per visit income

Practice Growth

Maximizing Revenue Per Visit: A Guide for Practice Owners

In the world of private practices, there’s a number that often keeps owners up at night: Revenue per visit (Rev/visit). This figure reflects the income generated for each treatment session, serving as a crucial metric for gauging practice profitability. However, many owners find themselves facing the challenge of maintaining or increasing Rev/visit over time, leading to stress and uncertainty.

Why Revenue Per Visit Matters

Rev/visit reflects the revenue earned per treatment session. It directly impacts practice profitability and overall financial health. When PT private practice owners experience a decline in profit margins, it can lead to management challenges and poor decisions due to panic of stress.

Understanding Revenue Per Visit

Rev/visit is more than just a number; it’s a reflection of a practice’s financial health. By understanding and effectively managing this metric, owners can make informed decisions to ensure the sustainability and growth of their businesses. But what exactly does Rev/visit entail?

At its core, Rev/visit represents the revenue earned per treatment session, factoring in both the amount billed and the amount collected. It serves as a proxy for total revenue and plays a significant role in determining practice profitability. However, maintaining a consistent or increasing Rev/visit can be easier said than done.

One of the challenges lies in defining what constitutes “high-quality care.” While practitioners may have different interpretations, the ultimate goal remains the same: providing effective treatments that yield positive outcomes for patients. However, the correlation between treatment quality and Rev/visit isn’t always straightforward, and assumptions about treatment duration can further complicate matters.

Challenges in Defining Quality Care

There’s no universal definition of “high-quality care.”
Different treatment approaches yield similar outcomes.
Length of stay per visit can affect revenue, especially with capped payers.

Dealing with Fluctuations in Revenue Per Visite

Practice owners often find themselves grappling with fluctuations in Rev/visit rates, which can vary widely depending on factors such as geographic location, payer mix, and practice specialization. Additionally, the traditional model of providing 60-minute treatment sessions may not be feasible for all practices, leading to disparities in Rev/visit across different settings.

To address these challenges and improve Rev/visit, owners must adopt strategic approaches focused on maximizing revenue opportunities and optimizing practice operations. This includes implementing marketing strategies to attract new patients, enhancing the value of treatment plans, and managing relationships with insurance providers.

Furthermore, owners can conduct a thorough analysis of their revenue streams through techniques like the Profit Leak Audit and utilize tools like the Profit Planner to plan for future growth and profitability. By focusing on key areas known as the “4 Profit Levers” – marketing, patient value, insurance relationships, and billing efficiency – owners can make meaningful improvements to their Rev/visit and overall practice performance.

Here is a useful guide PT practice owners can use when looking for ways to improve their revenue per visit:

Pitfalls to Avoid

Don’t focus solely on Rev/visit – you may overlook other important factors.
Remember to consider revenue generated per hour, week, or month – these time frames provide a more comprehensive view.

Strategies to Improve Rev/visit:

Attract more new patients :.

Implement marketing tactics to increase demand for services.

Increase plan of care value :

Enhance the value of treatment plans through additional services or referrals.

Increase frequency of treatment :

Encourage patients to schedule more frequent appointments for better outcomes.

Implementing Profitability Strategies

Conduct a Profit Leak Audit to identify revenue inefficiencies.
Use a Profit Planner to strategize future growth and profitability.
Marketing for profitability
Improving lifetime patient value
Managing relationships with insurance providers
Optimizing Private Practice Math for billing efficiency.

Benefits of Increasing Rev/visit

Ultimately, increasing Rev/visit isn’t just about boosting revenue; it’s about ensuring the long-term sustainability and success of the practice. By implementing strategic initiatives and continuously monitoring performance, owners can navigate the complexities of Rev/visit and position their practices for growth and prosperity in the ever-evolving healthcare landscape.

Learn how Dr. Verelle Wyatt increased his revenue per visit by 18% in less than 3-months.

Ready to Improve Your Revenue Per Visit?

If you want to work with a program director and understand exactly how you can improve your revenue per visit, consider scheduling a 1-1 Profit Strategy Call. You’ll gain insights into which strategies are best for your clinic, or if you’re a good fit for our Profitability Under Pressure Program .

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Personal Finance and Investing for Doctors

Financial Breakdown Of A Primary Care Clinic: How Much Money Does It Make

Today we are going to take a look at the financial breakdown of a primary care clinic that has recently opened. The numbers in this post are not my clinics financial numbers exactly. I don’t want to “dox” myself and I want to give anyone interested an idea of what is generally possible if you work hard. I’ve used the national average income for primary care physicians for gross revenue. The expenses are based on my expenses 6 months into being open. In some cases, I have rounded numbers to the nearest dollar amount for ease of reading. Keep in mind that this is a generalization. Costs may be slightly higher or income might be higher or lower.

Now, lets have some fun and look at the monthly financial breakdown of a primary care clinic.

Gross (Total) Revenue

This is the total amount of money that is brought into the clinic before any taxes, expenses, or deductions.

In order to understand gross revenue, we must first understand how doctors bill.

Doctors bill based off RVU’s, relative value units. Every service provided by a physician has a unique code and can be billed for. For example, smoking cessation counseling, time spent between 3-10 minutes: The code is 99406.

The government has assigned an RVU to each code. For example, a complex new outpatient visit is 3.17 work RVU’s or 2.38 RVU’s . There is a difference between (work RVU abbreviated wRVU) and (RVU). This will be outside the scope of this post, but if you want to know a bit more, here is a link to AAPC about RVUs. Basically, the larger RVU number includes facility fees, overhead, the work done, and total RVU also includes malpractice premium payments due to risk for each procedure.

Medicare on average pays about $66 per wRVU (in my area for 2019). The average primary care physician bills for about 5,000 RVU’s per year, which would equal about 7,000-8,000 wRVU per year. It’s unclear to me if these papers also count consumables such as vaccines in those RVU’s, which will add to the overall revenue.

To make numbers simple, lets say that the average primary care doctor bills for about $500,000 in insurance reimbursements per year. This is not an unreasonable amount at all for a full time primary care doctor who is seeing 15-25 patients a day. With this estimate our doctor is bringing in a gross revenue per month = $41,666.

Keep in mind this is an average number, work hard and you can increase the amount you’re bringing in each month.

Below are my average recurring expenses for the clinic at the six month point.

For my example, lets say as a new practice you decide to pay yourself $10,000 a month until you get a better sense financially of how things will go. This is exactly what I decided to do. I think this is a reasonable salary contribution for a start up medical practice. However, you might not take a salary for the first month or two after opening your practice ( I didn’t). As an owner, you will also be able to take distributions from the company in the form of dividends for any net income. I take these distributions quarterly.

It may be enticing to try to pay yourself totally in distributions to avoid paying payroll taxes, but this is something that will land you in trouble with the IRS. According to the IRS, you need to pay yourself a reasonable salary for your position worked. Reasonable is left up to interpretation and is based on many different factors. I am not a tax expert, so if you want to know exactly how you should pay yourself, then you should consult a local accountant. My accountant has told me not to even get close to the 50% salary, 50% dividends for payment structure. That for sure more than 50% should be taken as salary.

So, lets take a look at my average monthly bills for my first 6 months open.

Advertising: $700 (FYI: Now that I’ve maxed out my panel, I’ve stopped paid advertising)
Insurance (This is not including health insurance for employees. This is Malpractice insurance cost, workers comp): $1,400
Office Supplies $800
EMR and Billing Software: $450
Wages + benefits for employees: $17,000 (2 employees + Doctor)
Taxes: $1,800 (As the employer you will have to contribute to taxes per employee paycheck. Social Security 6.2%, Medicare 1.45%)
Telephone $120
Rent: $3,500 (I share rent with another physician which is why it may appear low)

Total expenses: $25,870

Net Income:

The income left over after all expenses as above: $16,796

So, the doctor in this situation is getting paid $10,000 in salary and $16,796 available left over for distributions. This won’t fly with the IRS and I suspect will earn you a letter from them plus possible penalties trying to avoid paying payroll taxes. So, salary will have to be adjusted up and distributions will have to go down to avoid trouble with the IRS.

Total yearly gross salary for this primary care doctor who owns their own clinic is $321,552 per year.

Total overhead excluding the doctors salary: 36% in this example.

For those of you who do not think this is possible, my clinic continues to hover around 30% for my overhead (excluding physicians salary). We run lean, work hard, and overall love what we do. It was hard finding good help. I had to fire my first employee pretty quickly. However, despite all the negatives to running a business, this has been the most rewarding thing that I have ever done. If you choose to work more or less, you can make significantly more or less income accordingly.

The Drawbacks:

There are many drawbacks for the primary care clinic. Yes, the high potential salary is a blessing, but there area always drawbacks.

First, the doctor in this example is always on call, and if you averaged out pay per hour it wouldn’t be great compared to hospitalist work. I am on call 24/7, every holiday and every weekend while self employed. A huge drawback for many.

Second, there is a lot of stress to owning and running a medical practice. I have no business manager. This puts extra money in my pocket but extra work on my lap. If you are not the type of person who doesn’t mind writing an employee up for being late, working on payroll hours, or fixing a broken printer, then you won’t mind the job. There is a lot of bureaucratic paperwork that goes along with the job, like reporting to the state wages and paying payroll taxes quarterly. I have spent many hours after clinic on setting up the business of a primary care office.

