Orthopedic ancillary services: a guide to practice management
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Philadelphia [u.a.]
Saunders
2008
|
| Schriftenreihe: | Orthopedic clinics of North America
39,1 |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XII, 140 S. Ill. |
| ISBN: | 1416058168 9781416058168 |
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| adam_text | CONTENTS
Preface xi
Jack M. Bert
Ancillary Services Available to the Orthopedic Surgeon 1
Jack M. Bert
The delivery of high quality medical services is approaching a crisis situation in the
United States. As physician reimbursements decline and overhead increases, orthopedic
surgeons must seek additional sources of revenue to remain financially viable and
control the quality of medical care that they deliver. The orthopedic surgeon group is
well positioned to control its own service lines and deliver excellent patient care as a
result. This article reviews the possibilities of multiple types of ancillary service lines
available for the orthopedic group practice.
How to Perform a Feasibility Study and Market Analysis to Determine
if an Ancillary Service Makes Sense 5
Ken Brockman
A feasibility study as the name implies, is a study of the viability of a business venture.
The study is an analysis of the market potential of the new products or services to be
offered and investigates the primary issues related to the new business. This article
discusses the elements that are essential for a valid feasibility study.
Pros and Cons of the Ambulatory Surgery Center Joint Venture 11
Deborah Giannini
If a physician group has determined that it has a realistic patient base to establish an
ambulatory surgery center, it may be beneficial to consider a partner to share the costs
and risks of this new joint venture. Joint ventures can be a benefit or liability in the
establishment of an ambulatory surgery center. This article discusses the advantages and
disadvantages of a hospital physician-group joint venture.
Developing an Orthopedic Ambulatory Surgery Center 17
Daniel A. Buehler, Trenton R. Mattison, and Dana E. Mayberry
Although there are risks, the potential benefits should encourage one to consider
developing an orthopedic ambulatory surgery center (OASC). Patients should appreciate
the enhanced care they experience at a surgery center. The orthopedist can enjoy the
benefits of increased income, time savings, and productivity provided by the surgery
center. This article discusses the complex and time-consuming demands of developing
VOLUME 39 • NUMBER 1 • JANUARY 2008 v
the OASC, and having it operate efficiently. It points out how experts can assist in
developing and managing a highly efficient center, freeing the orthopedist to concentrate
on performing surgery in an environment that is clinically, financially, and personally
rewarding.
Financing and Cash Flow Management for the Medical Group Practice 27
Andrew J. Bert
The expansion of a medical group practice and the addition of ancillary services require
a substantial cash outlay. Obtaining proper financing to complete a successful expansion
is a process that takes time, and there are critical steps that must be followed. The
group s business objectives must be presented properly by developing a business plan
detailing the practice and goals associated with the desired expansion. This article
discusses some of the key elements that are essential in creating an overall effective
business plan for the group medical practice.
Gain-Sharing with the Hospital: What is Possible in the Current Legal
Environment 33
Paul M. Torgerson
This article focuses on the idea of gain-sharing, defined as engagement between the
hospitals and physician to create effective joint processes, common outcome measures,
joint accountability, and a sharing of results. Gain-sharing is a logical approach to
addressing fragmented care, cost containment, and improved clinical outcomes. In
particular, this article focuses on contracts under which a hospital or institutional
provider retains an independent clinic or physicians to tackle specific issues of service
line performance.
The Physician-Owned Imaging Center 37
Walter O Neill
The advent of advanced imaging modalities in the past 20 years represents a paradigm
shift as physicians seek new ways to offer earlier diagnosis and treatment and to
augment practice service and revenues. A physician-owned, office-based imaging
project has evolved from conventional X ray to more advanced imaging, which includes
MRI, CT, and other digital imaging methods. Orthopedic practices need to do a
thorough analysis to match the technology and type of unit to the patient volume and
prospective payment for the services rendered. This analysis should include under¬
standing the capability and limitations of the MRI or other imaging modality selected,
staffing, siting, and teleradiology interpretations. This article elucidates this general
trend in orthopedic imaging and examines practical aspects of the physician/practice-
owned imaging center.
The Physician-Owned Physical Therapy Department 49
Paul Duxbury
As the trend toward shrinking reimbursement for physician services continues, an
internal physical therapy clinic providing high-quality care and a source of additional
revenue presents an attractive opportunity. Internalization of physical therapy services
within the clinic as either an off-site or on-site entity can assure patient access to the
highest quality of rehabilitation services under the group s supervision and direction. It
vi CONTENTS
will contribute positively to creating patient loyalty to and confidence in their physician
and physical therapist. This article discusses the issues that are important to address in
creating a physician-owned physical therapy department.
