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At least 1,063 records · Page 59Linked to original sources
PubMed2000

Aligning physician financial incentives in a mixed-payment environment.

Under a shadow-pricing approach to physician compensation, physicians who deliver healthcare services to a mix of fee-for-service (FFS) and capitated patients are compensated for services via a payment schedule that treats all patients as if they were capitated. By encouraging physicians to adopt the same care-management approach for all patients, shadow pricing helps a group practice prepare for a larger share of revenues to be derived from capitation, thereby making the organization more attractive to many managed care payers. An apparent drawback of shadow pricing is that it gives physicians an incentive to reduce FFS utilization, resulting in a loss of potential revenue to the healthcare organization. This loss can be strategically justified, however, as an investment in the organization's ability to remain viable under capitation and to retain patients for whom payment may shift from FFS to capitation. In developing a shadow-pricing compensation approach, healthcare organizations can include incentives that encourage physicians to meet specific utilization targets, establish review procedures to identify physicians who deviate from the targets, and account for differences in acuity levels among different physicians' patient panels.

Accounts Payable and Receivable↗
PubMed2000

Well-planned due diligence can protect buyers of healthcare entities.

Conducting a thorough due diligence is essential for any buyer that plans to acquire a healthcare entity, including a hospital or a group practice, because it provides an opportunity for the buyer to uncover billing or other fraud-and-abuse problems within the selling organization. These problems can be significant, because the buyer can be held liable for undiscovered billing problems that result in investigation, prosecution, and penalties. It is important for the buyer to ascertain who bears the liability of fraud-and-abuse violations and attempt to protect itself from assuming such liability.

Financial Audit↗
PubMedDate not supplied

Survival of nurse-managed centers: the importance of cost analysis.

Despite the explosive growth in nurse-managed centers (NMC) in the past 20 years, most have been unable to achieve financial self-sufficiency, and many have closed. Combining costing techniques with outcome measures provides essential information needed by NMC for making operating decisions and for marketing NMC performance. These outcome data can be persuasive to policy makers and institutional decision makers and are crucial for NMC to improve their competitiveness in the health care market place.

Birthing Centers↗
PubMed2001

The top ten pitfalls in managed care contracts.

Managed care contracts may contain clauses that either have no purpose or have a purpose that the provider does not fully understand. Such clauses may go unrecognized by providers until they are invoked by payers during a contract dispute, often to the detriment of providers. Providers should attempt to exclude or modify such clauses. Providers also should define basic concepts, such as identifying the terms of the contract, determining how disputes might arise over these terms, documenting the agreement struck with the payer, selecting an appropriate dispute-resolution mechanism, and developing a strategy for speedy dispute resolution.

Contract Services↗
PubMed1999

Investigation begun.

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Acquired Immunodeficiency Syndrome↗