHCI) and the Deutsche Hochschulmedizin Frankfurt, Germany June 20, 2014 Medical School Economics: Challenges of Financing
More informationDiagnostic Imaging Management
Diagnostic Imaging Management Frequently Asked Questions (FAQ) from Providers Updated August 1, 2013 Program Overview Q1. What is AIM Specialty Health SM (AIM)? A1. AIM Specialty Health SM (AIM) is a leading
More informationMAKING DOLLAR$ AND $ENSE
MAKING DOLLAR$ AND $ENSE FROM A CARDIAC ANESTHESIA PRACTICE Christopher A. Troianos, MD Professor and Chair of Anesthesiology Western Pennsylvania Hospital West Penn Allegheny Health System Western Campus
More informationThe 4 Pillars of Clinical Integration: A Flexible Model for Hospital- Physician Collaboration
The 4 Pillars of Clinical Integration: A Flexible Model for Hospital- Physician Collaboration Written by Daniel J. Marino, President & CEO, Health Directions November 14, 2012 Originally published by Becker
More informationEnhancing Physician Productivity in Physician Group Model
Physicians McKesson Business Performance Services Enhancing Physician Productivity in Physician Group Model A report by Keith Chew, CMPE, Senior Consultant The physician group model is undergoing radical
More informationInternal Medicine Residency Programs at Christiana Care
Internal Medicine Residency Programs at Christiana Care A Message from the Program Director Dear Future Colleague, I invite you to take a closer look at the Christiana Care Health System, one of America
More informationSummary of results from a clinical doctorate survey
Summary of results from a clinical doctorate survey Survey was conducted on-line using SurveyMonkey Survey was announced on February 23 via special AAPA e-news and link was posted on AAPA and PAEA web
More informationLong Term Disability Insurance FOR EMPLOYEES OF THE UNIVERSITY OF NEW MEXICO
Long Term Disability Insurance FOR EMPLOYEES OF THE UNIVERSITY OF NEW MEXICO Answers to your questions about coverage from Standard Insurance Company STANDARD INSURANCE COMPANY About This Booklet This
More informationCHAPTER 1: The Preceptor Role in Health Systems Management
CHAPTER 1: The Preceptor Role in Health Systems Management Throughout the nursing literature, the preceptor is described as a nurse who teaches, supports, counsels, coaches, evaluates, serves as role model
More informationCenter for Effective Organizations
Center for Effective Organizations WHO NEEDS MBAS IN HR? USC'S STRATEGIC HUMAN RESOURCE MANAGEMENT MBA CONCENTRATION CEO Publication G 98-10 (338) PAUL S. ADLER Marshall School of Business EDWARD E. LAWLER
More informationA Well-Run Physician Relations Program Is Critical to Hospital Growth Planning, Executing, and Sustaining Viable Programs
A Well-Run Physician Relations Program Is Critical to Hospital Growth Planning, Executing, and Sustaining Viable Programs by Kriss Barlow, Carolyn Merriman, and Nancy Vessell This article is used with
More informationNational Leadership Development Programs
National Development Programs For updates to this document, please email: old@aamc.org Last updated July 2010 2010 AAMC. May not be reproduced without permission 2 Association and Medical School Listings
More informationRx for practice management
Rx for practice management Spring 2015 Are you ready for the next step? The ins and outs of Stage 2 meaningful use Dissension in the ranks How to knock out physician conflicts Compensating providers for
More informationDavid Ramos, MD, MPH, FACC Managing Physician ColumbiaDoctors of the Hudson Valley
David Ramos, MD, MPH, FACC Managing Physician ColumbiaDoctors of the Hudson Valley The Changing Landscape of Medicine Changing Culture Demographics Income Terms and definitions RVUs, Restricted Covenants,
More information2010 Medical Staff Planning for Hospitals and Medical Groups
December 2009 2010 Medical Staff Planning for Hospitals and Medical Groups Physician recruitment remains a strategic priority for most hospitals and medical groups. Many hospitals use a medical staff plan
More informationMedical Staff Structure Information Paper
Structure Information Paper Overview As we approach the 21 st century, many health care entities have moved toward consolidation. Concurrently, medical staffs have come to the realization that they, too,
More informationVHA CENTRAL ATLANTIC COMPENSATION PLAN REDESIGN. Karin Chernoff Kaplan, AVA, Director, DGA Partners. January 5, 2012
VHA CENTRAL ATLANTIC COMPENSATION PLAN REDESIGN Karin Chernoff Kaplan, AVA, Director, DGA Partners January 5, 2012 AGENDA > Introduction and Trends in Physician Compensation > Compensation Plan Design
More informationCOMMUNITY HEALTH CARE REPORT May 2015
COMMUNITY HEALTH CARE REPORT May 2015 CONTACT Loretto Hospital Marketing & Communications Department 645 S. Central Avenue Chicago, IL 60644 Phone: (773) 626-4300; Fax: (773) 854-5542 Email: Marketing@lorettohospital.org
More informationHEALTH CARE DESIGNED AROUND You.