Third, the stress of the unknown can get to you. Many sleepless nights were had when I started my practice. I was so worried no one would ever show up. I also was worried how things would go practicing solo, not having other doctors to bounce ideas off of if I had a question in clinic.

Finally, primary care is hard. If you want to open your own primary care clinic get ready. Primary care is very hard. Dealing with possibly 5+ chronic illnesses, worrying about preventative medicine, dealing with some demanding patients, and on top of that running a clinic can burn anyone out. You can easily get buried in paperwork and frustrated with patients who are angry with you. The job is already tough and adding another difficult factor to the job for most people seems to be a huge reason to avoid owning their own practice.

The Grass Can Always Appear Greener

It is not all roses, but I will say that demanding patients are everywhere. There are tough days, there are many more great days. Most of my patients are wonderful, kind, and want to get better. It is a blessing to have such potential high income in our profession. Overall, I wouldn’t change how things are going for any amount of money. I’ve built a steady panel of patients and things have become more on autopilot every day I show up to work. To all the people considering starting their own practice: The beginning is definitely the hardest. It gets so much better!

If you are even considering opening up your own practice, I say go for it!.

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21 thoughts on “ financial breakdown of a primary care clinic: how much money does it make ”.

So now that you have filled your panel, any thought on adding a mid-level? Any chance you could do the financial breakdown for adding a PA/NP to a practice for those less informed of insurance and other considerations?

I will for sure be adding a mid level provider. I’ve already added a doctor and I am trying to hire another doctor so there will be 3 docs total. Once the doctors are up and running (they don’t have to have a full panel just the swing of things down in the practice) then I will bring on a PA or NP to my current clinic to cover me or the other docs when we are out.

From the glance of it, it looks like financially this is the most lucrative for owners of a medical clinic, not employing doctors. I started with physicians because when I’m off I don’t want to have to be asked medical questions and wanted someone who is completely capable of seeing all the patients and dealing with illnesses on their own independently. I’ve learned that starting up a business and running a business takes a lot of admin work and bringing on physicians allows me to take a step back every now and then and almost completely unplug.

I’ll absolutely post the financials as I go along though, even when I hire another doctor or NP.

Congrats on having a smooth running model! I hear that if you outsource billing, they take about 7% of the collections.. Did you include billers Payment in the employers list.. What EMR are you using now and do you like it. Did you take straight Medicaid when you started?

Hi, Thank you!

Billing companies I have found will take anywhere from 4-6%.

I have a biller in house so part of the overhead is collecting money and submitting bills.

I am currently using practice fusion.

I do not take straight medicaid. Where I am at, the fee schedule is so bad for medicaid that I wouldn’t even cover overhead with payments.

Thanks for checking out my website

Thanks for the reply!

Did you have any trouble contracting with the insurances.. like closed panels or capitations or holding you for too long?? If so, how did you manage.

I have a scenario where I’m independently credentialed but was contracted under a different employer tax ID. Now that I plan to establish my practice under my tax ID, I need to negotiate contracts with the insurances.. I’m trying to figure out if it will be to hard and if I have to take MSO or IPA help with contracting under their group rates, but there will be MSO restrictions..

I appreciate any input.. Thank you again!

Thanks for this encouragement. I am early into staring my own practice as a mid level for home care primary care and already exhausted… you have encouraged me today.

I’m happy to hear that I encouraged you! Best of luck on your endeavor!

This is great info. I’m an NP and have been open for 5 months and as of now I have about 850 patients. Looking at your numbers above, my question is: how did you do it with so few employees? I have myself, 2 MAs and my husband (he is an LPN up front to make appointments and also handles billing. I’m seeing about 15-18 patients per day. I will say, my MAs are great , but only one can draw labs. It puts a burden on us when someone needs to be off. We went through a few rough weeks also due to employee and child illness. I don’t want to burn out my assistants for sure, but also want to make sure that I do not become too top heavy. We did come from a corporate model where there was enough staff and the workload was not heavy. My patients are familiar with all of us as their care team. I am considering hiring someone else just so I can relieve myself of admin duties and my husband can mostly manage. The position would be part time at 24 hours per week. We also have 2 kids that are very active. Should I hire an additional person? I know we are going into sick season soon and I would expect to see at least 20 per day. Thanks for any advice!!

You need to automate. If you are solo, and you are seeing 18 pts a day, your check in forms, scheduling, everything should be automated. When I was running solo with 850 pts, I automated all of this. I also had an external biller while I was solo so I did not have to have them fully on staff since it would have been too much in payment for just one person bringing in the income. If blood draws are burdensome then send them to a lab nearby to get the blood drawn done. Push people to message in rather than call…that eats up a lot of time.

Do an audit of where you think everyone’s time is being spent and ask yourself is there a better way to accomplish this task. Instead of a patient spending 5 minutes on the phone trying to get insurnace information, send them a text, tell them to take a picture of it and text it back in. Lots of ways to be creative to get your employees off the phone and helping with seeing more patients more efficiently.

Very happy for your success! Everything is a journey and even though the initial phases were tough, look at you now! Congrats!

Thanks for the kind words! Have a good day.

Great job on getting your practice running! Overall, how quickly (months) did you fill up your panel?

I started totally from scratch and reached 5000 patients in my panel in about 18 months. That’s when I felt totally overwhelmed and stopped accepting new patients. Looking back I probably should have cut back earlier. However, I hired new doctors to join my group and they have been growing their practice.

Wow!!! Where was this?

I was subleasing from a surgeon. This is located in a major city in Texas.

Finding this post today has really lifted my spirits. I’ve always been so close to opening but then fear of the unknown gets the best of me. Also, did you take out a business loan to open or did you finance it yourself.

I financed everything myself by doing locums. The only exception is that I did take out a loan to buy the building that I am currently in.

This is great information and a great exercise for providers to gain an appreciation of a practice balance sheet. I helped my wife start her solo PCP practice 20 years ago with a few patient charts and a file cabinet. One note about the above numbers: Be sure to run them for the reimbursement AVAILABLE in your area. Most private PCPs in our area make their expenses on a capitated plan that new practices don’t have access to, so our revenue was all FFS—at about $60 a visit.

That number changes things, as a provider would need to see about 35 patients a day for 20 days a month just to break even on the above expenses, which is almost double the above patient visits a day.

It is great to see a provider sharing information to help others. I have been amazed at how little sharing exists in practice management among providers.

Thank you for sharing your experience! I’m sure many will find it very helpful. As for expenses, it seems like you didn’t mention anything about medical equipment. I’m really wondering how much money it might take to buy equipment. They say that it’s extremely expensive.

What type of medical equipment? Yes, some things are very expensive. Exam tables are about $1000 – $1500 each. Computers about $1,000 each. We paid about $300 for our EKG machines each. Yes, you can spend a lot of money on equiptment if you are going to need surgical supplies or asthetics devices.

I appreciate this essay. I am also considering private practice, and there doesn’t seem to be enough guidance these days as most, if not all, of my colleagues are employed by a big hospital. There is more doom and gloom about decreasing reimbursements and increasing administrative headaches imposed by CMS, than the upside. It’s nice to hear encouragement from another doctor for a change. I just found your blog, and look forward to learning more !

Revenue Per Visitor: Definition, Formula & Best Practices

Anthony Brebion

Revenue Per Visitor, or RPV, is a highly effective way to measure how your online sales are performing. With so many metrics available to businesses, it is one of the most comprehensive available, covering the myriad of blind spots that are inherent in many other data metrics.

What Is Revenue Per Visitor?

Revenue Per Visitor is a way to accurately assess average revenue per visitor to your website.

The calculation is made by dividing the total income by the number of visitors during a specific time period . For example, if your income for January to March is $20,000, during which time you attracted 5,000 visitors, then your RPV would be $4.

RPV works differently from Conversion Rate (CVR), although it is a similar metric using some of the same data. As we will see, CVR is not as accurate as RPV , and can lead a business down something of a blind alley and affect both website design and marketing campaigns.

Why Use Unique Visitors?

Revenue Per Visitor does not use the total number of visitors to your site in its calculations. Instead, it counts only unique visitors, with each individual counting as just one visitor. In other words, visitors, not visits. This is because almost all first-time visitors to a site, more than 99%, will not make a purchase . Typically they might want to compare prices or offers on another site, or perhaps they want to mull things over before making a purchase, particularly if it’s an expensive one.

This can skew the results considerably and provide falsely negative data on how much a company will earn per visitor. On the other hand, if you are gaining a lot of recurring buyers, you may wish to document this trend and use total buyers instead. This might depend on what it is you are selling, as well as whether you want to track individual habits as well as revenue.

Why Use Revenue Per Visitor?

RPV is a much more thorough and insightful metric for those who wish to measure online sales than Conversion Rate (CVR).

In fact, many of the metrics used in e-commerce have enormous blind spots that can lead you to make poor decisions made with accurate, but incomplete, data.

