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Results for “Group Practice”

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At least 253 records · Page 14Linked to original sources
PubMed1976

The potential of the teaching hospital for the development of prepaid group practices.

This paper deals with the development of a hospital based prepaid group practice at Long Island Jewish-Hillside Medical Center. The paper provides an historical perspective of the factors leading to the decision to develop such a Medical Group practice, the difficulties encountered in obtaining conceptual approval from the Medical Center's Board of Trustees and its medical staff, the negotiations between the Medical Center and Blue Cross-Blue Shield of Greater New York as the insurance company which agreed to market the program and to subsidize it in its developmental stage, factors relating to the contractual negotiations between the Medical Center and Blue Cross, the key elements of the negotiated contract from the standpoint of the prepaid group, and the nature of the subsidies provided to ensure a healthy fiscal beginning. The paper highlights the methods used in achieving the desired goals and the development of the Group, sets forth the resistance which other, similar hospitals might anticipate in undertaking such a venture of their own, and highlights the nature and the degree of commitment necessary to bring such a program into being.

Blue Cross Blue Shield Insurance Plans↗
PubMedDate not supplied

HMOs and physician recruiting: a survey of problems and methods among group practice plans.

A mail survey was conducted among 69 group practice health maintenance organizations (HMOs) to collect information on the recruiting of primary care physicians and specialists. In reporting on difficulties in recruiting physicians for primary care, the medical directors of HMOs indicated that the greatest problem was locating obstetrician-gynecologists. Among specialists, recruiting for orthopedists was reported as being most difficult, although plans that employ neurologists and anesthesiologists generally reported great difficulty in recruiting these specialists. The most important source of new physicians is the pool of the those completing residencies, describe by nearly three out of four plans as a very important resource. The next most important source was faculty or staff of medical schools or teaching hospitals. The recruiting methods reported by most plans as the most useful are direct personal contacts and advertisements in newspapers and journals. About one-fourth of the HMOs found unsolicited inquiries from physicians a useful method of recruiting. The problem most frequently reported in recruiting new physicians was that of matching fee-for-services incomes and second, but far less frequently mentioned, was physician prejudice against group practice. About one in four plans report that residents trained in their own HMOs were a useful recruiting source.

General Surgery↗
PubMed2004

Managing patient care cost in Minnesota medical group practices.

This study was designed to identify the mechanisms employed by medical group practices in Minnesota to control the costs of care. Several studies have found that health care costs in Minnesota are lower than in many other states, but no one knows why. We explore this issue by analyzing the factors in Minnesota medical group practices considered to be essential to cost control and, to the degree possible, by comparing those data with national data. It appears that Minnesota practices are somewhat less efficient than national averages--as measured by relative value units or procedures per full-time equivalent physicians--but that Minnesota practices have lower per-member, per-month (PMPM) costs. It also appears that the lower PMPM costs result from structural factors such as electronic information systems, physician profiling, and use of clinical guidelines rather than from financial incentive systems. This article also reports physician compensation and revenue trends, most notably that there appears to be a shift away from fixed salaries and toward productivity-based compensation; and there is a shift away from capitation payments and toward modified fee-for-service payments.

Contract Services↗
PubMedDate not supplied

A discussion of group practice governance issues.

The following article on group practice governance is followed by four short commentaries from various MGMA members across the country as well as the director of the MGMA Consulting Service. This article, and the commentaries that follow it, are intended to stimulate your thinking regarding the governance structure in your group.

Forecasting↗
PubMedDate not supplied

Automated health testing in a medical group practice. Effects on physician behavior and economic influences.

An automated health testing (AHT) laboratory was introduced into a large medical group practice in January 1970. The impact of AHT was studied by means of a matrix of before and after its introduction and the physicians with high and low volumes of referrals to this service. An epidemiologic data-gathering approach was used to obtain information with minimal interference with normal clinic operation during a 3-year period. Data were obtained from the business office, appointment rosters, AHT laboratory results, and clinic records. AHT was accepted and used more frequently by the general and family practice physicians and internists than by the other physicians in the group practice. After AHT was introduced, the general physicians saw fewer patients but held longer visits, performed more procedures, and ordered fewer tests. On the other hand, the internists saw more patients but held shorter visits, performed more periodic reexaminations, and ordered fewer tests. The study findings indicate that in the short term AHT does not appear to reduce the cost of medical care. However, patients benefited from followup of AHT results; often, this followup resulted in significant newly diagnosed diseases or conditions, treatment, and sometimes surgery.

