My post from 2010 on how much healthcare managers make is one of my most-visited posts ever. It’s time to revisit the data and talk about the direction healthcare jobs are taking.
First, some clarification on Office Manager, Site Manager and Practice Administrator titles and job descriptions.
The Office Manager title applies in two situations:
The first is the top position in a small medical practice (three physicians or less) supervising at least two employees. In addition to managerial duties, the office manager often functions in a full-time or part-time staff position, either at the front desk or as a biller. The Office Manager in this situation does just about everything including the three Ps – Payroll, Payables and Purchasing.
The second situation is the #2 position in a larger practice. The title could also be Assistant Administrator or Operations Manager. This person is responsible for all day-to-day operations, human resource functions and all department activities. S/he typically directly supervises all supervisors and leads and/or all staff if no middle management position exists.
A Site Manager or Site Administrator is responsible for one or more locations of a multi-location practice or a group of hospital-owned practices. S/he has all the responsibilities of an Office Manager for the day-to-day operations of a practice, but typically has a central support system. Duties deferred to the central support may include finance, human resources, billing and purchasing. Policies emanate from central administration, therefore the Site Manager does not have the autonomy of the Office Manager or Practice Administrator.
Primary responsibility for the integrity and management of the medical record, whether paper or electronic
Controls record filing (paper) or indexing (electronic)
Fulfills requests by patients, attorneys, insurance companies, and social security for release of records
May manage paper faxes and messages by attaching to charts and delivering to provider
May prepare paper charts for chart audits by payers or others
May be the HIPAA Officer
Medical Assistant, LPN or RN
May assist Physician, Nurse Practitioner or Physician Assistant with procedures
Depending on state laws, may give injections
May perform procedures independently (ear wax removal, staple removal, etc.)
Provides Medicare patients with an Advance Beneficiary Notice if any lab test or procedure to be performed in the office will not be covered by Medicare
May perform phlebotomy (draw blood)
May collect specimens, perform basic laboratory tests and chart results
Provides patient education verbally and by providing written materials
May schedule tests or procedures ordered by the provider
May schedule surgery and prepare surgery packets for providers (*this may be delegated to a surgery scheduler if this position exists)
Calls patients about test or procedure results; returns patients calls with answers after consulting with provider
Prepares exam room for procedures (PAP smears, excisions, etc.), marks specimens for lab and pathology
Cleans exam room after each patient and stocks exam and procedure rooms with supplies
May be responsible for ordering office medications and medical supplies
May perform lab controls daily and check and record temperatures on lab refrigerators and freezers
Triage Nurse
Takes incoming calls from patients and gives them medical advice according to predetermined nursing protocols
Makes decisions about patients needing to be seen urgently, same day or next day
May be delegated callbacks from providers or other nurses
May see walk-in patients and triage their condition
Lead Nurse, Charge Nurse, or Nurse Supervisor
Assigns clinical staff specific responsibilities
Manages clinical staff schedules, using agency or temporary staff as needed
Performs annual competency exams on staff
Ensures all staff are current on licenses, continuing education and CPR
Problem-solves patient issues
May be responsible for ordering office medications and medical supplies
Has responsibility for medication sample closet upkeep
May perform annual evaluations fro clinical staff
Responsible for equipment maintenance and makes recommendations for medical equipment as needed
May be the Patient Safety Officer and the Worker’s Compensation Coordinator
Referral Clerk
Reviews orders written by providers and determines where test and procedures may be performed based on patient’s insurance
May provide the patient with information about the test or procedure cost and what the patient’s financial responsibility is estimated to be
Pre-authorizes, pre-certifies, or pre-notifies the test or procedure if required by the patient’s insurance company
Schedules the test or procedure
Provides the patient with information about preparation for the test or procedure
Lab Technologist/ Phlebotomist
Receives laboratory requisitions from provider and collects specimens according to provider order
Provides Medicare patients with an Advance Beneficiary Notice if any lab test or procedure to be performed in the office will not be covered by Medicare
Performs tests or packages specimens to be transported to reference lab
Receives results back from the labs and matches them to charts
Performs lab controls daily and checks and records temperatures on lab refrigerators and freezers
Check-out Desk
Reviews services received by patients, checking to make sure that all services received were checked on the encounter form
Enters charges in the computer system for services received
Tells patient if any additional monies are owed if co-pay was collected at check-in
May sign patient on to a payment plan if needed
Takes monies owed, posts monies and produces a receipt for the patient
Makes return appointment for the patient if needed, or enters recall into the practice management system
Biller or Collector
Corrects claims that are rejected from the claims scrubber, clearinghouse or payer
Files secondary and tertiary claims as needed, electronically or via paper
Posts receipts from insurance companies and patients and edits any electronic remittance advice; may post from lockbox account on the web
May prepare deposits and/or make deposits
Generates patient statements
May check eligibility on patients with appointments and call patients whose insurance is not active (*may be delegated to a financial counselor if this position exists)
Calls patients who have not made payments in response to statements
May turn patients over to third-party collectors
Takes phone calls from payers or patients about billing issues and resolves issues
Coder
Reviews notes from inpatient or outpatient encounters and codes them according to the documentation
May post charges for services rendered
Audits chart documentation for quality purposes to ensure that provider coding and documentation is synchronous
Introduces changes in procedure (HCPCS) and diagnosis (ICD-9) codes and educates staff on the use of new codes
Ensures encounter forms and practice management software is updated appropriately with new and deleted codes
May be delegated the Compliance Officer
Billing Supervisor
Reviews the work of coders, billers and collectors and performs quality audits to benchmark acceptable error rates
Prepares or reviews deposits and tracks daily charge, collection, write-off and deposit information, watching for monthly abberations by payer or date
Reviews Accounts Receivable (A/R) reports, looking for trending or specific problems to be addressed with staff or payers
Brings to the attention of the Office Manager or Administrator any issues with non-standard payment trends, denials or non-covered services.
