Past Issue: February 2010 Vol. 1, No. 1
Inside this Issue:
This article explores the different payment systems such as fee-for-service, capitated services, and global fees, as well as how to remove the "invisibility" of NPs. Read More
Like any business, a medical practice or facility must have revenue to support salaries and expenses. Most employers expect not only to cover expenses but also to make a profit from their NP employees. Many nurse practitioners’ salaries are dependent upon revenue that the NP generates. While some NPs’… Read More
For an office visit with an established patient, the most frequently billed visit for Medicare patients is a Level 3 visit (99213). However, many evaluation and management visits with NPs are at Level 4. The difference in reimbursement between a Level 3 and a Level 4 visit is substantial. For example,… Read More
Let’s say the average payment per visit to a nurse practitioner by Medicare is $58, and that figure is 85% of the physician rate. Suppose that the nurse practitioner works full time and gets one week off for continuing education, 2 weeks for vacation, and 2 weeks for holidays. In this example, the… Read More
Under a capitated system of reimbursement, the agency, institution, or practice gets a set amount per month for all services needed by the patient and covered under a contract between the payer company and the practice company. The following charts outline ways that a practice can increase revenue with… Read More
Read Carolyn Buppert's full "A Note to Our Readers" to learn more about the top trends for nurse practitioners in the business aspects of practice and how the publication will tackle these issues in coming months. Read More
Other Features
From the Editorial Co-Directors
We are excited and pleased to introduce the first issue of Practice Management: A Business Guide for Nurse Practitioners. A publication such as this has become ever more essential with passing time. Many of us graduated as NPs with the expectation that all we had to do was provide good care, and the rest would follow. We would automatically receive the salary and benefits we expected and deserved. Yet we hear many stories from nurse practitioners who are surprised to find that the bottom line doesn’t always reflect provision of quality care. We believe that being savvy in business can enhance the care provided and make for more satisfied professionals. This publication aims to help readers learn more about the business aspects of health care.
I invite you to read our full "A Note to Our Readers" to learn more about what we see as the top 10 trends for nurse practitioners in the business aspects of practice. It will give you a sense of what we’ll be covering in this and the next 3 issues.
We hope that you find this journal useful and that it helps you thrive and prosper in your practice.
Carolyn Buppert, JD, NP
Executive Editor
NP and attorney specializing in
legal issues affecting NPs