HEALTH CARE DESIGNED AROUND You. Health care designed around you means... Access to the best care {where you live and work. What does health care designed around you really mean? In a time when health
More informationdirection in the midst of uncertainty SCMA Presentation 2012
direction in the midst of uncertainty SCMA Presentation 2012 so where are we? force #1: the affordable care act STRATEGIC DIRECTIONS OF Coverage Delivery system reforms Payment reforms Transparency Health
More informationfull suite of anesthesia service
Improved efficiencies. Cost savings. Satisfied surgeons. full suite of anesthesia service EmCare Anesthesia Services delivers vision, leadership, sophistication, innovation. Hospital and health system
More informationBenchmark Best Practices: Departmental Leadership
A WHITE PAPER SERIES FROM THE COLLABORATIVE ON ACADEMIC CAREERS IN HIGHER EDUCATION (COACHE) Benchmark Best Practices: collaborative on academic careers in higher education This series of white papers
More informationFlorida Hospital and UCF Health Open a Gateway to Better Health in Lake Nona
MAY 2015 COVERING THE I-4 CORRIDOR Florida Hospital and UCF Health Open a Gateway to Better Health in Lake Nona Care that s wrapped around your patients A brand new medical gateway is now open in Lake
More informationThe Impact of the Affordable Care Act
The Impact of the Affordable Care Act on UC Irvine Health 2013 BUSINESS OFFICER INSTITUTE October 22, 2013 Terry A. Belmont Chief Executive Officer Associate Vice Chancellor for Medical Center Affairs
More informationOpportunities in Private Healthcare in the GCC Presented by: Ralph Foster II
Opportunities in Private Healthcare in the GCC Presented by: Ralph Foster II AHMC PROFILE AHMC is a private US company headquartered in Washington D.C. focused on the development and management of world-class
More informationNurse Credentialing: How to Impact Patient Outcomes in the Marketplace
Nurse Credentialing: How to Impact Patient Outcomes in the Marketplace Donna King, BSN, MBA, RN, NE-BC, FACHE Vice President, Clinical Operations/Chief Nurse Executive Overview... About Advocate Health
More informationValue-Based Programs. Blue Plans Improving Healthcare Quality and Affordability through Innovative Partnerships with Clinicians
Value-Based Programs Blue Plans Improving Healthcare Quality and Affordability through Innovative Partnerships with Clinicians Issue: U.S. healthcare spending exceeds $2.8 trillion annually. 1 With studies
More informationThe Role of an ACO in Managing a growing Economy
Are ACOs the Fix? The Latest Addition to the AHS Coding Corner It has been some time since I have added to the seven contributions already on the AHS website Coding Corner. The reason is because there
More informationUnitedHealth Premium SM
Physician s Commonly Asked Questions June 17, 2005 UnitedHealth Premium SM Designation Program 1. What is the UnitedHealth Premium designation program? The UnitedHealth Premium designation programs recognizes
More information09/10/15. Exploring Perioperative Nursing: The Outcome of an Innovative Partnership Between Academics and a Community Hospital. Today s Objectives
Exploring Perioperative Nursing: The Outcome of an Innovative Partnership Between Academics and a Community Hospital Session Number: C910 Presented to: 2015 ANCC National Magnet Conference Presented on:
More informationhttp://www.bls.gov/oco/ocos014.htm Medical and Health Services Managers
http://www.bls.gov/oco/ocos014.htm Medical and Health Services Managers * Nature of the Work * Training, Other Qualifications, and Advancement * Employment * Job Outlook * Projections Data * Earnings *
More informationAAPA ANNUAL SURVEY REPORT
2013 AAPA ANNUAL SURVEY REPORT PHYSICIAN ASSISTANTS AT A GLANCE HIGHLIGHTS OF THE MEDIAN AGE CLINICALLY PRACTICING PAS BY PRIMARY SPECIALTY PRACTICE SETTING Primary Care 32.0% Surgical Subspecialties 27.0%
More informationUtilizing Physician Extenders to Achieve Group Practice Initiatives
Utilizing Physician Extenders to Achieve Group Practice Initiatives Your presenters Debra Johansen, MBA, CMPE Chief Operating Administrator, HealthFirst Medical Group, Melbourne FL Richard Baney, Jr, MD,
More informationCornerstone Health Care s ACO Playbook. Grace E. Terrell, MD January 17, 2012
Cornerstone Health Care s ACO Playbook Grace E. Terrell, MD January 17, 2012 Mission: To be your medical home Vision: To be the model for physician-led health care in America Values: As a physician owned
More informationThe Health of Canada s Health Care System M D, M H A, C C F P, F C F P
The Health of Canada s Health Care System D r. Stewart Kennedy, M D, M H A, C C F P, F C F P E x ecutive Vice President, M edicine and Academics T hunder Bay Regional Health S c i ences Centre Biographical
More informationDid Medical Litigation Against Physicians Increase Hospital Inpatient Costs
Did Medical Litigation Against Physicians Increase Hospital Inpatient Costs Zeynal Karaca, Ph.D. Social & Scientific Systems, Inc. Herbert S. Wong, Ph.D. Agency for Healthcare Research and Quality Motivation?