Put simply, conversion rate tracks the percentage of visitors to your site that makes a purchase. If the product or products you are selling are of one price, this would paint a complete picture of how your business is performing. Most e-commerce platforms, however, are selling products of different value. For example, a conversion rate of 3% for a fidget spinner worth $2 is very poor, but for a sofa worth $1,000 it is highly desirable. So what is needed is a metric that takes into account AOV – Average Order Value.

The average order value is the average revenue made per visitor . The aforementioned fidget spinner has an AOV of just 6p, but the sofa has an AOV of $30. So why not use this metric to calculate how much a business earns per visitor? Well just because conversion rate comes with an inherent blind spot, doesn’t mean it’s a metric without merit. If the only data you have is AOV, how are you to know if your website is performing to its full potential? Also, a low conversion rate directly affects your website’s ranking. The lower the ranking, the less likely customers are going to find it in the first place. The answer? Combine both metrics. This is how RPV came into being.

How To Improve Revenue Per Visitor

There are many methods and ideas that help improve a business’s average revenue per customer, but each tip should not automatically be considered a one size fits all deal. In fact, a lower RPV is not always a sign of a poorly performing website. For example, high traffic that garners low sales, and therefore a low RPV, can lead to higher sales over an extended period of time. It is therefore often good practice to keep every metric in proportion to other data.

Having said that, there is a little doubt about the power and insight that revenue per visitor can provide. These include:

Recommendations

Reward programs.

Basket reminders

Optimization

A tried and tested method of commerce since humans began trading, upselling is the method of suggesting upgrades or add-ons to the original purchase . For example, a tech salesperson might suggest that spending an extra $50 would result in a faster processor, meaning the laptop will avoid becoming obsolete in the near future. Or perhaps the next model up, which is only $70 more, has a free upgrade for the latest operating system.

Upselling is a balance, one where it is important to make the customer feel as if they are getting something of worth, or perhaps that it would be foolish not to when spending that little bit more. According to a study from Predictive Intent, upselling increases sales by over 4% for e-commerce businesses, and is twenty times more likely to be effective than non-complimentary recommendations.

Despite what was said in the previous paragraph, recommendations can be a highly effective way to increase revenue. By simply suggesting other items, there is little doubt that basket totals increase. By how much will depend on the effectiveness of the recommendation engine. This can be tricky for small businesses with little or no data on their customers, the more information you have, the better recommendations work , but some common sense can work wonders here.

For example, complimentary suggestions, those related to the purchase, will likely result in higher purchase totals. If someone buys a laptop, suggesting a wireless mouse or external hard drive will likely be yield better results than stereo equipment.

It is hard enough finding customers in the first place, when you have their attention, creating an experience and incentives for them to return is essential. Reward programs are perfectly designed to achieve this.

Much like supermarket reward points, these systems encourage customers to return to an e-commerce website, rather than a rival business, by making it worthwhile for them to do so. Reward points are just one method of encouraging loyalty, however. Exclusive offers for returning customers have proven to be highly effective when implemented in the right way. This can be particularly useful during the Christmas period when businesses are most likely to encounter new customers.

Basket Reminders

Revenue per visit can be greatly reduced by those abandoning their purchase halfway through the process . Some estimates have the rate of abandonment at almost 70%. There are many reasons why this might happen, and some, such as the process taking too long, can be dealt with by redesigning parts of the website. Whatever the reason, it is possible to turn some of those near misses into hits.

Simple apps and email campaigns can target those easily distracted customers into big spenders, and such solutions are highly cost-effective. What’s more, setting up such apps and campaigns take the minimum of effort and can lead to loyal customers that make regular purchases.

Depending on the size of a business, setting up a live chat feature can increase revenue in some surprising ways. Firstly, customers are more trustful of a website that has an easy to use customer service platform, and live chat is the most convenient online source.

Secondly, particularly if it’s a major purchase, many customers seek reassurance or extra information about a product. Such reassurance not only makes it more likely a sale will occur, but that returns and unsatisfactory experiences can be greatly reduced.

There is also the opportunity for additional revenue from upselling or special offers to be presented to the customer, one to one. Don’t forget as well to A/B test your live chat solution. You may be surprised!

Website optimization is key to best practices in e-commerce and is the most thorough and data-driven aspect of understanding how well a website is performing. This might include heat maps, where businesses can see which part of a page’s content has been engaged with most or testing different versions of a website to ascertain which setups work best. This is known as A/B testing.

Optimization provides data beyond simple metrics and allows a business to make sense of the data at a much more profound level, putting into context what might otherwise be cold, hard numbers that lack context.

Calculating Year Over Year Revenue

Site revenue is pretty straightforward to calculate over the course of a single year. For example, in 2014 Business A’s revenue was $200, in 2015 it was $250. Subtract the $200 from the $250, leaving $50. Then divide the increased total by the original figure from 2014 (50 divided by 200), equalling 0.25. Lastly multiply that by 100, giving you the figure of 25% growth.

For year on year calculations you will need to use Excel, so as you might imagine, it isn’t so straightforward. This method works for any growth calculation beyond one year.

To calculate overall growth, from 2014 to 2016, simply use the formula above, but the calculating year on year requires three steps. First using the year ending figures for 2016, divide it by the yearly figures for 2014 (350 divided by 200 = 1.75).

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Understanding the economics of a physical therapy practice.

Steve Thompson is MPT, CEO and Owner of Sport and Spine Therapy of Marin

Ok, you have just completed PT school and you are ready to take on the world and help as many people as possible. Fantastic! Now, the question always comes up – how much am I worth?

One thing I always consider when I am going into a marketing visit with a doctor or a sales call is “what value can I bring this person/doctor even before I ask them for anything in exchange?” A small bit of advice that I would offer to any new grad PT, or any person who is trying to learn about business is, find a way to bring value to the person first before asking for anything.

What I am most surprised by when I interview new grads is the wide range of salary “demands” that new grads are asking for even before they have treated a single patient. Some new grads feel very confident in their skills, which is a wonderful thing. I remember that time when I just finished PT school and was ready to treat! I had confidence in my skills but I had no clue as to how the “business” of PT works. I understand that the economics of PT are not covered in detail during grad school, so I wanted to take a moment to provide new graduates with a basic understanding from a clinic owners perspective.

In this article you will learn:

The basic economics of a PT practice
How you can bring value to a PT practice above just patient visits
What a private practice owner is looking for in a new graduate

Understanding the basic economics of a physical therapy practice

When you are contemplating what type of salary to expect, you could apply a simple formula. This formula could also be used to calculate what is expected of you. The simplest formula to understand how the “business” of PT works is as follows:

(# patients seen) x (avg reimbursement/visit) = total amt of value produced

Let’s take a hypothetical practice to start. For example, if you are expected to see 14 patients/day, and the clinic gets $100/visit, you will be generating $1400 of value each day. With an average of 21 treatment days in any given month, that means you have the potential to generate $1400 x 21 = $29,400 in a month for the practice. That is the value of your work to the practice. Value generation is, of course, more than numbers and production; it is about delivering high-quality care and generating raving fans that will bring in more patients for the business. The hard part is maintaining a balance between the value to the business and the value to the patients.

Calculating the "top line" is where most people stop and is a common mistake in both business and calculating value. Now you might be thinking, “that seems like a lot of value that you are generating” but let’s look at the typical expectations of an owner of their staff. In order to cover the overhead of running a practice and to build a profit margin to pay for equipment, raises, insurance – health and malpractice, etc, a treating PT should bring in 3-4x their annual salary. Therefore, if a new grad PT is earning a salary of $75,000, then the owner would like to see the PT bring in between $225,000 to $300,000 in revenue each year, or upwards of $25,000 per month, just to help cover expenses.

Based on this example, you can reverse engineer this equation to determine how many patients you will have to see in a given month to be a profitable employee (and investment) for the clinic. If we use our example of the $75,000 salary; to generate revenue of $25,000 per month at $100 per visit, you will have to see 250 patients in a month, or 12 patients per day to cover operational expenses.

Clinical Expense Calculations

The expenses a clinic incurs are, of course, dependent upon the location of the practice, the cost of living in the city, the size of the practice, etc. For instance, a bigger city location (like San Francisco, CA) would need to bring in more revenue than a rural PT clinic (like Auburn, CA) . Profitability for a clinic is also affected by the PT’s salary demands. If a PT wants $85,000 per year, then that PT would be expected to generate 3-4x $85,000, or $340,000.

How many patients would a PT have to see to generate $340,000 per year or $28,333 per month? Simply divide $28,333 by $100 per visit (or whatever the clinic’s average reimbursement is), and you would need to see 283 visits per month or 13.5 per day. Based on the math above, when you are asking about salaries or are thinking about asking for a high salary, also ask how many patients you would be required to see in a given day. This will tell you if you can bring economic value to the company or not.

Bringing value in other forms

Value itself does not always have to come in the form of clinical revenue per day. Value, it turns out, is something that can be created in many ways. Let’s explore.

Many practices are looking at alternative methods of bringing money into a practice via wellness programs, massage, and other cash-based programs to combat the continual decline of insurance reimbursement. Alternative programs are a perfect place where someone who is passionate about PT, passionate about helping others, and eager to learn and treat can offer a service to the owner. Start a cash-based program. Use a skill you may have used before such as personal training, or in our world, Wellness programs. You have the power to bring so much to the table for a practice, you just have to think outside the box of being “just a PT”.

