Using a Productivity-based Physician Compensation Program at an Academic Health Center

Andreae, Margie C.; Freed, Gary L.

doi:10.1097/00001888-200209000-00019

Cited by 34 publications

(35 citation statements)

References 5 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Defining clinical activity benchmarks was straightforward using work relative value unit (wRVU) data for academic hematologists and academic medical oncologists from sources such as the Medical Group Management Association 6 or Faculty Practice Solutions Center. 7 The source of data used must be carefully considered because sources are not always the same.…”

Section: Mission Focusedmentioning

confidence: 99%

“…Each of the salary scales had incremental increases for rank (assistant, associate, or full professor) as well as steps at each rank roughly proportional to the number of years at a particular rank. Thus, as opposed to some mission-based models that exclude consideration of academic rank in defining reimbursement, 6 our model rewards academic advancement, as is the case for other members of the university academic community.…”

Section: Productivity-based Funds Flowmentioning

confidence: 99%

See 1 more Smart Citation

Mission-Focused, Productivity-Based Model for Sustainable Support of Academic Hematology/Oncology Faculty and Divisions

Holcombe¹,

Hollinger²

2010

JOP

View full text Add to dashboard Cite

Purpose: Adoption of a mission-focused, productivity-based funds-flow model recognizes faculty activities regardless of their primary mission and incentivizes and financially rewards both academic and clinical productivity. We describe here how such a model could be utilized for an academic division of hematology and medical oncology. Methods:On the basis of our own experience in managing the Division of Hematology/Oncology at the University of California at Irvine, and results of a survey of hematology/oncology division chiefs, a new model was developed with clear definitions of missions (ascertaining faculty effort toward each mission and definition of productivity benchmarks for each), careful identification of revenue streams, and establishment of base and incentive salary support that rewards productivity. Ongoing performance improvement and monitoring was incorporated into the model. Results:A model for sustainable support of hematology/oncology faculty and divisions was developed that was transparent, flexible, and had buy-in from both the faculty and departmental/ school administration. Development of the model was supported by a survey of hematology/oncology division chiefs. Conclusion:It is possible to reorganize a faculty practice and salary structure to achieve a mission-focused, productivitybased paradigm. Although the model described is specifically targeted at academic hematology and medical oncology divisions, with modification, it could serve as a framework for other departments or throughout schools of medicine.

show abstract

Section: Mission Focusedmentioning

confidence: 99%

Section: Productivity-based Funds Flowmentioning

confidence: 99%

Mission-Focused, Productivity-Based Model for Sustainable Support of Academic Hematology/Oncology Faculty and Divisions

Holcombe¹,

Hollinger²

2010

JOP

View full text Add to dashboard Cite

show abstract

“…Reduced compensation levels since the advent of managed care and reductions in Medicare funding related to the Balanced Budget Act of 1997 have forced all AMCs to operate in a more fiscally competitive environment (5)(6)(7)(8)(9). This has led to the development of different models to link salary to productivity (10 -13).…”

Section: Introductionmentioning

confidence: 99%

Clinical academic rheumatology: Getting more than you pay for

Wickersham¹,

Golz²,

West³

2005

Arthritis & Rheumatism

View full text Add to dashboard Cite

Objective. Rheumatology is among the least compensated specialties in medicine today. This is a significant problem for clinical rheumatologists in academic medicine who are often expected to earn their salaries through clinical practice alone. Additionally, academic rheumatologists usually cannot generate revenue through office laboratory monitoring, radiographs, or bone densitometry to supplement their income (i.e., downstream income). The purpose of our study was to examine revenue generated from downstream income to a university by a clinical-academic rheumatologist. Methods. Consecutive outpatients (n ‫؍‬ 127) seen predominately by one academic rheumatologist over one month of clinic were followed for 18 months. The total physician compensation for patient visits was calculated and compared with the revenue generated from laboratory tests, radiologic studies, consultations, and specific rheumatologic treatments and procedures performed or ordered. Medicare reimbursement rates for 2003 were used as compensation standards for all charges. Results. Physician office visit billing generated $36,297 from 730 office visits. The total amount of downstream income from these office visits was $363,813 ($47,386 from laboratory tests, $35,582 from radiologic studies, $8,159 from rheumatologic procedures, $261,584 from rheumatologic infusions, and $11,101 from initial consultations). Therefore, $10.02 of downstream revenue was generated for every $1.00 of office visit compensation applied to the academic rheumatologist's salary. Conclusion. Although academic rheumatologists struggle to bill their salaries through seeing more patients, they are clearly a bargain for a university hospital because they generate >$10.00 for every $1.00 they receive for an office visit.

show abstract

“…Despite these shortcomings, there is still a lot to be accomplished as we stand on the cutting edge of miraculous medical breakthroughs. Andreae and Freed 19 reviewed physician compensation in pediatrics and the University of Michigan and suggested that compensation packages can be developed on the basis of an individual's contribution to clinical care, teaching, and research, with excess productivity being rewarded. Surgeons are natural optimists, which means that there is always a tunnel and a light, although they may not always be in focus at the same time.…”

Section: Mentoring Academic Surgeonsmentioning

confidence: 99%

Mentoring Surgeons in Private and Academic Practice

Hoover

2005

Arch Surg

View full text Add to dashboard Cite

Using a Productivity-based Physician Compensation Program at an Academic Health Center

Abstract: Successful productivity-based physician compensation programs can be developed for AHCs.

Cited by 34 publications

References 5 publications

Mission-Focused, Productivity-Based Model for Sustainable Support of Academic Hematology/Oncology Faculty and Divisions

Mission-Focused, Productivity-Based Model for Sustainable Support of Academic Hematology/Oncology Faculty and Divisions

Clinical academic rheumatology: Getting more than you pay for

Mentoring Surgeons in Private and Academic Practice

Contact Info

Product

Resources

About