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PubMed1997

Quality assessment and improvement standards for behavioral group practices.

Behavioral group practices have agreed on performance indicators and have established national benchmarking standards. Collaborative study, led by the Institute for Behavioral Healthcare's Council of Behavioral Group Practices (CBGP), facilitates practice pattern evaluation, trend analysis, and clinical quality improvement. The study reports the benchmarking standards for quality assessment and improvement standards in behavioral group practices in the comprehensive 1995 and 1996 CBGP Performance Indicator Reports.

Efficiency, Organizational↗
PubMed1980

The hospital work of a family practice group in a medium size community in New England.

This study examines the hospital work of four family physicians in group practice in a community of 45,000 in north central Massachusetts. During the study year, these four physicians assumed primary management responsibility for 1,021 hospitalizations for an average of 255 admissions per physician. Most admissions (98 percent) were to a 242-bed community hospital, and these 997 admissions were studied in detail. Obstetrical admissions accounted for 21 percent of the total (not counting newborns), with 169 deliveries. Pediatric admissions (newborn to age 21 years) accounted for 42 percent of the total. Sixteen percent were patients over 65 years of age. One or more consultations were requested in 14 percent of the admissions. Some form of cardiovascular disease constituted the most frequent discharge diagnoses, with newborn care and pregnancy related diagnoses second and third. The four physicians were compared to each other for variables including age/sex profile, discharge diagnoses, length of stay, consultations requested, and admission ratio per ambulatory encounter. In spite of their differences in training and length of time in practice, the four physicians were found to be similar to one another on most of these dimensions.

Family Practice↗
PubMed1996

Medicare risk contracting places new demands on physician group practices.

Physician group practices new to Medicare risk contracting face unfamiliar financial and practice imperatives. Financial imperatives include accepting capitation and the risks associated with it. Practice imperatives include adhering to critical paths and admission and discharge criteria. By familiarizing themselves with the risks and rewards of Medicare risk contracting, physician group practices can make more informed decisions about entering into such arrangements.

Capitation Fee↗
PubMedDate not supplied

Community and home care services provided to children with cancer: a report from the Children's Cancer Group Nursing Committee--Clinical Practice Group.

A survey directed to home care providers was conducted by the Children's Cancer Group Nursing Committee--Clinical Practice Group. The purpose of the survey was to (a) assess the treatments, resources, and counseling services provided to children with cancer and (b) query what are their informational needs in servicing this specialized population. The survey found that there are many chemotherapy, biotherapy, and supportive therapies being provided in the home. There are also variations in the experiences of the agencies and home care providers in delivering these services. There were numerous informational needs identified by the agencies. The survey results were discussed with the Clinical Practice Group and several themes were expressed: (a) safety, (b) protocol adherence, (c) making the home into a hospital, and (d) meeting the informational needs of the home care providers.

Child↗
PubMed1998

Are buy-in/buy-out arrangements hurting group practice?

Historically, group practices engaged in expensive buy-in and buy-out arrangements for their physicians. These arrangements often served the group's original physicians well, but left newer physicians with little equity in the practice when the older physicians retired. Many groups are restructuring their buy-in and buy-out arrangements to account for both a physician's original financial contribution to the practice and the physician's share of patient receivables. Groups also are setting up qualified retirement plans that are separate from their buy-out arrangements.

Age Factors↗
PubMedDate not supplied

Managing risk in group practice.

As group practice confronts the threat of increasing competition, the prospect of health care reform, and the challenges of decreasing revenues and increasing costs, a reorientation in the management approach used by many groups must occur, writes Keith Korenchuk, J.D., M.P.H. Administrators must become proactive to manage the many risks confronting their groups.

Contract Services↗
PubMedDate not supplied

The need for and use of mentoring in group practice.

Medical group managers are facing a number of challenges relating to patients, employers, insurance companies and government agencies, writes Ron Menaker, FACMGA. These issues have significant implications for how group practices provide medical care and it is these issues which underlie the need to utilize mentoring.

Administrative Personnel↗
PubMedDate not supplied

Physicians and prepaid group practices.

Prepaid group practices (PGPs) are complex organizations that directly combine prepayment for health care with a comprehensive health care delivery system. PGPs' ability to manage their physician staffing efficiently must be placed in context with the cost and quality of their care. It seems unlikely that PGPs or their use of staff will proliferate. With increased integration of care through disease management programs and use of clinical information technology, it should be possible for the United States as a whole to come closer to achieving the care delivery goals that PGPs have set in the past.

Costs and Cost Analysis↗
PubMed1998

Facilitating facilitators' facilitation: experience with a model for teaching leaders of hypnosis practice groups.

We developed a 6 hour training seminar for leaders of small group practice sessions integral to introductory hypnosis workshops. It has been offered annually for 3 years to prepare new faculty for our Introductory Workshop. Applicants met specific experience criteria. Participation was limited to 8 to match and model 8 learners/small group in workshops. Learners reviewed principles of adult education, group dynamics, and guidelines for leaders. Each had the opportunity to role-play small group participant and small group leader in two 3 hour evening periods a week apart. Twenty-four learners participated. Some had taught before. Most were new to teaching small groups and desired specific training. Extensive evaluation of the training was integral to the process. Training was evaluated by examining ratings of leaders by participants in our Annual Introductory Workshop. Ratings used the same parameters taught and evaluated during the training seminar. The training curriculum is presented with the results of evaluations of group leaders' performances in the Annual Workshop. Ratings of "experienced" leaders who did not participate in the training are compared to those of newly trained teachers. Leaders with training plus experience were more effective then leaders with many years of experience.

Adult↗