How about offering to deliver talks to the public to generate interest and business. Pick a topic area that you love and would enjoy spending time doing during your day or even after. Offer to host a booth at a local race to generate new leads to the business. Ask for the names of some doctors or referral sources that the owners are trying to develop a relationship with an see if that doctor would allow you to observe a surgery.

Plan on delivering AMAZING service to your patients and when they become your raving fans, then ask them “Who do you know that needs our help?” Generate referrals from your patients and help the practice grow.

The possibilities are endless, we just have to think differently. We have to think about generating value first and then get the reward for our work from the results we get. Somewhere along the way toward our careers, we were told that we are worth a lot of money and that we are entitled to a high salary. Unfortunately for your next employer, no one has told the insurance company how good you are and that they should open they bank accounts and pay us for what we are good at doing. The employer usually has limits on what they can afford, so offer to help him or her grow the practice in exchange for a high salary – offer to take a lower starting salary but have your increases in salary dependent upon generating value.

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The Financial Metrics that Matter Most to Therapy Private Practices

These numbers that could mean the difference between growing your practice and shuttering your doors. Click here to learn more.

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According to Pink Floyd, money is a “gas.” While the surface level interpretation of that lyric may be that money is fun and entertaining, the word “gas” seems deliberate here. After all, money is fuel. We as a society run on it, and yet, so many of us—including rehab therapy professionals—manage it poorly. The trick to better financial management is knowing what to actually manage—or more specifically, what to track, monitor, and act upon. With that in mind, here are the financial metrics that matter most to rehab therapy practices:

Days in A/R

Cash is king, so the sooner you can convert revenue into cash, the better. But, in between funds promised and cash-in-hand lies accounts receivable (A/R)—that awkward middle stage where your business eagerly awaits payment.

Days in A/R is defined as the number of days it takes for your clinic to get paid. Here’s how to calculate this number (according to AAFP ):

Add all of the charges posted for a given period (e.g., 3, 6, or 12 months).
Subtract all credits received from the total number of charges. (That way, you don’t get an overly positive impression of your practice.)
Divide the total charges, less credits received, by the total number of days in the selected period (e.g., 30 days, 90 days, 120 days, and so on).
Divide the total receivables by the average daily charges.

Everyone wants money in the bank faster, so once you know your average days in A/R, look for ways to shave time. For example:

Pinpoint those slow-to-pay payers, and address payment come contract time.
Collect copayment upfront, and scrutinize your invoicing and collections practices.
Offer early payment discounts.
Allow for payment plans. But, as AAFP advises, “Payment plans that extend the time patients have to pay accounts can result in an increase in days in A/R. Consider creating a separate account that includes all patients on payment plans and determine whether your practice should or should not include this ‘payer’ in the calculation of days in A/R.”
Account for 90-day and 120-day buckets. “Good overall days in A/R can also mask elevated amounts in older receivables, and therefore it is important to use the ‘A/R greater than 120 days’ benchmark,” explains AAFP.

Collections

Expected vs. actual.

Most clinics track net revenue per month and per visit , but you can take this a step further by narrowing your focus to reimbursements specifically and comparing expectation to reality. According to this article, expected collection “is the payment amount the...practice expects to receive for a given service based on the contract between the practice and the insurance payer.” Chances are pretty high that the actual reimbursement amount will differ from the expected amount, but tracking this disparity 1.) enables you to track cash flow, and 2.) alerts you to potential collection issues. Often, the discrepancy will be the result of reduced or denied payments. And there are fixes for those . But, you can’t fix what you don’t know is broken, so regularly compare expected vs. actual reimbursement per visit and segment by therapists and payers.

Copay Collection Percentage

Not to sound like a broken record, but it’s imperative that you collect copays upfront whenever possible. We’ve all seen the stats: chances of collection decrease by 20% after the patient leaves the office. So, institute a check-in process that includes copay collection and then hold your front office staff accountable by monitoring your copayment collection rate.

First-Pass Acceptance Rate

Want to know how accurate or clean your claims are? Want to know if your payer processes are in good shape? Then measure how many of your billed services were paid on the first attempt. Low first-pass acceptance rates are indicative of a much larger problem, and to paraphrase denial management expert—and special guest on our Down with Denials webinar—Diane McCutcheon, you've got to identify the problem in order to stop the bleeding.

Productivity

Revenue per therapist.

To truly measure your providers’ productivity, go beyond the basic metric of number of patients per therapist per day. As this article points out, “For a true measure of productivity, you must consider the average amount of revenue each therapist is generating—per month, per day, or even per visit.” This enables you to monitor time management and accurate billing.

Units per Hour per Therapist

Time is money, so it’s important to examine the number of units your providers are billing per hour. In addition to uncovering instances of over- or under-billing, you can also determine if your front office is underbooking.

Gross Margin

“Gross margin tells you how much is left after paying for the people and things that generate that revenue (i.e., the ‘cost of revenue’),” Jacob Findlay, Fullbay founder and CEO (and former WebPT director of finance), explains in this post. To calculate this number, subtract the cost of your therapists, assistants, therapy supplies, and anything else directly tied to actually providing therapy treatment from your total monthly revenue.

Operating Expense

Operating expense is the cost of overhead. You can determine this by adding together the costs of rent, advertising, office staff, non-therapy supplies, and anything else that’s not directly related to therapy services. “You can choose to allocate a percentage of rent to gross margin or simply count it all as overhead,” explains Findlay.

To quote Pink Floyd again, “Grab that cash with both hands and make a stash.” Your stash is your net income, or “what you have left after paying for the cost of revenue and overhead,” says Findlay. Essentially, this is what goes into the practice owner’s pocket—or more accurately, bank account—when all's said and done. And you absolutely want money in the bank if you want to not only stay open, but succeed. As Findlay explains, “no matter how dedicated you are to making a difference, that passion alone won’t keep your doors open. Don’t forget the famous adage: no margin, no mission.”

Pink Floyd also equates money to a “hit”—and that could mean a hit in the sense of either a drug fix or a crowd-pleaser. That observation—while poetic—isn’t unique to classic rock-and-rollers. We all know the power, influence, and necessity of money. All too often, though, we shy away from it, allowing problems to fester and detrimentally impact our practices. Don’t turn such a blind eye that you end up having to shut your doors. Instead, follow the money. Monitor the above financial metrics to ensure the viability and profitability of your business.

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two patients holding a physical therapist on their shoulders

Revenue per Visitor (RPV)

Measure the total amount of revenue generated by a single visit to your site.

Track all your Ecommerce KPIs in one place

Ecommerce KPI Example - Revenue per Visitor Metric

The Revenue per Visitor metric lets you track the total amount of revenue generated per single visit to your online store.

Regularly monitoring the "Revenue per Visitor" e-commerce metric helps businesses understand the value of each visitor, measure the success of marketing efforts, and make data-driven decisions to optimize the user experience, product offerings, and sales strategies to maximize revenue generation.

(Revenue generated by visitor A + Revenue generated by visitor B +...+ Revenue generated by visitor N)/Total number of visitors

Reporting frequency

Example of kpi target.

$200 per visitor

Store Owner, Online Sales Manager

Related Metrics & KPIs

Revenue from New Visitors

Shipping Error Rate

Coupon Conversion

Build custom dashboards for you and your team.

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Finding the Right Employee Compensation Model Under PDGM

Mapping out a clear pay structure and expectations for field staff is imperative for success in home-based care, particularly as margins become slimmer and the Patient-Driven Groupings Model (PDGM) takes hold.

Compensation structure is one of the biggest influences on providers’ margins — if not the biggest. With that in mind, providers need to find one model that works for both employees and their bottom line.

“What agencies want is a pay structure that will support reasonable margins on care,” Sharon Harder, president at C3 Advisors, said Wednesday at the National Association for Home Care & Hospice (NAHC) 2020 virtual Financial Management Conference. “This is really important under PDGM — we no longer have those therapy thresholds that are going to pay us for volume. And so we’re going to have to be really careful about managing our margins.”

C3 Advisors is a consulting firm focused on post-acute health care compliance.

At the end of the day, a pay structure should address four things, Harder explained.

On a basic level, a pay structure should reward outcomes and efficiency rather than visit volume. It should additionally reward the best employees and foster retention, while also creating incentives for good documentation practices.

Pay structures also need to be compliant with applicable wage-and-hour laws.

“We have to remember here, the compensation program is going to create financial incentive for employees, and they’re going to work to meet those incentives,” Harder said. “So when we wanted them to do a lot of visits, that’s what they did. Now, what we’re really looking for is far more efficiency. So [that’s] what we want to focus on [with those four things].”

But if providers are not cognizant of the fourth aspect — labor law compliance — the other three may not end up mattering at all.

“The goal is to find a structure that everyone likes, but then you also have to find a structure the government likes,” Robert Markette Jr., an attorney for Hall, Render, Killian, Health & Lyman, said in a presentation alongside Harder at the Financial Management Conference. “Because everything we do, we have to please the government and follow those various state and federal rules.”

Hall, Render, Killian, Health & Lyman is one of the largest health care law firms in the country.

Otherwise, non-compliance could result in very expensive costs on its own.

Recommended HHCN+ Exclusives

The different pay options.

