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A Physician Practice Primer: Seven Steps to Profit from Adding New Ancillary Services |
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Written by Steve Dobias and Rob Kurtz
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Tuesday, 03 June 2008 |
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Adding an ancillary service such as
physical therapy, imaging or ultrasound services to your medical practice may
seem like an easy opportunity to capture revenue you are giving away in
referrals to providers outside of your organization. While an ancillary service
can boost profitability and improve your patient care offerings, its addition
should not be taken lightly, says Stephen Dobias, principal on the Health Care
Team of Indianapolis-based Somerset CPAs.
Here are seven steps Dobias
suggests you follow to determine whether the addition of an ancillary service
is right for your medical practice and how to ensure the ancillary service gives
you a strong return on your investment.
Note: This story features a sample proforma found at the end of the piece.
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Hospital Leader Shares Insight on Current State of Hospitals and Health Care |
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Written by Rob Kurtz
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Tuesday, 27 May 2008 |
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In just eight years, BayCare Clinic has become an extremely profitable,
high-quality, physician-owned organization serving the Green Bay, Wis.,
community. The chief medical officer for BayCare is Paul Summerside, MD, FAAEM,
who also serves as the president of the board of managers for Aurora BayCare
Medical Center
in Green Bay.
Dr. Summerside sat down with The
Hospital Review and shared his thoughts on the major challenges currently
facing hospitals, why many hospitals are struggling to find sustainable success
and what still keeps him excited about healthcare.
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Merging Two Centers - Can it Solve Certain Problems? |
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Written by Tom Yerden and Scott Becker, JD, CPA
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Tuesday, 27 May 2008 |
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The merger of two centers with each
other has not been a traditional strategy for surgery center growth over the
past 10 years. Traditionally, merging two centers, absent certain motives such
as redeeming certain physicians, has been viewed more as a negative than a
positive. Mergers would often expand annual fixed costs and leave more
physicians owning interests in two centers with less of a definite connection
between the physicians that practice at the specific centers. For example, now
you might have 40 physicians who have interests in two different centers
instead of 20 physicians at each center who are highly tied to the centers. Notwithstanding
this traditional hesitancy to merge centers, we are currently seeing a
significant increased interest in the merger of surgical centers.
This article walks through a
specific case study of a merger of two centers and explains some of the reasons
a merger can be attractive.
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Key Regulatory and Diligence Issues in Healthcare Real Estate Acquisitions |
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Written by Scott Becker, JD, CPA, Melissa Szabad, JD, and Gretchen Heinze, JD
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Friday, 08 February 2008 |
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Healthcare
regulatory diligence can be critical where a real estate investment trust (REIT)
or other buyer acquires a portfolio of properties such as a medical office
building from a hospital or other provider. Leases between a hospital and tenants
can be invalidated by tenants if the relationships are not structured property.
In other situations, a tenant may not be able to utilize space as intended or
its business may not remain viable due to reimbursement, legal or regulatory changes.
This article provides an overview of certain key diligence issues in such transactions.
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Four Cornerstones to Strategic Planning for ASCs |
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Written by Scott Becker, JD, CPA, and Nancy Temple, JD, CPA
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Thursday, 31 January 2008 |
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This article provides insight into four different concepts to strategically attack and manage operations in a surgery center. The four cornerstones are derived from a Harvard Business Review article, "The Four Principles of Enduring Success."1 The author, Christian Stadler, studied successful European corporations to determine why they have consistently performed well as compared to peers in their industry. His study identified four characteristics of the best companies:
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