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PubMed1983

Group practice--trend for the future.

Group practices in various forms and combinations appear to set the trend for small animal practice management. By pooling their financial resources, energies, and talents, veterinarians can share the burden of increasing overhead costs and enjoy the benefits of specialization, new technologies, continuing education, consultations and referrals, peer review, applied research and publication, and fringe benefits such as paid vacation and sick leave, profit sharing, and pension. Group practices preserve ownership continuity at fair market value and afford opportunities for the utilization of expert business consultants. There are prerequisites to establishing a successful group practice: An adequate personal income base, a sufficient pet population, and business associates with compatible practice philosophy. Special considerations must be given to the social, economic, and psychological forces at work in a group practice environment. Professional and personal interactions can make or break a group practice. The group concept, MIP treatment of clients and their pets, and personalized appointments are important features which must be emphasized. The law of supply and demand and the law of diminishing returns must be kept in focus at all times. In tandem, they dictate the fortunes of all business enterprises and group practices can be particularly vulnerable to them. Long-term business commitment is a condition of group practice ownership and may pose a conflict with other interests. A predetermined buy-sell agreement and deferred compensation plan may provide the answer in case of dissolution, termination, or early retirement. A system of animal and material transport and transfer of business transactions and medical records must be set up between satellite clinics and the base hospital. A hospital-owned-and-operated shuttle service appears to offer the greatest flexibility and convenience. Cost-effectiveness of a shuttle service depends on the volume of referral cases generated for the base hospital. Computers may provide the answer to rapid and reliable transfer of data between satellite clinics and central or base hospitals in the near future. New approaches to small animal medicine and practice management must be explored and adopted. Prepaid pet medical insurance seems to be the answer to rapidly growing sophistication and escalating cost of small animal patient care. Human and companion animal interactions have been given a fresh impetus by veterinary educators, clinical psychologists, psychiatrists, humane societies, organizations for the mentally and physically handicapped, gerontologic centers, and others.(ABSTRACT TRUNCATED AT 400 WORDS)

Animals↗
PubMed1996

Integration from the small group practice perspective.

For small group practices, ¿appropriate integration¿ is of critical importance because small groups are at high risk of being left behind if they are not well positioned for managed care. Small group practices, however, may find the tasks of evaluating potential partners and getting started on the road to integration rather daunting. Small group practices face unique integration challenges and must plan carefully if they are to integrate effectively.

Capital Financing↗
PubMed1996

Developing a cost accounting system for a physician group practice.

Physicians in group practices must gain a competitive edge to survive in a healthcare environment in which cost efficiency has become critical to success. One tool that can help them is a cost accounting system that yields reliable, detailed data on the costs of delivering care. Such a system not only can enable physicians and group administrators to manage their operations more cost-effectively, but also can help them accurately assess the potential profitability of prospective managed care plans. An otolaryngology practice located in Mississippi provides a model for developing a cost accounting system that can be applied to physician group practices.

Accounting↗
PubMed1999

Using an effective business model for group practice management.

Managing a group practice effectively can improve the practice's bottom line as well as attract a capital partner, if necessary. By addressing issues such as culture, values, governance, role definition, and expectations, group practices can clarify their vision and goals and run their business in an organized, efficient manner. When a group practice's physicians are committed to the success of the practice, they can work as a team to implement efficient operational procedures and optimize revenues. Effective business model components should be considered by both fledgling and mature practices.

Financial Management↗
PubMed2000

The rise and fall of a hospital-sponsored group practice.

Each physician group, network, or management services organization developed as part of an "integration" strategy over the past decade is unique. The current status of each of these entities is based on a variety of factors, including the local health care economy and environment, the sponsoring organization, and the entity's leadership. Much of the current news concerning integration initiatives is negative, and significant operating losses and the disillusionment of the participants have been reported. It is important to study the failures, however, for despite the unique factors impacting each one there are universal lessons to be learned in every case. This article chronicles the causes of one integrated group practice's breakup after five years of operation and the process undertaken to return the physicians to small independent practices.

California↗
PubMed1993

Establishing a group practice "without walls".

