For example, better performing practices know that contracting is critical to financial success, and the better performers are savvy negotiators. If price is non-negotiable, better performers focus instead on the administrative aspects of the contract, such as disallowing retroactive denials. Better performers not only manage exsiting revenue, they look for ways to produce more - particular through ancillaries. Clinical ancillaries are an obvious choice, but better performers also leverage their administrative expertise by performing consulting. The end result of managing the revenue cycle in addition to containing costs is a lower overhead for the better performers.
Governance is best limited to one person or a select group of individuals.
Many better performers require physicians to serve on a committee within a year of their employment. The policy makes governance more complex and often more time-consuming. The physicians maintain an overall attitude of wanting to succeed. Such close, cooperative involvement results in a consistent vision and strategy - which, in turn, helps with recruitment. A physician recruiter used by a large, primary care better performer revealed that physician interviewees are always impressed by the singular message from all of the physicians, staff, and administration.