Journal of Healthcare Management - May/June 2013 - (Page 176)

Journal of H ealt H care M anage Ment 58:3 M ay /J une 2013 FiGUrE 1 Comparison of activity Categories 80% 70% 60% 50% IP 40% OP ED 30% OB 20% 10% 0% Revenue Generating Service Valued provider collected data for 3 to 5 days. At any given time during the study, at least three providers were participating simultaneously. The data were then divided into RGSs and SVAs and aligned with the appropriate CPT codes (see Tables 1 and 2). We further defined SVAs as nonrevenue-generating healthcare services delivered to patients that consume time, expense, and expertise but are not allocated an RVU equivalent. The primary purpose of the study was to quantify the time spent by the providers on RGSs and SVAs. A secondary purpose was to identify the impact of SVAs on administrative and organizational processes, including assessing the variances of RGSs and SVAs between the points of service and within the individual inpatient and outpatient departments. Descriptive statistics and Other chi-square analysis were used for data analysis. r E S U lt S Nineteen APPs (13 nurse practitioners [NPs] and 6 physician assistants [PAs]) collected 44 days’ worth of data for a total of 1,498 data points (Tables 1 and 2). Of the total data point occurrences, 60.3 percent (903) were RGSs, 36.7 percent (550) were SVAs, and 3 percent (45) accounted for personal time. inpatient Services Inpatient services were represented by 5 NPs and 3 PAs from acute care/general surgery, transplant surgery, hematology/ oncology, and nephrology. Overall, the inpatient APPs spent 61.6 percent of their time on RGSs and 35.1 percent on SVAs (Figure 2). The two most common 176

Table of Contents for the Digital Edition of Journal of Healthcare Management - May/June 2013

Journal of Healthcare Management - May/June 2013
Contents
Interview with Thomas C. Dolan, PhD, FACHE, CAE, President and CEO, American College of Healthcare Executives
Equity in Care: Picking Up the Pace
How Might a Reforming U.S. Healthcare Marketplace Threaten Balance Sheet Liquidity for Community Health Systems?
Assessing the Productivity of Advanced Practice Providers Using a Time and Motion Study
A Positive Deviance Perspective on Hospital Knowledge Management: Analysis of Baldrige Award Recipients 2002–2008
How to Improve Breast Cancer Care Measurement and Reporting: Suggestions from a Complex Urban Hospital
The Fear Factor in Healthcare: Employee Information Sharing

Journal of Healthcare Management - May/June 2013