More informationNortheastern University 2015 Medical Benefits
Northeastern University 2015 Medical Benefits Northeastern s 2015 Open Enrollment Effective Date: January 1, 2015 2015 Medical Plan Options Blue Choice New England Core POS Plan New Plan Blue Choice New
More informationHow To Become The Executive Director Of Galanen Nursing College
GALEN COLLEGE OF NURSING EXECUTIVE DIRECTOR OF TAMPA BAY, FLORIDA CAMPUS The Galen College of Nursing invites applications and nominations for the position of Executive Director Tampa Bay, Florida Campus.
More informationValue-Based Radiology
Value-Based Radiology An Imperative to Revolutionize Patient Care Executive Summary Introduction Radiology is one of the most strategic and expensive clinical functions in health care. Yet in today s fee-for-service
More informationShaping our Physician Workforce
Shaping our Physician Workforce Our Vision Every Nova Scotian should have access to a family doctor and other primary care providers. When Nova Scotians need to see a specialist, they should get the best
More informationAn online research study
Jackson & Coker Retirement Survey An online research study Tuesday, August 02, 2011 Physicians who have changed their plans to retire since the recession Slightly more than ½ of the physicians surveyed
More informationCOLLEGE OF PHARMACY The University of Tennessee Health Science Center Memphis Knoxville
ASSESSING THE VALUE OF SERVICES PROVIDED BY PHARMACY FACULTY ON A CONTRACTUAL BASIS THINK TANK COLLEGE OF PHARMACY The University of Tennessee Health Science Center Memphis Knoxville Page 1 FINAL REPORT
More informationExplore New Roads Gap Medical. May Insurance Broker Meeting September 2015
Explore New Roads Gap Medical May Insurance Broker Meeting September 2015 1 Why Explore New Roads? The New Road Marketplace changes Broker opportunities Customer needs Timely solutions ACA unfolding Shrinking
More informationASMBS Compensation and Practice Style Survey
ASMBS Compensation and Practice Style Survey Teresa LaMasters MD, FACS Medical Director Bariatric Surgery UnityPoint Clinic Weight Loss Specialists 6600 Westtown Parkway Suite 220 West Des Moines, IA 50266
More informationMETROWEST MEDICAL CENTER
(508) 650-7000 Framingham Union METROWEST MEDICAL CENTER 115 Lincoln Street (508) 383-1000 24-hour Emergency Department Care Community Healthcare Provider This healthcare network encompasses the entirety
More informationDisclosures. Tips for a Successful Job Search. Introduction. Introduction. Purpose. Format 10/16/2015
Tips for a Successful Job Search How to Evaluate Orthopaedic Practice Opportunities Disclosures I have no potential conflicts with this presentation Ryan M. Dopirak, M.D. Wisconsin Orthopaedic Society
More informationAdding Advanced Practice Providers to a Neurology Practice Four Perspectives By Amy Lindgren
Adding Advanced Practice Providers to a Neurology Practice Four Perspectives By Amy Lindgren If you could change your neurology practice to serve more patients more quickly, with no loss of care to those
More informationTHE DOCTOR CAN T SEE YOU NOW NEW YORK S PHYSICIAN SHORTAGE GROWS
THE DOCTOR CAN T SEE YOU NOW NEW YORK S PHYSICIAN SHORTAGE GROWS DECEMBER 2009 KEY FINDINGS HANYS 2009 Physician Advocacy Survey Physician retirements are offsetting recruitment, and little progress is
More informationEvolving UM SOM Clinical Practice as the Healthcare Environment Changes
Evolving UM SOM Clinical Practice as the Healthcare Environment Changes Introduction to the UM SOM Medical Service Plan This section will cover the following elements: 1. FPI creation, organization, and
More informationAmerican Board of Emergency Medicine. Executive Director Position Profile October 2009
American Board of Emergency Medicine Executive Director Position Profile October 2009 This profile provides information about the American Board of Emergency Medicine (ABEM) and the position of Executive
More informationOffice of Health Professions Education
Office of Health Professions Education Business Plan Kelly J. Caverzagie, MD Vice-President for Education Nebraska Medicine 986430 Nebraska Medical Center Omaha, NE 68198-6430 Mobile: 402-350-2058 Email:
More information11/24/2015. State of In-House Physician Recruitment
State of In-House Physician Recruitment Fall 2015 1 Industry Reports Overview Recruitment Processes Report Recruitment Benchmarking Report Physician Compensation, Benefits and Recruitment Incentives Report
More informationIHC Program June 25, 2006 MAKING NEW AND BETTER MISTAKES USING THE PAST AND PRESENT TO PREDICT THE FUTURE. Hypothetical
IHC Program June 25, 2006 MAKING NEW AND BETTER MISTAKES USING THE PAST AND PRESENT TO PREDICT THE FUTURE Hypothetical In 1979, Memorial Hospital, a nonprofit, IRC 501(c)(3) entity, was a 125-bed general
More information