The Physician-Owned Occupational Health Department 55
Robert B. Weeks
This article provides a process to evaluate the likelihood of establishing a financially
viable occupational medicine program (OMP), and discusses opportunities in which the
occupational medicine clinic can partner with employers to help them to reduce the
occurrence of work-related injuries and provide a safer work environment. Not all
germane topics are discussed—employers must address safety and ergonomic issues
within the workplace as well as those that a successful OMP is designed to address.
However, the OMP should be a readily available resource for any of these issues.
Common occupational challenges and opportunities also are examined.
The Physician-Owned Orthotic and Durable Medical Equipment Service 71
William A. Bolesta
In recent years, orthopedic practices have been forced to create internal ancillary profit
centers to help compensate for escalating operating expenses. Increased professional
liability premiums and health care costs, coupled with decreased reimbursements, have
made the development of these ancillary centers a necessity. Practices that assess and
incorporate sound business polices in developing the entity, monitor its progression, and
strive to enhance the overall offerings within the division will derive the most
profitability. By following a structured plan, practices can maximize revenue potential
and improve patient satisfaction and outcomes. This article describes how to construct
and follow such a plan.
Medical Opinions: The Physician-Owned Independent Medical Examination
Company 81
Stephanie Rozman, Victoria L. Rude, and Judy Polasky
This article discusses the factors that contribute to the success of an independent medical
examination company. It considers opportunity costs, the regulatory environment, the
assessment of the competition and the customer base, and marketing principles. It also
details the management expertise and the staff skill sets required for a successful
venture.
Legal Issues Affecting Ancillaries and Orthopedic Practice 89
David M. Glaser
The federal and state governments have imposed significant regulations on health care
generally and on ancillary services in particular. This article focuses on how state and
federal laws shape the ability of an orthopedic physician to offer ancillary services,
whether as an individual, through a group practice, or as part of a joint venture. It
focuses on how the Stark law, the Medicare anti-kickback statute, state anti-kickback,
fee-splitting provisions, certificate of need laws, and various Medicare billing and
supervision requirements impact the provision of ancillary services. It also briefly
discusses how physicians should prepare for and respond to government investigations.
CONTENTS vli
The Attack on Ancillary Service Providers at the Federal and State Level 103
Robert Cimasi
The health care delivery system in the United States has witnessed more dramatic
changes during the last decade than it had since the passage of Medicare. The managed
care revolution and changes in reimbursement for Medicare services have forced
providers to look for more efficient ways to provide services as well as for additional
sources of revenue- and margin-producing business. The move toward specialized
inpatient and outpatient facilities, often owned by physicians, is a natural reaction to
these significant changes. These developments have resulted a turf war between
physicians and hospitals over who should control these revenues.
Making the Electronic Medical Record Work for the Orthopedic Surgeon 123
Louis F. Mclntyre
This article explores the current reasons why orthopedic surgeons might consider the
adoption of an electronic medical record system in their practices today. The costs and
benefits as well as the barriers to implementation are discussed.
Putting It All Together: The Efficient, Profitable Orthopedic Practice 133
Jack M. Bert
In today s complex practice environment, the orthopedic surgeon is faced with multiple
stressful practice decisions. To achieve a surgeon s personal practice goals of quality of
care, quality of life, and improvement in quality of practice, the physician must commit
himself or herself to a certain amount of restructuring of his or her practice. This article
describes the elements necessary for successful restructuring.
Index 137
viii CONTENTS
|
| adam_txt |
CONTENTS
Preface xi
Jack M. Bert
Ancillary Services Available to the Orthopedic Surgeon 1
Jack M. Bert
The delivery of high quality medical services is approaching a crisis situation in the
United States. As physician reimbursements decline and overhead increases, orthopedic
surgeons must seek additional sources of revenue to remain financially viable and
control the quality of medical care that they deliver. The orthopedic surgeon group is
well positioned to control its own service lines and deliver excellent patient care as a
result. This article reviews the possibilities of multiple types of ancillary service lines
available for the orthopedic group practice.
How to Perform a Feasibility Study and Market Analysis to Determine
if an Ancillary Service Makes Sense 5
Ken Brockman
A feasibility study as the name implies, is a study of the viability of a business venture.
The study is an analysis of the market potential of the new products or services to be
offered and investigates the primary issues related to the new business. This article
discusses the elements that are essential for a valid feasibility study.
