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You are here > Home > Reading Lists > Physician Executives & Practice Management > Physician Ancillary Services

Physician Ancillary Services
The Coker Group, J. Max Reiboldt, CPA, Jill Costello, MBA, John Reiboldt, MBA, Keith Solinsky, Kay B. Stanley, CMPE

Hardcover: 224+ pages
ISBN 0763730408
Jones & Bartlett  
September 2005, Copyright 2006
(click below for the very best available price for this resource)

 

This is the most comprehensive guide available on how to select and plan for the addition of a new ancillary service. Topic coverage includes:

  • legal and regulatory issues

  • feasibility studies

  • demographic considerations

  • development of business plans

  • pre-opening requirements

  • operations management, and

  • equity structures

The book also includes sample feasibility studies and business plans. It also provides you with this features:

  • Complete reference guide, from preparation to ongoing management.

  • Practical applications and tools in every chapter including figures, charts, and tables.

  • Stark legislation discussion including In-Office Ancillary Services Exception, False Claims Act, and the Antikickback Statute and Ancillary Services Safe Harbors for Ambulatory Surgical Centers.

  • Comprehensive financial information on financing alternatives.

  • Benchmarking tools.

Learn to select and plan for the addition of a new ancillary service with the most comprehensive guide available anywhere. Topics include legal and regulatory issues, feasibility studies and demographic considerations, business plans, pre-opening requirements, operations management and equity structures.

This book serves as a practical guide to evaluate, implement and manage new services, and is a must-have for every physician or practice administrator contemplating practice expansion through additional services. Also included are templates for business planning and feasibility planning. Recommended by the Medical Group Management Association (MGMA), the contents of this book include:

  • Envisioning the Opportunities

    • Overview of Ancillary Services

    • Why Consider Ancillary Services?

    • Current Environment/Players in the Market

    • Characteristics of Successful Ventures

    • Planning Stage

    • Development Stage

    • Operating Stage

    • Continued Assessment

    • Successful Planning Processes

  • Facing Legal and Regulatory Issues

    • Self-Regulation of Surgical Settings

    • State Regulations

    • Stark and Other Compliance Questions

    • False Claims Act

    • The Anti-Kickback Statute and Ancillary Services

    • State Self-Referral Prohibitions

  • Preparing the Feasibility Study

    • Defining the Feasibility Study

    • Writing the Feasibility Study

    • Operational Overview and Market Profile

    • Customers/Buyers

    • Investment/Financing Initiatives

    • Financial Analysis Summary

    • Conclusion, Summary, Recommendation

  • Writing the Business Plan

    • Developing the Business Plan

    • Business Plan Features

    • Assembly of the Business Plan and Implementation/Next Step
      Conclusion

  • Discovering Financing Alternatives

    • Financing: A General Overview

    • Financing: The Alternatives

  • Getting Ready for Opening

    • Professional Practice or Separate Legal Entity?

    • Scheduling a Start Date

    • Permitting and Contractor Bid Process

    • Licensing

    • Credentialing

    • Developing a Fee Schedule

    • Furniture and Equipment

    • Purchased Services

    • Policies and Procedures

    • Compliance Plans

    • Personnel

    • Marketing, Promotions, Advertising

  • Managing Ongoing Operations

    • Monitoring Operational Data and Statistics

    • Personnel Management

    • Management Reports

  • Benchmarking Performance and ROI

    • What are Benchmarks?

    • Measuring ROI

  • Exploring Ownership Diversification Alternatives

    • Alternatives to the Traditional Medical Practice Business Model

    • Partnering Opportunities

    • Integration Principles

    • Political Ramifications

    • Legal Constraints and Considerations

    • Thinking Outside the Box

    • Balancing the Practice of Medicine and Role of the Business Owner

    • Thinking Retail

    • Exploring a New Type of Ancillary Venture

    • Summary

Max Reiboldt, Managing Partner and CEO of The Coker Group, has been involved with medical practice consulting even before joining Coker in 1992. During this period, he has experienced first-hand the incredible changes within the business of medical practice, which uniquely equips him to handle financial and business issues that health care providers face. From his extensive work with physicians and health systems, Mr. Reiboldt understands what motivates physicians and what sustains the motivation of those who are in transition. He also knows what health systems need in order to maintain their viability in a highly competitive market. He has a keen knowledge of managed care’s affects on medical practice management, and is proficient in employing practical responses to the fiscal realities of market demands. Mr. Reiboldt is uniquely qualified to work with organizations of all sizes to provide sound solutions to everyday and long range challenges. Kay B. Stanley is an associate partner of The Coker Group, a national health care services firm headquartered in Atlanta, Georgia. She heads the company's publishing and education initiative. With The Coker Group since 1988, Ms. Stanley has more than twenty years of experience in administration and personnel management. She is a member of the Medical Group Management Association at the state, local, and national levels and participates in workshops speaking on current issues in personnel management.

(information from the publisher)

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