In addition to these supporting factors of their Form 990 filing, the clinic also does not compensate its board of directors, has tis financial statement auditing quarterly and has an audit committee comprised of local CPAs who donate their time to serve. In response to the more stringent reporting requirements that the IRS defined for 990-based organizations, the inclusion of salary levels and their calculations are included in nearly every not-for-profit tax filing today (Carlson, 2010)
The audit trail of revenues within the clinic's financial records is published on the intranet site and also available through the foundation. This level of transparency is critical to keep in compliance to the more stringent reporting requirements of the IRS (Speizman, 2009)
They have to find the proper routes to take in order to make sure they are handling billing and coding issues in the right way. Working with third-party medical billing companies is the way to go for this, but the recent ACOs have made things more difficult (Lund, 2012)
Healthcare Management In today's healthcare environment, practice managers have to face important financial issues they did not struggle with 10 years ago. One of those is with the billing of healthcare, since so many different methods and options are appearing today (Morgan, 2012)
Additionally, incorrect coding can mean that a person will end up with a diagnosis (for billing purposes) that is not accurate, so that is something that should also be corrected. It is very important that proper medical billing practices are utilized, so that financial problems do not become the normal state for any medical practice (Pizzi, 2013; Young, 2013)
Naturally, that is a serious concern that could eventually bankrupt a medical practice. Billing companies are buying one another, and that is lowering the number of third-party billing companies that are available for medical practices to use (Young, 2013)
When an organization has this level of support from senior management, they can quickly attain complex, challenging objectives as everyone seeks to emulate the leader's behavior and excel. This ability of a leader of any healthcare management program to guide change effectively through the use of their own transformational leadership skills can even overcome scope complexity and a lack of clarity around secondary metrics of performance (Austin, Boxerman, 2008)
A transformational leader however can keep a complex project moving forward and avert its unraveling due to a lack of a consistent, unified focus. The second most cited reason for healthcare management IT projects failing are the lack of clarity surrounding project goals and objectives, and a lack of consistent measure of performance (Gough, 2001)
Project goals and objectives that don't reflect the realities of time, cost and resource constraints of an enterprise actually increase the speed of a project failing over time as well (Wills, Sarnikar, El-Gayar, Deokar, 2010). Project goals and objectives that lack a clarity and focus are the second leading cause of IT failures in healthcare management, with lack of recognition for time, cost, and resource constraints acting as accelerators of decline (Helfert, 2009)
To avert these three leading causes of healthcare management IT project failure, the following three best practices are needed. First, there needs to be a very clear understanding of how the Chief Executive Officer (CEO), Chief Operating Officer (COO) and Chief Information Officer (CIO) all must be in agreement as to the goals and objectives of the projects (Lang, 2003)
Information Systems for Healthcare Management Of the many enterprises that rely on information systems to attain their objectives, healthcare management is the most challenging and costly. The combination of highly complex application, systems and platform trade-offs, along with the need for continual government compliance makes information systems in healthcare one of the most difficult areas to attain best practices in of any IT area (Le Rouge, De Leo, 2010)
First, there needs to be a very clear understanding of how the Chief Executive Officer (CEO), Chief Operating Officer (COO) and Chief Information Officer (CIO) all must be in agreement as to the goals and objectives of the projects (Lang, 2003). This alignment of the three core roles of any healthcare management provider is critical to ensure the entire organization sees value in the sacrifices needed to ensure long-term changes to the organization, its processes, systems and approaches to work are changed successfully (Liu, 2007)
Too often the analytics, KPIs and metrics used in complex IT projects in healthcare management are misaligned to the long-term objectives of the enterprise (Austin, Boxerman, 2008). With the lack of consistency and coherence of one series of project objectives to the broader requirements of the enterprise, the project tends to become a lower priority and eventually fails (Mahmoud, Rice, 1998)
Often project scope will begin to drift over time on projects when there is a lack of clear, well-defined objectives and the constraints of the project are not well-defined (Austin, Boxerman, 2008). Project goals and objectives that don't reflect the realities of time, cost and resource constraints of an enterprise actually increase the speed of a project failing over time as well (Wills, Sarnikar, El-Gayar, Deokar, 2010)
Over the last five years the IRS has been vigorously enforcing and auditing all healthcare providers that claim to be in compliance to section 501(c)(3) of the Internal Revenue Code (Zaleski, Esposto, 2007). A secondary requirement is Form 990, which includes a series of requirements non-profits must meet in order to be considered for exclusion of state and federal taxes (Carlson, 2010)
As a result, the ability to gain non-profit status as a hospital is becoming more difficult and ironically, more costly to maintain (Greaney, 2006). These changes within the industry have also create a much higher level of consolidation as well, with more for-profit hospitals acquire non-profit ones to build out their services portfolios (Speizman, 2009)
Healthcare Management -- Scope Strategies Expansion, Contraction, and Maintenance of Scope Strategies The evaluation of the healthcare organization's financial resources and obligations underlie all financial management strategic decisions. The maintenance and expansion of scope strategies typically require investment, borrowing capital, or the acquisition of competing organizations through horizontal integration (Swayne, Duncan, & Ginter, 2006)
Physical evidence to provide tangible evidence of quality service for the organization is actually not physical, but virtual, in the organization's web presence. Promotion & Elements of the Communication Models: The promotion facets of the marketing mix typically consist of: advertising, personal selling, sales promotion (Aggarwal & Gupta 2001, p
The Seven Ps of Marketing: To define the marketing mix, the seven Ps of marketing can be used. These seven Ps include: product, place, price, promotion, process, people, and physical evidence (Anselmo 2010, p
The psychographic segmentation targeted by the Save the Boobs campaign is people who are not typically concerned with their health, in general, and breast cancer specifically. Lastly, behavioral segmentation centers on the consumer behaviors that are exhibited in the marketplace (Assael 2005, p