Performs evaluations for billing department staff
Takes escalated patient complaints
May credential providers with new payers or recredential providers with payers or hospitals
Office Manager, Practice Administrator, or Practice Manager (see the Library tab for job descriptions) see my posts on what an administrator does here, and a day in the life of an administrator here
Performs all human resource functions for the practice
Has ultimate responsibility for all money flowing in and out of the practice – makes deposits, pays bills, etc.
Contact person for all computer system, equipment and phone system issues
Responsible for day-to-day operations, advises supervisors on issues and problems
Resolves escalated patient complaints
Meets with vendors and researches possible practice purchases
Negotiates all practice contracts
Meets with staff and providers on a regular basis
These descriptions will not perfectly fit most practices, this is just a generalization. Each practice divides duties based on the number and skills of the staff in their office, and their specialty. These descriptions should help to define what the basic tasks are in most practices.
You’ve heard that healthcare is one of the few job markets that is still growing in a down economy and you think you might like to be a medical office manager. The question is: how much do medical practice managers make?
The real answer to this question is “it depends.” Two people in different parts of the United States could have the same job description and one could make $50,000 and another could make $100,00. Most experienced, capable medical practice managers make a good living somewhere in the middle.
What differentiates medical practice managers (and I use this term in a generic sense to cover the variety of titles used in the healthcare field) from other office managers is that they are expected to know something about almost everything. A typical day in the life of a medical manager might well include tasks in the areas of:
The medical practice manager is often in the unique position of both answering to the owners (physicians) and managing them – a phenomenon not seen in other industries.
What a medical practice manager earns relates to:
what the decision maker(s) believes the job is worth, or what they’re willing to pay
what a consultant or financial adviser has said the job is worth
what other local practices are paying their managers
what the previous manager made
Factors influencing the posted salary for a position are:
the specialty or specialties (single-specialty vs multi-specialty and primary care vs. sub-specialty care)
the number of physicians/providers
the number of sites or ancillary services (imaging, physical therapy , medical spa, ambulatory surgery center)
hospital-owned vs. non-hospital-owned
if hospital-owned, how the position is graded, or where it fits in the management structure
billing in-house or outsourced
financial soundness of the entity
the entity’s competition in the community
cost of living factor for region
Factors that might influence the salary ultimately offered YOU for a position are:
Years of experience in healthcare management
Years of experience managing the same or similar specialty
Years of experience managing the same or similar # of physicians
Stability of jobs over the past 10-15 years
Special degrees: Master’s, CPA, CPC, Compliance, RN, Lean, Black Belt (Six Sigma)
Having installed an EMR (electronic medical record)
References
Where does one look for specific information on what managers make?
The Bureau of Labor Statistics’ (BLS) most recent information reports:
Median annual wages of wage and salary medical and health services managers were $80,240 in May 2008. The middle 50 percent earned between $62,170 and $104,120. The lowest 10 percent earned less than $48,300, and the highest 10 percent earned more than $137,800. Median annual wages in the industries employing the largest numbers of medical and health services managers in May 2008 were:
General medical and surgical hospitals
$87,040
Outpatient care centers
74,130
Offices of physicians
74,060
Home health care services
71,450
Nursing care facilities
71,190
According to a 2009 survey by the Professional Association of Health Care Office Management (PAHCOM), the median salary for health administrators in small group practices is $56,000; for those in larger group practices with 7 or more physicians the median is $77,000.
The silver-back of healthcare salary surveys comes from the Medical Group Management Association (MGMA). The Management Compensation Survey is one of the “golden trio” of surveys that I’ve used throughout most of my professional life. You can view a sample page here:Sample Table (pdf). The survey information is free if you are a MGMA member and participate in the survey yourself. You can purchase the Compensation Survey here.
Many state MGMA groups also sponsor state salary surveys and sell them to non-members. In addition, some local manager groups do limited surveys and make the information available for a fee.
Job descriptions for medical managers can be found under the Library tab at the top of the page.
If you are working in practice management, you might want to explore the gold standard in certification through the American College of Medical Practice Executives (ACMPE). Disclaimer: I am Board Certified and a Fellow in the ACMPE but I receive no compensation for writing about the College or having a link to them on my blog.
Why certification as opposed to an undergraduate degree? I think this week’s opinion piece in the Wall Street Journal by Charles Murray says it better than I can. Read the article here.