There are various ways to pay staff — and each has its own perks and pitfalls.

For starters, there’s a pay-per-visit rate, an hourly rate and a salary.

In 2020, pay per visit can be a compensation model fraught with challenges, Home Healthcare Solutions President J’non Griffin said Wednesday on the same panel.

Home Healthcare Solutions works with home health agencies on coding, compliance and maximizing reimbursement, among other areas.

“It’s almost like administrators think that [pay per visit] is an easy way to pay,” Griffin said. “But if you really think about what pay per visit is, it is paying for a task, and we have moved past paying for a task in PDGM. We’re actually looking for quality, patient-centered visits — so that may not be our best option.”

If a pay-per-visit model is adopted, it’s also worth considering travel. One clinician could make six visits in a relatively short amount of time, while another may have to travel hundreds of miles to get to six different visits, Griffin explained.

That means an agency has to work out how they’re going to pay an employee for that traveled time.

An additional hurdle is telehealth visits, particularly during the COVID-19 crisis, as they’ve grown exponentially. Home health providers still don’t get paid for telehealth visits, but clinicians are still putting in that time, which means that those providers need to develop a strategy for how to pay for telehealth and in-person visits.

“For [pay per visit], the focus is on expediting the visit and not necessarily on what the patient needs,” Griffin said. “A lot of times, you have nurses or therapists that just go in and do the bare minimum and really don’t delve into what else may be happening with the patient. So pay per visit, a lot of times, is convenient for payroll purposes — but it does have a lot of unintended consequences.”

Hourly rates are the easiest to set up from a payroll perspective on the administrative end. There are usually a different set of rates based on experience and also for things like working holidays.

The difference in an hourly rate in home health, however, is that it relies on an honor system of sorts. Because clinicians are not working in an office environment, providers need to rely on a trust between the administrators and clinicians in order for the hourly rate to be effective.

That includes reporting hours on the road, hours at the home and hours doing documentation.

That can make things dicey when it comes time to pay overtime. If there is a no overtime policy but a clinician claims they’ve worked 40 hours per week in three days, an agency needs to decide if that means that the employee is done for the week.

On the other hand, if there is overtime — and a clinician racks up a lot of hours on their timesheet and continues to work — that could end up being harmfully expensive for the agency.

“There is no built-in efficiency at all on the hourly rate — it’s usually the opposite,” Griffin said. “It’s usually the clinicians that do less that get more money, and the clinicians that are efficient get less money. You have to look at that when you’re setting [this all up].”

Some states and hospital systems may require hourly rates. In that case, there’s no way around some of these issues.

For salaries, agencies have obviously set the price they’re going to pay a clinician, no matter how efficient they are. But if an agency has some salaried employees and some that aren’t, it’s important that they’re using their salaried ones first.

“If they’re on salary, I need to use them first because they’re not being productive to meet their salary if I don’t,” Griffin said. “So then you have to start looking at how you move those chess pieces around to get everybody what they need.”

While salary is a more simple payment system, it does not create incentives for efficiency or better quality.

The mix-and-match, hybrid-type arrangements include “visits plus an hourly rate” and “salary plus an incentive bonus,” but those types of agreements can lead to compliance concerns.

“These can result in great wage and hour compliance complications for agencies,” Griffin said. “Agencies have [certainly] been penalized for not paying properly [with these models].”

Companies featured in this article:

C3 Advisors , Home Health Solutions LLC , NAHC

Andrew Donlan

Before becoming a reporter, and then editor, for HHCN, Andrew received journalism degrees from the University of Iowa and Northwestern University. When he's not writing about health care, he makes himself miserable by indulging in Chicago sports.

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Do you know what it costs your practice to provide an adult physical, a well-child exam or an office procedure? A “unit cost analysis” will tell you that and more .

JEFF KULLGREN, MPH, AND MARIA D. SIBELLA, MA

Fam Pract Manag. 2004;11(4):41-45

A unit cost analysis is one of the most useful yet underused tools for managing a family practice. It takes into account all of the resources associated with providing a particular service and calculates how much it costs to provide that service at the smallest practical unit. 1 – 3 For example, you might want to know the true cost of providing an adult physical exam, a well-child visit or a particular procedure.

Cost-per-unit data can be highly useful to you when developing budgets, setting fees, planning for expansion or negotiating rates with health care insurers. You may find, for example, that the true cost of providing an adult physical exam is significantly higher than the current reimbursement rate of a local health plan. You might then be able to use the data to negotiate a higher reimbursement rate, or at least decide whether the contract is worth renewing. Similarly, you may find that the costs of doing a certain procedure make it unprofitable given the level of reimbursement and the demand for the procedure.

In our recent experience at a medium-sized community health center in the Midwest, the unit cost analysis proved to be an insightful tool. It showed us, for example, that our laboratory expenses for patients with HIV account for about half of the cost of each of their medical visits. When this information was shared with a funding agency, it decided to increase its financial support of the clinic. The analysis also provided a foundation for further inquiries, including a time study of patient and staff work flow that will be used to improve the clinic’s efficiency.

While most physicians would agree on the theoretical utility of unit cost information, they might doubt the practicality of actually performing a unit cost analysis, fearing that it requires vast and expensive resources such as consultants, sophisticated computer systems or accounting training. Fortunately, these elements are not needed to conduct a unit cost analysis. By following the steps provided below, you can acquire valid and actionable cost information about the care you provide regardless of practice size or resources.

Knowing the costs of your services can help you with setting fees, planning for the future and negotiating better rates with health plans.

A unit cost analysis does not require sophisticated computer systems or accounting training.

Family physicians can use a unit cost analysis to determine the true cost of providing an adult physical exam, a well-child visit, a particular procedure, etc.

Six steps to a unit cost analysis

Unit cost analysis is fairly straightforward. The most important thing to remember is that you can and should modify the methodology where necessary for your organization. In doing so, bear in mind that you are not striving to produce a publishable analysis that will stand up under peer review. Instead, you are simply trying to obtain accurate cost information that will enable sound management decisions.

The sample unit cost analysis provided in this article will help illustrate how each of these steps can be applied in the real world. Both the example and this article take a “bottom up” approach (that is, you start by determining all of the individual costs associated with a unit of service and then add them together to determine the cost per unit). Practices with more sophisticated information management systems may be able to take a “top down” approach (that is, you start with the total costs associated with a service and then divide by the number of units of service provided to determine the cost per unit). Each of these methods will lead to the same destination (the cost per unit); they simply have different ways of getting there.

Step 1: Define the unit of service. The first step in a unit cost analysis is to identify the type of service whose cost you want to know. Common units of service are office visits, adult physicals, diabetes check-ups, well-child exams, etc. How you define a unit of a given service should be based on what is meaningful, familiar and useful to your practice. Your staff, for example, may be used to thinking about office visits in 15-minute intervals. This definition will be important when you begin to figure the costs of physician time, nurse time and support staff time associated with the service. Using familiar definitions will make it easier to acquire information, communicate findings with your staff and translate your results into action.

Another consideration in choosing and defining your units of service is your information management system. If your units of service correspond with data already captured by your computer system, it will be easier for you to find the data you need and analyze your practice’s costs. For example, if your computer system tracks claims better than visits, you might choose to calculate the costs of preventive medicine services coded 99381 to 99429.

Units of service can be further segmented, as needed, to provide more detailed cost data about particular types of patients. Patients for whom English is a second language, for example, may require the presence of an interpreter during their regular office visits as well as extra time with their physician. Likewise, patients being treated for chronic diseases may require more time with the physician, more lab tests or more nurse time devoted to patient education. By breaking down your units of service into these smaller components, you can identify costs that might be missed by looking at only the average costs of all patients.

Step 2: Determine the number of units of service provided. In determining the number of units provided, you will need to choose a time period to analyze and must adhere to this period throughout your analysis. Practices with a computerized practice management system should be able to produce the number of units of a particular service provided during a given time period fairly easily. Practices without a computerized system can use a basic chart audit to produce a reasonable estimate. Again, the goal is to acquire the most valid and reliable information available with the staff time and resources available.

Step 3: Calculate the direct costs. Direct costs are expenses you can easily relate to the provision of a specific service. Examples of direct costs include physician and support staff salaries and benefits, medical supplies, lab tests and other resources consumed at the time of the service. Unit costs are likely to be more sensitive to direct costs than any other component of the analysis, so a careful and detailed approach is crucial.

The largest and most important direct cost is often the physician time allocated to one unit of service. This component can be determined through one or a combination of four methods: 1) direct observation of physician activities; 2) time sheets or time diaries that physicians fill out; 3) time sheets or time diaries that patients fill out; or 4) patient cycle times (from check-in to checkout) generated from a practice management system. Support staff time can be determined similarly. For example, by keeping a time diary for one week, a physician may find that he spends an average of eight minutes in the exam room with the typical adult patient. Using his salary or hourly wage as a reference, the physician could then determine his cost for those eight minutes. (See step three of the example .)

Cost information for other resources – such as materials, supplies and laboratory tests – that are consumed during a particular service can be obtained through several different approaches as well. Often a discussion with the physicians or staff familiar with the resources used to provide the service will be sufficient. Reviews of invoices and budgets for the time period or direct observation can also be helpful in tallying the resources directly consumed. For example, to determine the resources associated with a typical office visit, your nurse might simply make a list of the items commonly used and consult the practice’s supply catalog to determine their costs.

