Lack of Awareness of Reimbursement and Compensation Models Among Cardiothoracic Surgery Trainees

Loo, Megan K.; Cohen, Robbin G.; Baker, Craig J.; Starnes, Vaughn A.; Bowdish, Michael E.

doi:10.1016/j.athoracsur.2021.07.078

Cited by 3 publications

(1 citation statement)

References 20 publications

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“…Today's clinicians aspire to give value-added care, yet one of the most relevant metrics of value, the dollar cost of care, is not taught to providers in any depth. 1 - 3 The American Medical Association's efforts to reimagine residency education has uncovered gaps in addressing value in health care. 4 Recognized barriers include physician attitudes, prioritizing care quality over financial matters, 5 , 6 and inadequate training with a recent scoping survey 7 stating most medical practitioners appear to gain billing knowledge through “an osmotic process.” The learning gap translates into inaccurate billing practices.…”

Section: Introductionmentioning

confidence: 99%

Empowering Health Care Providers

Friedenberg,

Stefanowicz,

Frymoyer

et al. 2024

Neur Clin Pract

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BackgroundThe combination of inadequate financial training, limited benchmarks, and mindset contribute to many physicians prioritizing revenue below quality, outcomes, and safety. This creates a challenge as hospital administrators aim to motivate clinicians to improve RVU generation and increase revenue. Recent FindingsCreating physician/administrator teams that defines and explores the gap between observed and expected financial performance in parallel with appreciating the physician's practice preferences can create new opportunities for billing. The proposed 3 phase approach emphasizes nonjudgmental communication, education and partnership. The most common and effective opportunities for improvement include billing optimization, scheduling and system infrastructure modifications. Implications for PracticeAs reimbursement decrease, balancing revenue generation with physician satisfaction has become paramount. Promoting data drive bidirectional communication can lead to identifying previously unrecognized billing opportunities where change is driven by providers rather than by 1-dimensional institutional goals.

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