Adult↗
PubMed1953

Group practice.

Explore the source record for details and available documents.

Group Practice↗
PubMedDate not supplied

A profile of the group practice administrator.

Authors Hamity and Gauss have drawn a profile of today's group practice administrator based on data collected in an independently conducted survey. A report is given on the age, education, and professional background of the 546 respondents. Types of group practice, duties, responsibilities, problematic areas, and salaries and benefits are also discussed. In conclusion, the authors have identified the current and future trends which they believe their data has brought to light.

Administrative Personnel↗
PubMed1986

Effective use and control of forms in the medical group practice.

At the heart of the medical group practice administrative system is the form. Forms are important information management tools. They have the potential for achieving administrative efficiency and lowering operating costs or, on the other hand, the potential for creating significant paperwork problems. In this thorough presentation, guidelines for implementation and management of an ongoing forms control and management system are provided.

Forms and Records Control↗
PubMed1986

Group practice in Sweden.

The Swedish design of group practice (Praktikertjänst) is described. After 25 years there is now a model which suits most dentists in Sweden. Almost 50 per cent of the private practitioners belong to the corporation. It is owned by practitioners and operates as a conventional free enterprise business. The practitioner owners of the company are at the same time employed in it. The corporation consists of 1900 dentists, 675 physicians and their assistants. The basic aim is to give the dentist more time for the provision of dental care. Thus the corporation helps the dentist with most of the financial and administrative work arising in the practice. The central office also gives a variety of services, eg continuing professional education; financial help for research; advice and discounts on purchases; private loans; and vacation rentals. Furthermore, the corporation provides a pension fund, an insurance department and a publishing house for scientific medical and dental literature. Compared with practitioners working outside the Praktikertjänst its employees have great advantages.

Group Practice, Dental↗
PubMed1984

Telephone encounters in a university pediatric group practice. A 2-year analysis of after-hour calls.

The records of off-hours calls received by the University of Colorado Pediatric Group Practice from 4:30 p.m. throughout 8:00 a.m. weekdays and all day Saturday, Sunday, and holidays were audited. An answering service and pageboy system ensured 24-hour, 7-day-a-week accessibility through a single telephone number. The four practices received 2386 after-hours calls from November 1978 to October 1980. An average of 104 calls per month were received with approximately four calls per day on weekday evenings and six calls per day on Saturday, Sunday, and holidays. Five concerns accounted for 49 percent of all after hours calls: fever, vomiting and/or diarrhea, upper respiratory infection (URI), earache, and rash. While 75 percent of families made fewer than four calls per year, 4 percent made at least 12 calls per year, accounting for 18 percent of all calls. Families calling three or more times a month were defined as "frequent users" and accounted for 22 percent of a given month's calls. Most calls from the same families (55%) occurred within a 24-hour period and dealt chiefly with parental concerns about fever, vomiting and diarrhea, URIs, ear infection, accident, and rashes. The additional responsibility that residents assume in taking calls for the Pediatric Group Practice while on other off-hour assignments was not excessively demanding, and cost of the answering service was easily absorbed by group practice revenues.

Colorado↗
PubMed1988

Large medical group-practice organizations and employed physicians: a relationship in transition.

Out of the revolution in medical practice is being forged a new type of group-practice organization--larger and more complex, more tightly administered, and more strategically aware than its antecedents. A typology is offered to contribute to an understanding of the changing physician/group-practice relationship. Drawing upon historical and contemporary literature, initial and following-up field observations, and extensive interviews, large medical group-practice organizations are analyzed according to basic orientation toward the health care market, and to a belief in how medical practice should be organized. The revolution in practice will be stamped on future health care arrangements, and will be transmitted into the professional culture of medicine.

Employment↗
PubMed1990

The advanced group practice model.

This professional paper reviews the market and medical economic forces at work which favor the group practice model, and investigate alternative structures in the group practice model that would appeal to the solo practitioner and two-man association.

Economic Competition↗