Step 4: Calculate the indirect costs. Indirect costs are expenses shared by more than one area of the practice. These costs involve resources that are not directly consumed during the provision of a service, but without them the provision of that service would not be possible. Common examples include administrative staff salaries and benefits, facility costs, insurance premiums, office equipment and supplies, and marketing expenses.

To calculate the indirect costs associated with a particular service, begin by making a list of all indirect costs within the practice (e.g., rent and utilities = $60,000 per year; administrative salaries and benefits = $50,000 per year; malpractice and general liability insurance = $90,000 per year). Then, total these indirect costs (e.g., $200,000 per year). Next, decide how much of the practice’s indirect costs should be allocated to the service in question. Common bases for allocation include the ratio of the selected service to all services provided, the percentage of total revenue attributed to the service, the percentage of practice square-footage devoted to the service, or the percentage of the organization’s total direct costs attributed to the service. For example, the fact that 20 percent of a practice’s visits are adult physical exams can be used as a rationale for attributing 20 percent of the practice’s indirect costs to adult physical exams. (See step four of the example .) Often, more than one potential basis for assigning indirect costs will suggest themselves. In such cases you’ll simply want to decide which one makes the most sense for your practice as a whole.

Step 5: Calculate depreciation and the value of donated goods and services. Before you can figure the full cost of providing the service in question, you must incorporate estimates for depreciation and the value of any donated goods or services. Overlooking these expenses may lead you to underestimate long-term expenses, and it may impede long-range planning. “Straight line depreciation” is one generally accepted – and perhaps the most straightforward – way of calculating this cost. Take the initial cost of the equipment and subtract its estimated resale value at the end of its useful life (e.g, $50,000 - $10,000 = $40,000). Divide this number by the years you expect your practice to use the equipment (e.g., $40,000 ÷ 10 years = $4,000). Using a cost allocation similar to the one used in step 4, determine the amount of depreciation attributable to the service (e.g., $4,000 x .20 = $800). Divide this number by the number of units of service provided in the study time period to arrive at a depreciation cost per unit of service (e.g., $800 ÷ 2,000 adult physical exams per year = $0.40 per adult physical exam).

Some clinics also rely on the use of donated goods or volunteer services, and the market value of these items (i.e., the amount you would have had to pay to acquire the donated goods or services) should be included in your cost calculations. Since these resources may not always be available to a practice, the costs of replacing them to maintain current service levels can be significant. Documenting the financial importance of these donations can also be valuable for organizational fundraising and planning.

To calculate depreciation for donated goods, use the formula described above for depreciation of non-donated equipment. To calculate the cost of donated services, multiply the market value of the services by the allocation rate, and then divide by the number of units of service provided (e.g., $10,000 x .20 ÷ 2,000 adult physical exams provided per year = $1.00 per unit of service).

Step 6: Determine the full cost of the unit of service. This final step is the simplest: Add the costs from steps 3, 4 and 5 to arrive at a total cost per unit of service. In the example , the final cost for an adult physical examination was $64.44.

AN EXAMPLE: CALCULATING THE COST OF PROVIDING AN ADULT PHYSICAL EXAM

Family physicians in a two-person practice would like to know the true cost of providing an adult physical exam in their office. The practice wants to determine whether a private insurer is compensating them adequately and whether they should try to negotiate a better reimbursement rate.

Using data for fiscal year 2002, the physicians completed the following unit cost analysis. The practice also kept time diaries for one week to determine the physician and staff time required for an average adult physical examination.

In the end, the physicians found that an average adult physical examination costs $64.44.

Lessons learned

As family medicine continues to be practiced in a financially hostile health care environment, the need for accurate and actionable cost data has never been greater and will only increase in the future. A unit cost analysis can reliably yield this information and is a valuable tool for any family practice seeking to improve its management, efficiency and planning. By using an effective but realistic approach based on the six steps listed in this article, even the most resource-poor organizations can design and conduct a unit cost analysis that will help managers make the sound decisions needed not only to survive – but to succeed – within this environment.

Health Resources and Services Administration. Determining the Unit Cost of Services: A Guide for Estimating the Cost of Services Funded by the Ryan White CARE Act of 1990 . Rockville, Md: U.S. Department of Health & Human Services; 1993.

Yates BT. Analyzing Costs, Procedures, Processes and Outcomes in Human Services . Thousand Oaks, Calif: Sage Publications; 1996.

Zelman WN. Cost per unit of service. Evaluation and Program Planning . 1987;10:201-207.

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Website Ad Revenue Calculator

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This calculator helps you estimate how much you will earn given a certain amount of traffic or how much traffic you need in order to reach your revenue goals.

For example, let's say that you know you need your website to generate $5,000 of ad revenue to hire that new programmer. You also know that, on average, you earn $4 per 1,000 page impressions from all of the ads on the site (AdSense provides this figure). Plugging all of this data into our calculator, you know that you need 1.25 million views to reach your goal . If an average user visits 3.2 pages, then you need a little over 390,000 visits. Please keep in mind that we're not distinguishing between particular banners on the page – all advertisements are treated as one. So it's revenue per page impression, not revenue per banner impression.

If you're on the other side of the deal (you buy traffic instead of selling it), you may also be interested in our CPM calculator if you want to compute the basic cost per thousand impressions calculation. Or, perhaps, the online marketing funnel calculator will help you to simulate the whole journey from impression through CTR, clicks, and leads all the way up to sales so that you can gain a better understanding of the efficiency of your website.

How does ad revenue work on websites?

Website owners sell space on their pages to showcase ads to potential customers . The price for each space might depend upon positioning on the website itself (banner, sidebar, etc.), exposure (number of impressions), or user engagement (by clicking on the ads).

How much money can I make from website ads?

About $2-10 per 1000 impressions , although it depends significantly on a variety of factors. These numbers could be higher or lower depending on your target audience, ad placement, and the focus of your website.

How can I calculate ad revenue?

To calculate ad revenue from a website, follow these simple steps:

Write down your page RPM (revenue per thousand impressions). AdSense provides this number.

Write down the number of visits your website has.

Look up your users' average number of page views per visit .

Multiply these three parameters together to get your total revenue from ads on your website.

Can you monetize a free website?

Yes . You can earn revenue from ads placed on your website by creating useful content and building an audience that makes your website appealing for advertisement. This works best when your website focuses only on one area, such as traveling or finance.

Page views per visit

Page revenue per thousand impressions. How much ALL of your ads earn per 1000 pageviews.

Home Health Pay Calculator – Make Sense of the Point Madness

by Trevor Miner PT, DPT | Oct 18, 2023 | Uncategorized | 0 comments

Who is this Calculator for?

This calculator is designed for all evaluating clinicians who are paid by salary in home health. This would include registered nurses, physical therapists, occupational therapists, and speech-language pathologists. If you are pay-per-visit, you already know your per-visit pay (of course).

How to make six-figures in home health?

This calculator helps you understand your per visit pay when you are paid by salary with productivity requirements, but if you’d like to understand the quality of a home health offer and be able to negotiate with evidence backed regional adjustments the Salary Sanity Score (SSS) is available exclusively in the Six-Figure Home Health Jumpstart Blueprint which you can learn about here.

How to Use the Home Health Pay Calculator

Use only numbers and decimals.
Enter your yearly salary.
Enter your weekly productivity requirement.
Assign point values to each visit type.
Be sure to include ALL tasks when determining the time required for each visit type – scheduling, driving, completing the visit, documentation, calling physicians, and communication in order to get the most accurate hourly equivalent.

Calculate Pay by Visit Type From Salary and Productivity

How to interpret your home health pay rate.

Due to “points” being an arbitrary measurement, your most valuable information is the Pay Rate per visit type and the hourly equivalent.

I will attempt to gather averages to improve the usefulness of this tool going forward.

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A Metric to Quantify the Cost of Patient Visits

What is time-driven activity based cost accounting and how does it help your practice understand the cost of seeing a patient?

One of my favorite questions to ask is “how much does it cost to see a patient?” I know it's a generic question, but it is a starting point for today’s medical practice. Understanding the cost of doing business is essential with value based and other payment models emerging.

The simple way to start is to identify total visits (all E&M codes) for a period and divide by total expenses (typically without the physician). If you have 6,250 annual visits as a solo provider and your total costs are $365,761, the cost per visit is $58.52. You can then decide to break this down further for new patients vs. established patients. Or you could chose to identify costs per total relative value unit, tRVU.

There are other options as well. Eventually you will want to break the cost idea into smaller, workable parts.

One of the most interesting approaches is to identify how much it costs for each category of care provided in the patient visit cycle (e.g., check in, triage, provider time, follow up, and check out). You can look at the cost associated with the triage area: Vital signs, questions on prescriptions, documentation for the visit, and the like. Let’s assume that it takes 10 minutes for this to occur.