Pros and Cons of the Ambulatory Surgery Center Joint Venture 11
Deborah Giannini
If a physician group has determined that it has a realistic patient base to establish an
ambulatory surgery center, it may be beneficial to consider a partner to share the costs
and risks of this new joint venture. Joint ventures can be a benefit or liability in the
establishment of an ambulatory surgery center. This article discusses the advantages and
disadvantages of a hospital physician-group joint venture.
Developing an Orthopedic Ambulatory Surgery Center 17
Daniel A. Buehler, Trenton R. Mattison, and Dana E. Mayberry
Although there are risks, the potential benefits should encourage one to consider
developing an orthopedic ambulatory surgery center (OASC). Patients should appreciate
the enhanced care they experience at a surgery center. The orthopedist can enjoy the
benefits of increased income, time savings, and productivity provided by the surgery
center. This article discusses the complex and time-consuming demands of developing
VOLUME 39 • NUMBER 1 • JANUARY 2008 v
the OASC, and having it operate efficiently. It points out how experts can assist in
developing and managing a highly efficient center, freeing the orthopedist to concentrate
on performing surgery in an environment that is clinically, financially, and personally
rewarding.
Financing and Cash Flow Management for the Medical Group Practice 27
Andrew J. Bert
The expansion of a medical group practice and the addition of ancillary services require
a substantial cash outlay. Obtaining proper financing to complete a successful expansion
is a process that takes time, and there are critical steps that must be followed. The
group's business objectives must be presented properly by developing a business plan
detailing the practice and goals associated with the desired expansion. This article
discusses some of the key elements that are essential in creating an overall effective
business plan for the group medical practice.
Gain-Sharing with the Hospital: What is Possible in the Current Legal
Environment 33
Paul M. Torgerson
This article focuses on the idea of gain-sharing, defined as engagement between the
hospitals and physician to create effective joint processes, common outcome measures,
joint accountability, and a sharing of results. Gain-sharing is a logical approach to
addressing fragmented care, cost containment, and improved clinical outcomes. In
particular, this article focuses on contracts under which a hospital or institutional
provider retains an independent clinic or physicians to tackle specific issues of service
line performance.
The Physician-Owned Imaging Center 37
Walter O'Neill
The advent of advanced imaging modalities in the past 20 years represents a paradigm
shift as physicians seek new ways to offer earlier diagnosis and treatment and to
augment practice service and revenues. A physician-owned, office-based imaging
project has evolved from conventional X ray to more advanced imaging, which includes
MRI, CT, and other digital imaging methods. Orthopedic practices need to do a
thorough analysis to match the technology and type of unit to the patient volume and
prospective payment for the services rendered. This analysis should include under¬
standing the capability and limitations of the MRI or other imaging modality selected,
staffing, siting, and teleradiology interpretations. This article elucidates this general
trend in orthopedic imaging and examines practical aspects of the physician/practice-
owned imaging center.
The Physician-Owned Physical Therapy Department 49
Paul Duxbury
As the trend toward shrinking reimbursement for physician services continues, an
internal physical therapy clinic providing high-quality care and a source of additional
revenue presents an attractive opportunity. Internalization of physical therapy services
within the clinic as either an off-site or on-site entity can assure patient access to the
highest quality of rehabilitation services under the group's supervision and direction. It
vi CONTENTS
will contribute positively to creating patient loyalty to and confidence in their physician
and physical therapist. This article discusses the issues that are important to address in
creating a physician-owned physical therapy department.
The Physician-Owned Occupational Health Department 55
Robert B. Weeks
This article provides a process to evaluate the likelihood of establishing a financially
viable occupational medicine program (OMP), and discusses opportunities in which the
occupational medicine clinic can partner with employers to help them to reduce the
occurrence of work-related injuries and provide a safer work environment. Not all
germane topics are discussed—employers must address safety and ergonomic issues
within the workplace as well as those that a successful OMP is designed to address.
However, the OMP should be a readily available resource for any of these issues.
Common occupational challenges and opportunities also are examined.
The Physician-Owned Orthotic and Durable Medical Equipment Service 71
William A. Bolesta
In recent years, orthopedic practices have been forced to create internal ancillary profit
centers to help compensate for escalating operating expenses. Increased professional
liability premiums and health care costs, coupled with decreased reimbursements, have
made the development of these ancillary centers a necessity. Practices that assess and
incorporate sound business polices in developing the entity, monitor its progression, and
strive to enhance the overall offerings within the division will derive the most
profitability. By following a structured plan, practices can maximize revenue potential
and improve patient satisfaction and outcomes. This article describes how to construct
and follow such a plan.