The group practice "without walls" has become a health care delivery system that is preferred by an increasing number of physicians. This article traces the experience of Premier Medical Group, PC, a "second generation" clinic without walls in the Denver Metropolitan area, to highlight the potential benefits and the key issues related to the development and implementation of a group practice-without-walls model of health-care delivery. The model promises to address physician business and professional needs by building on the best aspects of a traditional group practice, in an overall organizational structure that maximizes each physician's autonomy, individual practice style, and practice identity. The successful implementation of a group practice without walls depends upon physician leadership and impetus, clear goals-and-objectives, competent professional staff, and legal-and-financial guidance.

Ambulatory Care Facilities↗
PubMed1996

Practice management agreements: the core of the MSO-group practice alliance.

Physician group practices increasingly are negotiating practice management agreements with management service organizations (MSOs). Understanding the issues surrounding the creation and implementation of practice management agreements is critical to maintaining a successful MSO-group practice relationship. The scope of the management commitment must be established and the agreement must provide sufficient flexibility to allow the physicians and MSO to mutually benefit from market-place changes.

Contract Services↗
PubMed2005

Comparison of mail and telephone in assessing patient experiences in receiving care from medical group practices.

The medical group survey from the CAHPS (formerly Consumer Assessment of Health Plans Study) project, G-CAHPS, focuses on patient experiences in receiving care from their medical group practice. We compared mail and telephone responses to the G-CAHPS survey in a sample of 880 patients from four physician groups. Patients were randomly assigned to mode. Analyses included comparison of response rates, missing data, internal consistency reliability of six multi-item scales, and mean scores. A total of 537 phone completes and 343 mail completes were obtained (54% response rate). There were no significant differences in internal consistency by mode. In addition, there was only one significant mode difference in item and composite means by mode of administration after adjusting for case-mix differences. This study indicates that mail and telephone modes of data collection for the G-CAHPS survey produce similar results.

Adult↗
PubMed1999

A comparison of headache symptoms between two groups: a TMD group and a general dental practice group.

Several studies have shown that headaches are associated with patients who have temporomandibular disorders (TMD) compared with non-TMD patients. None of these studies separated the patients by gender or controlled for TMD in the two groups of patients. This study compared a TMD group of patients and a non-TMD group for recent headache symptoms, TMD symptoms and for gender differences. Each patient was asked to rate headache, temporomandibular joint and facial pain symptoms over the past week. The data was collected, tabulated and controlled for TMD symptoms. The data was scored using the Fischer's p-test and a multivariate logistic regression analysis was performed. The headaches were significantly greater in the TMD group (p < 001) than in the private practice group with the genders combined. Dividing the two groups into genders, both males and females in the TMD group were shown to have a greater number of headache symptoms, and the number of headaches was statistically different than the non-TMD group (males p = .037, females p < .001). The TMD group had greater severity of headaches than the non-TMD group. Dividing the two groups into genders, females also had a greater severity of headaches than male counterparts in the TMD and non-TMD groups. From the multivariate logistic regression analysis, these results indicate that headache symptoms are common in patients with TMD symptoms and that the headaches were more severe in the TMD patients than in the non-TMD patients.

Adult↗
PubMed1977

National dermatology manpower requirements: the experience of prepaid group practices.

Ten prepaid group health plans across the country were surveyed as part of an effort to estimate the need for dermatologists in the United States. Although generalizing the experiences of prepaid group practices to the general population is at best an imprecise approach, the dramatic shortage suggested by the data cannot be completely ascribed to the method used. Whereas the average ratio in the surveyed plans was 2.8 dermatologists per 100,00 subscribers, there are only about 1.9 dermatologists providing patient care per 100,000 persons in the general population. The difference between prepaid plan subscribers and the general population in annual visits to dermatologists is even more dramatic: 193 per 1,000 subscribers compared to 84 per 1,000 population.

Dermatology↗
PubMedDate not supplied

Developing leadership: management skills for small group practices.

The role of group administrators is changing as quickly as is the group practice environment. The results of a survey of physicians and administrators in physician-owned group practices with fewer than 15 physicians offers some guidance. Physicians and administrators, the results show, have similar expectations for administrators. They also agree that physician-administrator teamwork has become more professional. The results also suggest that administrators need the tools to be proactive planners for their organizations, rather than passively responding to change.

Administrative Personnel↗