If you are paying the medical assistant $15.00 an hour and there is a $2.00 additional cost per hour for benefits, the total cost per minute needs to be calculated. At 2,080 hours worked per year, the total cost at $17.00 per hour would be $35,360. The total minutes worked would be $124,800. The cost per minute is $0.28. The cost for triage is $2.80 just for time. Add in the direct cost for supplies and allocate costs for space and equipment, and it adds up. If this process is done for each category of service in the cycle you gain a better understanding of the cost for the visit. Once this is understood, you can begin to ask if there are activities done at the time by the right individual and is it worth the cost of doing that activity. Further, is it best to do that activity at that time.

This approach is called time-driven activity based cost accounting (TBABC). It may seem like a lot of work but in our experience an exercise of this nature creates an awareness that results in improving the management of the patient visit cycle. The improved management of that flow produces several options for management to consider.

First, the support is more efficient for the provider which allows the provider to spend more valuable time with the patient, either relationship building or specific to the treatment plan development. More efficiency may lead to seeing one additional patient per day for that provider, which will net at current Medicare rates additional income of ~$18,000 with very little expense. Better control of staff time leads to reduction in overtime. Better control of all times contributes to all getting out of the office on time, which leads to a better work-life balance.

Step one is to accept that there is a need to understand the cost of providing service to the patient. Once a basic understanding is arrived at, taking a page for other industries, utilizing TDABC, as initially complex as it may seem is an effort that produces some important results.

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Legal battle highlights patient rights, internal data safety

Physicians and practices alike should have safeguards in place to prevent situations like this from happening.

Asset Protection and Financial Planning

Asset protection attorney and regular Physicians Practice contributor Ike Devji and Anthony Williams, an investment advisor representative and the founder and president of Mosaic Financial Associates, discuss the impact of COVID-19 on high-earner assets and financial planning, impending tax changes, common asset protection and wealth preservation mistakes high earners make, and more.

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Developing the day before vacation mentality

Changing your frame of mind when treating patients can improve quality of care and efficiency.

Avoiding Claims Denials in Your Practice

Physicians Practice® spoke with Terry Blessing III, Senior Vice President of Client Development at VisiQuate, about how practices can work to reduce the likelihood of encountering denied claims.

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Lessons from a criminal HIPAA verdict

Each practice should learn from the result of this HIPAA case.

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The practice marketing minute

Marketing can be more than fancy campaigns and social media strategies.

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Healthcare Cost and Utilization Project (HCUP) Statistical Briefs [Internet].

Statistical brief #268 costs of emergency department visits in the united states, 2017.

Brian J. Moore , Ph.D. and Lan Liang , Ph.D.

Published: December 8, 2020 .

Introduction

Emergency department (ED) visits have grown in the United States, with the rate of increase from 1996 to 2013 exceeding that for hospital inpatient care. 1 In 2017, 13.3 percent of the U.S. population incurred at least one expense for an ED visit. 2 Furthermore, more than 50 percent of hospital inpatient stays in 2017 included evidence of ED services prior to admission. 3 Trends in ED volume vary significantly by patient and hospital characteristics, but an examination of nationwide costs by these characteristics has not yet been explored in the literature. 4

This Healthcare Cost and Utilization Project (HCUP) Statistical Brief presents statistics on the cost of ED visits in the United States using the 2017 Nationwide Emergency Department Sample (NEDS). Total ED charges were converted to costs using HCUP Cost-to-Charge Ratios based on hospital accounting reports from the Centers for Medicare & Medicaid Services (CMS). ED visits include patients treated and released from the ED, as well as those admitted to the same hospital through the ED. Aggregate costs, average costs, and number of ED visits are presented by patient and hospital characteristics. Because of the large sample size of the NEDS data, small differences can be statistically significant. Thus, only percentage differences greater than or equal to 10 percent are discussed in the text.

There were 144.8 million total emergency department (ED) visits in 2017 with aggregate ED costs totaling $76.3 billion (B).
Aggregate ED costs were higher for females ($42.6B, 56 percent) than males ($33.7B, 44 percent); 55 percent of total ED visits were for females.
Average cost per ED visit increased with age, from $290 for patients aged 17 years and younger to $690 for patients aged 65 years and older.
As community-level income increased, shares of aggregate ED costs decreased and average cost per visit increased.
In rural areas, one half of ED visit costs were for patients from the lowest income communities.
The expected payer with the largest share of aggregate costs was private insurance in large metropolitan areas (31.4 percent of $39.5B) and Medicare in micropolitan (34.0 percent of $7.6B) and rural (37.3 percent of $5.5B) areas.
Patients aged 18–44 years represented the largest share of aggregate ED costs in large metropolitan, small metropolitan, and micropolitan areas (36.4, 34.2, 32.5 percent, respectively). Patients aged 65 years and older represented the largest share of aggregate ED costs in rural areas (32.5 percent).

Aggregate costs for emergency department (ED) visits by patient sex and age group, 2017

Figure 1 presents aggregate ED visit costs by patient sex and age group in 2017 as well as number of ED visits. Estimates of aggregate cost use the product of the number of cases and the average estimated cost per visit to account for records with missing ED charge information. Aggregate cost decompositions among different descriptive statistics or using multiple levels of aggregation in a single computation could lead to slightly different total cost estimates due to the use of slightly different and more specific estimates of the missing information.

Aggregate ED visit costs by patient sex and age, 2017. Abbreviation: ED, emergency department Notes: Statistics for ED visits with missing or invalid patient characteristics are not presented. Patient age and sex were each missing for <0.1% of (more...)

Aggregate ED visit costs in 2017 were higher overall for females than for males. Of the $76.3 billion in aggregate ED visit costs in 2017, females accounted for $42.6 billion (55.9 percent) and males accounted for $33.7 billion (44.1 percent). This cost differential was largely driven by a difference in ED visit volume, with females having a larger number of ED visits than males (80.2 vs. 64.6 million visits, or 55.4 vs. 44.6 percent of visits). Females had higher aggregate ED visit costs and more ED visits for all age groups except children. The discrepancy was highest for patients aged 18–44 years, with aggregate ED visit costs for females approximately 50 percent higher than costs for males ($15.9 vs. $10.7 billion), followed by patients aged 65 years and older, for which aggregate ED visit costs were approximately one-third higher for females than for males ($11.5 vs. $8.6 billion).

Costs of ED visits by patient characteristics, 2017

Table 1 presents the aggregate and average costs for ED visits, the number of ED visits, and the distributions of costs and visits, by select patient characteristics in 2017.

Aggregate costs, average costs, and number of ED visits by patient characteristics, 2017.

In 2017, aggregate ED visit costs totaled $76.3 billion across 144.8 million ED visits, with an average cost per visit of $530. Aggregate ED visit costs totaled $76.3 billion in the United States in 2017, encompassing 144.8 million ED visits with an average cost per visit of $530. Routine discharge was the most frequent disposition from the ED, representing 80.8 percent of aggregate ED costs and a similar share of ED visits. Transfers represented 6.2 percent of aggregate ED costs but just 3.0 percent of ED visit volume because they had the highest average cost of any discharge disposition at $1,100 per ED visit. In contrast, ED visits resulting in an inpatient admission to the same hospital had the lowest average cost of any discharge disposition at $360 per ED visit and represented 9.4 percent of aggregate ED costs and 14.0 percent of ED visits.
The share of aggregate ED visit costs attributed to patients aged 65 years and older was higher than the share of ED visits for this group, and the average cost per visit was highest among patients aged 65 years and older. Aggregate ED visit costs among patients aged 65 years and older totaled $20.2 billion (26.4 percent of the $76.3 billion total for the entire United States in 2017) despite just 29.2 million ED visits from patients in this age group (20.2 percent of the 144.8 million total). Conversely, the share of aggregate ED costs attributed to patients aged 17 years and younger was substantially lower than this group’s corresponding share of ED visits (10.3 percent of ED costs vs.18.5 percent of ED visits). This differential is due in part to the difference in average cost per visit, which increased with age. The average cost per visit among patients aged 65 years and older was more than twice as high as average costs among patients aged 17 years and younger ($690 vs. $290 per visit).
Medicaid as the primary expected payer had the lowest average cost per ED visit, more than 50 percent lower than average costs for Medicare and one-third lower than for private insurance. Medicaid as the primary expected payer had an average cost per ED visit that was more than 50 percent lower than average costs per visit for Medicare ($420 vs. $660 per visit) and one-third lower than average costs for private insurance ($420 vs. $560 per visit). Due in part to these differences in average costs by expected payer, Medicare represented 30.1 percent of aggregate ED visit costs but 24.1 percent of total ED visits. In contrast, Medicaid represented 25.0 percent of ED costs but 31.5 percent of ED visits.
As community-level income increased, the share of aggregate ED visit costs decreased and average cost per ED visit increased. The share of ED visit costs and ED visits decreased as community-level income increased. Patients residing in communities with the lowest income (quartile 1) represented roughly one-third of aggregate ED visit costs and ED visits (31.4 and 34.3 percent, respectively). Patients residing in quartiles 2 and 3 represented approximately one-fourth and one-fifth of aggregate ED visit costs and ED visits, respectively. Patients residing in communities with the highest income (quartile 4) represented less than one-fifth of aggregate ED costs and ED visits (18.1 and 16.0 percent, respectively). In contrast, average cost per ED visit increased as community-level income increased, ranging from $480 in communities with the lowest income (quartile 1) to $600 in communities with the highest income (quartile 4).
The share of aggregate ED visit costs was highest among patients residing in large metropolitan areas. Aggregate ED visit costs for large metropolitan areas totaled $39.5 billion in 2017, more than half of the $76.3 billion in ED costs for the entire United States. The share of aggregate ED costs in large metropolitan areas was analogous to the overall distribution of ED visits in these areas: 51.8 percent of aggregate ED costs and 50.4 percent of ED visits.