Medical Opinions: The Physician-Owned Independent Medical Examination
Company 81
Stephanie Rozman, Victoria L. Rude, and Judy Polasky
This article discusses the factors that contribute to the success of an independent medical
examination company. It considers opportunity costs, the regulatory environment, the
assessment of the competition and the customer base, and marketing principles. It also
details the management expertise and the staff skill sets required for a successful
venture.
Legal Issues Affecting Ancillaries and Orthopedic Practice 89
David M. Glaser
The federal and state governments have imposed significant regulations on health care
generally and on ancillary services in particular. This article focuses on how state and
federal laws shape the ability of an orthopedic physician to offer ancillary services,
whether as an individual, through a group practice, or as part of a joint venture. It
focuses on how the Stark law, the Medicare anti-kickback statute, state anti-kickback,
fee-splitting provisions, certificate of need laws, and various Medicare billing and
supervision requirements impact the provision of ancillary services. It also briefly
discusses how physicians should prepare for and respond to government investigations.
CONTENTS vli
The Attack on Ancillary Service Providers at the Federal and State Level 103
Robert Cimasi
The health care delivery system in the United States has witnessed more dramatic
changes during the last decade than it had since the passage of Medicare. The managed
care revolution and changes in reimbursement for Medicare services have forced
providers to look for more efficient ways to provide services as well as for additional
sources of revenue- and margin-producing business. The move toward specialized
inpatient and outpatient facilities, often owned by physicians, is a natural reaction to
these significant changes. These developments have resulted a "turf war" between
physicians and hospitals over who should control these revenues.
Making the Electronic Medical Record Work for the Orthopedic Surgeon 123
Louis F. Mclntyre
This article explores the current reasons why orthopedic surgeons might consider the
adoption of an electronic medical record system in their practices today. The costs and
benefits as well as the barriers to implementation are discussed.
Putting It All Together: The Efficient, Profitable Orthopedic Practice 133
Jack M. Bert
In today's complex practice environment, the orthopedic surgeon is faced with multiple
stressful practice decisions. To achieve a surgeon's personal practice goals of quality of
care, quality of life, and improvement in quality of practice, the physician must commit
himself or herself to a certain amount of restructuring of his or her practice. This article
describes the elements necessary for successful restructuring.
Index 137
viii CONTENTS |
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| spelling | Orthopedic ancillary services a guide to practice management guest ed. Jack M. Bert Philadelphia [u.a.] Saunders 2008 XII, 140 S. Ill. txt rdacontent n rdamedia nc rdacarrier Orthopedic clinics of North America 39,1 Orthopedische chirurgie gtt Paramedische hulp gtt Health Facilities Health facilities United States Administration Medical offices United States Administration Orthopedic Fixation Devices Orthopedic surgery Practice United States Orthopedics Orthopedics Practice United States Orthopedics surgery Orthopedists United States Practice Management, Medical Verenigde Staten gtt USA Bert, Jack M. Sonstige oth Orthopedic clinics of North America 39,1 (DE-604)BV000001089 39,1 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016327545&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Orthopedic ancillary services a guide to practice management |
| title_auth | Orthopedic ancillary services a guide to practice management |
| title_exact_search | Orthopedic ancillary services a guide to practice management |
| title_exact_search_txtP | Orthopedic ancillary services a guide to practice management |
| title_full | Orthopedic ancillary services a guide to practice management guest ed. Jack M. Bert |
| title_fullStr | Orthopedic ancillary services a guide to practice management guest ed. Jack M. Bert |
| title_full_unstemmed | Orthopedic ancillary services a guide to practice management guest ed. Jack M. Bert |
| title_short | Orthopedic ancillary services |
| title_sort | orthopedic ancillary services a guide to practice management |
| title_sub | a guide to practice management |
| topic | Orthopedische chirurgie gtt Paramedische hulp gtt Health Facilities Health facilities United States Administration Medical offices United States Administration Orthopedic Fixation Devices Orthopedic surgery Practice United States Orthopedics Orthopedics Practice United States Orthopedics surgery Orthopedists United States Practice Management, Medical |
| topic_facet | Orthopedische chirurgie Paramedische hulp Health Facilities Health facilities United States Administration Medical offices United States Administration Orthopedic Fixation Devices Orthopedic surgery Practice United States Orthopedics Orthopedics Practice United States Orthopedics surgery Orthopedists United States Practice Management, Medical Verenigde Staten USA |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016327545&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| volume_link | (DE-604)BV000001089 |
| work_keys_str_mv | AT bertjackm orthopedicancillaryservicesaguidetopracticemanagement |