Physician Performance Management

This book guides you through the process, covering such essential steps as the movement toward physician performance management, the physician leader's role, conducting the review, integrating compensation and addressing physician behavior.

Performance management, often referred to as process management, is a strategy that can be used to achieve an optimum mix of quality, safety, patient satisfaction and solvency. The basis of performance management is the effective use of resources, as measured by quantifying processes and outcomes using key performance indicators (KPIs) – core measures that gauge the performance of an organization in particular areas. There is more to performance management than selecting a few KPIs from a list and feeding them into a graphical dashboard system. It’s about behavior change, leadership, and vision. Written for administrators, clinical staff, process improvement managers and information technology personnel of healthcare organizations, this second edition provides the knowledge necessary to provide the leadership and vision for a performance measurement initiative. This practical resource provides a high-level review of the quality/safety initiatives in healthcare, describes the implementation process from an IT perspective, and offers high-level clinical, financial and cultural details. It features an extensive listing of clinical and non-clinical KPIs: a glossary including financial, medical, and operational terms; and appendices of organizations and sources of indicators and benchmarks.

Physicians are increasingly taking on new roles as executives and managers in today's health care delivery system. As such, management skills should be an essential part of every physician's repertoire. Complete with sophisticated and practical approaches to health system management and leadership problems encountered by physicians, this text is an ideal resource.

Medical Group Management in Turbulent Times: How Physician Leadership Can Optimize Health Plan, Hospital, and Medical Group Performance provides you with proven methods and new strategies on how to deliver more effective health care, health products, and related services to patients and other consumers. Stressing physician leadership and proactive participation, this text will enhance your understanding of how a working relationship between practicing physicians and health care managers is a positive and necessary means for administering and managing quality health care now and in the future. Through units preceded by defined goals, projected outcomes, and outcome analyses, Medical Group Management presents material to you in a practical, comprehensive manner on topics such as: understanding values and relationships among physicians, hospitals, and health plans working together toward a common goal establishing trust and communication between physicians, hospitals, and health plans embracing change as a catalyst for the enhancement of medical practice understanding the physicians’role in the management of a consumer-focused medical group planning for shifts in medical practice away from intervention and toward prevention creating jointly developed plans and budgets predicated upon principles of continuous quality improvement, such as eliminating unnecessary patient paperwork and improving employees’morale and job satisfaction In addition, most units in this text feature a “factors to consider” category that advises you, for example, how to research competition, establish a target market, and research the demographics of a community before formulating a plan to increase your number of patients. Complete with recommendations, sample plans on how to market health services or better serve your patients, and suggestions on how to enhance quality care, Medical Group Management will give you the knowledge to successfully address problems and work together with other professionals in the health care community to provide quality services to patients and consumers now and into the next century.

In relation to Performance Appraisals (PA) in general, one can explain the experience as the three D's - DESIRABLE, DIFFICULT, DREADED (by manager even more than the subordinate). PA's are conducted in nearly all industries in some shape or form. There have been many critics of PA's over the years, even Edward Deming (the guru of Quality Management) labeling them as one of the 7 deadly sins of management. Because of the consequences of morbidity and even mortality that ensue as a result of poor performance of physicians, in the Healthcare Industry it is not a question of if we should conduct PA's, but a question of how. Almost across the board in Healthcare the Annual PA is used. We would like to look at whether annual PA's suffice, and if not we would like to know if there is a suitable system leading to effective performance appraisals

This text is designed to meet the needs of programs that offer a group practice or ambulatory care course as well as those that incorporate physician practice management issues into the regular curriculum. Unlike other books on physician practice management, this straightforward text provides enough detail for students to understand the fundamental concepts without getting mired in the complexity of daily operational issues. This book: * Explains how physician practice management differs from management in other settings * Discusses strategic planning, financial management, information systems, and hospital relationships as applied in group practice settings * Provides sufficient background without overwhelming students with detail * Uses a straightforward approach that is appropriate for both graduate and undergraduate courses * Includes a mini case, learning objectives, and discussion questions in each chapter

medical-legal affairs, automated systems, and THE PHYSICIAN AS MANAGER OFFERS public relations. PHYSICIANS AND OTHER HEALTH PRO In the past, physicians relied on their clini FESSIONALS A PRACTICAL GUIDE cal competence and professional reputation to BOOK TO UNDERSTAND THE ECO NOMIC AND MANAGEMENT CONCEPTS build and maintain their practices. Although RELEV ANT TO MEDICAL PRACTICE. these attributes are still necessary, other issues such as accessibility, quality assurance, cost The changing patterns of medical practice have containment, and health maintenance are grow brought with them the need for physicians to ing in importance. Although many traditional have a basic understanding of management ists in medicine resist the pressure to become principles and their applications to medical competitive, physicians and other health pro practice and the health care field. As insurance fessionals now have the opportunity to design companies, health maintenance organizations, an innovative health care system. Industry and government agencies, and industry become ma government want to join forces with the medi jor influences on the delivery and financing of cal field to resolve the problem of unprece medical care, the once exclusive doctor-patient dented rising health care costs. If physicians are relationship is being modified by contractual to function at an executive level, they will need agreements with third-party payers. Physicians to expand their professional competency to in are no 10l!ger the sole authority in their field.

A practice's long-term success is directly related to its ability to identify, predict, and adjust for changes. Benchmarking, when used properly, is the best tool for overcoming these challenges.

How to apply productivity to a physician in a practice setting is vital for success. This booklet gives you ways to boost performance. Proven tips for physician time management and efficiency. Patient volume benchmarks Physician delegation tips Ways to manage increased patient volume Employee evaluation of physicians Patient survey of physician performance How managed care evaluates physicians Physician responsibilities to employer Physician job description