When Scharukh Jalisi, MD, a veteran head and neck surgeon at Boston Medical Center, took his son to a local emergency room for treatment of a broken arm, he was struck not only by the $6,000 price tag but by the inherent inefficiency of the system that provided his son’s care. He was convinced that there had to be a more efficient and cost-effective way to provide that care, so he started to research why a hospital visit for a simple fracture could cost so much money.
As the healthcare industry changes and more Americans become insured, the clinical roles of nurse practitioners (NPs) and physician assistants (PAs) have grown. While that growth is clearly a response to greater need, opinions about the shifting care paradigm are not universally shared.
Are you writing off all encounters and sending them to a collection agency after 90 days? If so, why?
Healthcare reform, competitive landscape up the ante for providers’ real estate strategies.
Too many doctors miss out on income because they fail to bill appropriately for critical care they provide their patients.
It is time to adopt a quality-driven incentive model for your group of providers. In the past, the relative value unit (RVU) model was a decent way to determine productivity, which was central to increasing income for a fee-for-service model. We are well on our way to a quality model, but we still have significant weight with the services being provided. You need your doctors to be able to identify what constitutes a high-income model for today — not yesterday’s service model and not tomorrow’s quality model.
With increasing pressures and demands of practicing medicine, it is difficult for physicians and practice administrators to find the time to pay attention to real estate and space issues. Behind staffing, real estate is often the top expense for physician practices and has potential to be either a major positive or negative in the eyes of the patient.