Sherry Gentry, M.B.A., FACMPE, the new president of the American College of Medical Practice Executives (ACMPE), took time to share her vision of ACMPE and the state of group practice with MGM Journal editor Pamela L. Moore, Ph.D., and MGMA Communications Director Dennis L. Barnhardt, APR. Physician-administrator teams need to be at the heart of health care, she said.
Surgery centers have been accepted as a cost effective, patient friendly vehicle for delivery of quality ambulatory care. Hospitals and physician groups also have made them the vehicles for coming together. Surgery centers allow hospitals and physicians to align incentives and share benefits. It is one of the few types of health care businesses physicians can own without anti-fraud and abuse violation. As a result, many surgery center ventures are now jointly owned by hospitals and physician groups. This article outlines common structures that have been used successfully to allow both to own and govern surgery centers.
In the face of declining reimbursement, practices are under increasing pressure to control costs. This article reviews various methodologies to analyze expenses and identifies strategies to improve financial performance.
Operating losses are being suffered by academic and private health centers operating primary care practices. The MGMA Cost Survey: 1998 Report Based on 1997 Data reports hospital-owned primary care practices receive an average of $80,819 in financial support for operating costs per full-time equivalent physician. However, little research has been conducted on the factors contributing to the primary care deficit. Moreover, few studies exist regarding the quantification of the benefit of primary care. This presentation seeks to demonstrate (a) the factors contributing to the deficit of a primary care practice and (b) the quantification of primary care referrals to an academic health center.
Hospitals, health systems and physician practice management companies (PPMCs) that have acquired physician practices are losing millions of dollars a year on those practices. They wonder. "We're paying those physicians a lot of money. They should be highly motivated employees. Why aren't they?" Managing physicians with compensation is not enough. To manage physician groups well, all the interests and values of physicians must be addressed. Managing a physician group requires a management style that actively involves individual physicians. This article presents our insights into structuring the leadership and management of physician groups.
Understanding employees' values and considerations is important in undergoing major organizational change. This research provides an insight of the business and financial aspects vs. the human relations aspects of acquiring a medical group practice. The five employees interviewed in this analysis provide insight as to the factors that employees consider in resisting change. Considering how employees feel through communicating will have a significant impact on efficiency, effectiveness and turnover.
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