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L F Wolper

Publications and source records attributed to L F Wolper.

12 recordsLinked to original sources
PubMed1979

Operational audit can help ensure long-term cost containment.

Any health care institution can use operational auditing, or operational review, to regularly evaluate the performance of specific units or of the entire institution, to identify conditions that need the most improvement, and, thereby, to select the best cost containment and revenue-enhancing approaches. This article discusses certain features and advantages of operational auditing, such as its use of industry and other substantive standards and the auditors' independence from the institution's internal politics. It also explains some important differences between operational auditing and internal auditing and the details of the operational auditing process.

Cost Control↗
PubMedDate not supplied

Feasibility and implementation of a hospital-based group practice.

All sectors of the economy have been suffering from the current inflationary environment. In some businesses, such as health care, costs have increased more than thought possible in the past. Since hospitals are labor intensive, they have been drastically affected by the push toward higher pay and the often hidden cost of fringe benefits. It is not surprising, therefore, that in seeking relief from the cost, hospitals will examine a method which removes a large part of the salary burden from their budgets: conversion of hospital-based salaried physicians to private, fee-for-service groups. The first article in this two-part series, which appeared in Medical Group Management, November/December 1981, examined the financial and legal aspects of the conversion. This concluding article presents the operational and organizational issues which must be considered for a successful conversion.

Appointments and Schedules↗
PubMedDate not supplied

Medicine on the move.

Explore the source record for details and available documents.

Ambulatory Care↗
PubMedDate not supplied

Turnaround distressed physician practices. 20 tips for success.

Physician practices are restructuring through merger and acquisition, and sale to practice management companies and to hospital systems. Many also are expanding internally by recruiting new physicians and opening additional offices. For many these strategies are working, but many others are experiencing operational and financial distress and failure that arise from rapid organizational growth without concomitant infrastructural change. Further, in the last several months, many national and regional practice management companies have decided to withdraw from the business, and others have declared bankruptcy. The number of physician practices that are in financial and operational distress is unprecedented. These groups require a solution, as proposed in this article.

Bankruptcy↗
PubMedDate not supplied

Turning around a financially distressed practice: the operational review.

Given substantial changes in the marketplace, many physician practices have responded by growing rapidly, merging with or acquiring other practices, or selling the practice to physician practice management companies (PPMCs) or hospital systems. The hoped-for economies of scale, increased market share and profit, or other goals often have not come to fruition. Many practices now find themselves in difficult operational and financial circumstances. This article describes how group practices can solve such operational and financial problems while retaining independence and strategic control of the practice. The strategy involves retaining a professional turnaround company with expertise in reestablishing the financial security of group practices. The article provides characteristics of how turnaround companies operate and the key elements of operational reviews, the tool used by turnaround companies to detect and analyze existing practice problems. Operational reviews include organization analysis, management review, and financial analysis, each of which is described in detail. Finally, the article provides an in-depth case study of how one turnaround company reestablished the financial security of a nine-physician internal medicine group within a 2-year period.

Group Practice↗