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Bronchoscopy training and simulation for medical education
Published in Don Hayes, Kara D. Meister, Pediatric Bronchoscopy for Clinicians, 2023
Riddhima Agarwal, Emily DeBoer, Tendy Chiang
Continuous professional development initiatives help established providers update their proficiencies and grow as educators, as well as guiding new graduates as they transition into practice.10 “Boot camps” use interactive didactic sessions and simulation exercises to take participants “from theory to practice”.10,14 Many programs also provide formal training in leadership and practice management. Components of practice management include, but are not limited to, billing and coding, reimbursement, insurance approval, professional liability, and quality improvement processes.
Ambulatory Systems
Published in Salvatore Volpe, Health Informatics, 2022
Curtis L. Cole, Adam D. Cheriff, J. Travis Gossey, Sameer Malhotra, Daniel M. Stein
The most fundamental distinction among practice management systems is support for the various forms of managed care, value-based reimbursement, and the associated coding and reimbursement rules. All this complexity is a significant driver of physician costs.13 While the traditional fee-for-service model still exists in some form in most markets, some permutation of managed care is the norm in most areas, with various types of value-based incentives layered on top. The critical functionality within modern PMSs is the ability to embed rules engines and workflows to enforce the complex business rules that govern reimbursement. Practices that take on capitation require use of a PMS that is fully capable of tracking expenses and assessing risk. To achieve value-based incentives the system must rigorously track whatever metrics are used to define “value,” which may or may not be relevant to the actual clinical encounter (e.g., reminding the doctor to ask about smoking in an otherwise unrelated visit). Because of the diversity of payer rules, the frequency of changes to the rules, and the frequency that patients change payers, the proper setup and maintenance of a PMS is critical for revenue cycle efficiency.
Healthcare analytics
Published in Edward M. Rafalski, Ross M. Mullner, Healthcare Analytics, 2022
Kasey Knopp, Naakesh (Nick) Dewan
These systems were originally created specifically for clinical settings for billing/claims purposes settings (DeAlmeida, Paone & Kellum, 2014). In addition, EMR systems do not have interoperability across all settings of care, leading to a lack of ability to follow patients in data sets for needed lengths of time, and/or missing important data points, such as healthcare utilization (Reisman, 2017). Comparatively, the incorporation of data from a Practice Management Software (PMS) allows for more rich data points: tracking patient schedules, medical billing and claims management and socio-demographic information. Compared to EMR, using this software has potential to view and understand how these various aspects impact patient care and outcomes, as well as potential barriers to seeking care- especially when utilizing telehealth models.
Assessing Barriers to Effective Caseload Management by Practicing Behavior Analysts
Published in Journal of Organizational Behavior Management, 2019
Linda A. LeBlanc, Joshua D. Sleeper, Jonathan R. Mueller, Sarah R. Jenkins, Amy M. Harper-Briggs
Since participants were grouped according to the primary measure of overall caseload management skills (i.e., the weighted performance score card), this metric could not be used as an outcome measure. Instead, the experimenters retrieved three consecutive months of total billable hours by the clinician from the practice management database as one quantifiable metric that might differ from the overall performance scored (e.g., clinical quality scores and timeliness are high, but billable hours are low), while still directly impacting the financial health of the organization. For the low performers, those three months represent the three months immediately prior to the interview. For the high performers, they represent either the three months immediately prior to the interview (10 or 12) or the last three months of employment (2 of 12) for two clinicians who briefly left the organization and then resumed full-time work in another geographic location. The data retrieved from the database represent billable hours only. The data on billable hours was used as a means to quantify the cost to an organization of underperformance on this one aspect of caseload management rather than as a comprehensive measure of caseload management.
Beyond mistreatment: Learner neglect in the clinical teaching environment
Published in Medical Teacher, 2019
Samantha D. Buery-Joyner, Michael S. Ryan, Sally A. Santen, Allison Borda, Timothy Webb, Craig Cheifetz
In addition to individual factors, learner neglect may be driven by institutional factors. Successful clinical learning environments must balance a variety of missions which often include excellent patient care, education, cost-effective healthcare, practice management, and research. However, achieving an appropriate balance may be complicated when leaders and clinical educators are faced with challenges regarding finances and quality metrics; education may be inadvertently de-emphasized to focus attention on other areas. Therefore, health systems and clinical teaching programs must have a heightened awareness of learner neglect to help assure that education is properly aligned within its clinical, quality, and financial goals. In addition to aligning of the core missions, addressing learner neglect requires engagement from educational leadership. As medical schools expand class sizes in response to the predicted doctor shortage and move to curricula where students are spending more time in the clinical environment and less in the classroom this issue will only become more of a concern if not actively acknowledged and addressed (Graziano et al. 2018; Nutter and Whitcomb 2018)
Practical Psychology in Medical Rehabilitation
Published in Brain Injury, 2018
Many chapters start with useful definitions and explanations. The chapters in Sections 5 and 6 (Practice Management and Administration; Research and Evaluation) were particularly helpful in this regard. These are the sections that particularly justified the use of the word ‘practical’ in the book title. In particular, the inclusion of chapters on prevention of burnout, use of information technology and performance management was consistent with an imaginative and inclusive approach embracing the ethos of addressing everything one might want to know but was afraid to ask. Section 4, addressing themes of Consultation (describing the provision of expert reports rather than how to communicate with patients) and Advocacy, is another innovative addition.