Distribution of aggregate ED visit costs for location of patient residence by patient characteristics, 2017

Figures 2 – 4 present the distribution of aggregate costs for ED visits based on the location of the patient’s residence by age ( Figure 2 ), community-level income ( Figure 3 ), and primary expected payer ( Figure 4 ).

Aggregate ED visit costs by age and patient location, 2017. Abbreviations: B, billion; ED, emergency department; M, million Notes: Statistics for ED visits with missing or invalid patient characteristics are not presented. Patient age and patient location (more...)

Aggregate ED visit costs by primary expected payer and patient location, 2017. Abbreviations: B, billion; ED, emergency department; M, million Notes: Statistics for ED visits with missing or invalid patient characteristics are not presented. Expected (more...)

Aggregate ED visit costs by community-level income and location of patient’s residence, 2017. Abbreviations: B, billion; ED, emergency department; M, million Notes: Statistics for ED visits with missing or invalid patient characteristics are not (more...)

Figure 2 presents the distribution of aggregate costs for ED visits by patient age based on the location of the patient’s residence in 2017.

Patients aged 18–44 years represented the largest share of aggregate ED visit costs in all locations except rural areas where patients aged 65 years and older represented the largest share. Compared with other age groups, patients aged 18–44 years represented the largest share of aggregate ED visit costs in large metropolitan areas in 2017 (36.4 percent). The share of ED costs attributed to patients aged 18–44 years also was larger than for other age groups in small metropolitan and micropolitan areas (34.2 and 32.5 percent, respectively). Overall, the share of ED costs attributed to patients aged 18–44 years decreased as urbanization decreased, from 36.4 percent in large metropolitan areas to 29.8 percent in rural areas. In rural areas, patients aged 65 years and older accounted for the largest share of aggregate ED visit costs (32.5 percent) compared with other age groups. The share of ED costs attributed to patients aged 65 years and older increased as urbanization decreased, from 24.7 percent in large metropolitan areas to 32.5 percent in rural areas. The share of aggregate ED visit costs attributed to patients aged 45–64 years and those aged 17 years and younger were similar across all patient locations (approximately 28 and 10 percent, respectively).

Figure 3 presents the distribution of aggregate costs for ED visits by quartile of community-level household income in the patient’s ZIP Code based on the location of the patient’s residence in 2017.

In large metropolitan areas, patients residing in communities with the highest and lowest incomes represented the largest shares of aggregate ED visit costs. For other locations, patients in communities with lower incomes represented the largest share of ED costs. Patients residing in communities with the highest and lowest incomes (quartiles 4 and 1) accounted for 28.1 and 26.6 percent, respectively, of the $39.5 billion in aggregate ED visit costs in large metropolitan areas in 2017. In contrast, patients residing in communities with the two lowest income quartiles represented the largest share of ED costs for other patient locations (small metropolitan, micropolitan, and rural).
As urbanization decreased, the share of aggregate ED visit costs for patients in the lowest income quartile increased and the share for those in the highest income quartile decreased. The share of aggregate ED visit costs attributed to patients residing in communities in the lowest income quartile (quartile 1) increased as urbanization decreased, from 26.6 percent in large metropolitan areas to 48.8 percent in rural areas. In contrast, the share of ED visit costs attributed to patients residing in communities in the highest income quartile (quartile 4) decreased as urbanization decreased, from 28.1 percent in large metropolitan areas to 1.2 percent in rural areas.

Figure 4 presents the distribution of aggregate costs for ED visits by primary expected payer based on the location of the patient’s residence in 2017.

Private insurance as the primary expected payer accounted for the largest share of aggregate ED visit costs among patients living in large metropolitan areas. Medicare represented the largest share of ED costs in micropolitan and rural areas. Compared with other primary expected payers, private insurance represented the largest share of aggregate ED visit costs among those living in large metropolitan areas in 2017 (31.4 percent). The share of ED costs attributed to private insurance decreased as urbanization decreased, from 31.4 percent in large metropolitan areas to 27.9 percent in rural areas. More than one-third of ED visit costs were attributed to Medicare as the primary expected payer in micropolitan and rural areas. The share of ED costs attributed to Medicare increased as urbanization decreased, from 28.0 percent in large metropolitan areas to 37.3 percent in rural areas.

Costs of ED visits by hospital characteristics, 2017

Table 2 presents the aggregate and average costs for ED visits, the number of ED visits, and the distributions of costs and visits, by select hospital characteristics in 2017.

Aggregate costs, average costs, and number of ED visits by hospital characteristics, 2017.

Aggregate ED visit costs were highest for hospitals located in the South in 2017. Aggregate ED visit costs in the South were $27.5 billion in 2017 (36.1 percent of the total $76.3 billion for the United States). The share of ED visit volume for the South was even larger (40.0 percent of the 144.8 million total visits). The distribution of aggregate ED visit costs across other hospital characteristics largely followed the pattern of the number of ED visits. Aggregate ED costs were highest in private, nonprofit hospitals; teaching hospitals; and hospitals not designated as a trauma center (72.0, 64.1, and 52.5 percent of ED costs, respectively). ED visits at private, for-profit hospitals had lower average costs per visit than did visits at either private, nonprofit or public hospitals ($420 vs. $540 and $550 per visit).
About Statistical Briefs

Healthcare Cost and Utilization Project (HCUP) Statistical Briefs provide basic descriptive statistics on a variety of topics using HCUP administrative healthcare data. Topics include hospital inpatient, ambulatory surgery, and emergency department use and costs, quality of care, access to care, medical conditions, procedures, and patient populations, among other topics. The reports are intended to generate hypotheses that can be further explored in other research; the reports are not designed to answer in-depth research questions using multivariate methods.

Data Source

The estimates in this Statistical Brief are based upon data from the HCUP 2017 Nationwide Emergency Department Sample (NEDS).

Definitions

Types of hospitals included in the HCUP Nationwide Emergency Department Sample

The Nationwide Emergency Department Sample (NEDS) is based on emergency department (ED) data from community acute care hospitals, which are defined as short-term, non-Federal, general, and other specialty hospitals available to the public. Included among community hospitals are pediatric institutions and hospitals that are part of academic medical centers. Excluded are long-term care facilities such as rehabilitation, psychiatric, and alcoholism and chemical dependency hospitals. Hospitals included in the NEDS have EDs, and no more than 90 percent of their ED visits result in admission.

Unit of analysis

The unit of analysis is the ED visit, not a person or patient. This means that a person who is seen in the ED multiple times in 1 year will be counted each time as a separate visit in the ED.

Costs and charges

Total ED charges were converted to costs using HCUP Cost-to-Charge Ratios based on hospital accounting reports from the Centers for Medicare & Medicaid Services (CMS). a Costs reflect the actual expenses incurred in the production of hospital services, such as wages, supplies, and utility costs; charges represent the amount a hospital billed for the case. For each hospital, a cost-to-charge ratio constructed specifically for the hospital ED is used. Hospital charges reflect the amount the hospital billed for the entire ED visit and do not include professional (physician) fees.

Total charges were not available on all NEDS records. About 13 percent of all ED visits (weighted) in the 2017 NEDS were missing information about ED charges, and therefore, ED cost could not be estimated. For ED visits that resulted in admission, 24 percent of records were missing ED charges. For ED visits that did not result in admission, 11 percent of records were missing ED charges. The missing information was concentrated in the West (59 percent of records missing ED charges). For this Statistical Brief, the methodology used for aggregate cost estimation was analogous to what is recommended for the estimation of aggregate charges in the Introduction to the HCUP NEDS documentation. b Aggregate costs were estimated as the product of number of visits and average cost per visit in each reporting category. If a stay was missing total charges, average cost was imputed using the average cost for other stays with the same combination of payer characteristics. Therefore, a comparison of aggregate cost estimates across different tables, figures, or characteristics may result in slight discrepancies.

How HCUP estimates of costs differ from National Health Expenditure Accounts

There are a number of differences between the costs cited in this Statistical Brief and spending as measured in the National Health Expenditure Accounts (NHEA), which are produced annually by CMS. c The largest source of difference comes from the HCUP coverage of ED treatment only in contrast to the NHEA inclusion of inpatient and other outpatient costs associated with other hospital-based outpatient clinics and departments as well. The outpatient portion of hospitals’ activities has been growing steadily and may exceed half of all hospital revenue in recent years. On the basis of the American Hospital Association Annual Survey, 2017 outpatient gross revenues (or charges) were about 49 percent of total hospital gross revenues. d

Smaller sources of differences come from the inclusion in the NHEA of hospitals that are excluded from HCUP. These include Federal hospitals (Department of Defense, Veterans Administration, Indian Health Services, and Department of Justice [prison] hospitals) as well as psychiatric, substance abuse, and long-term care hospitals. A third source of difference lies in the HCUP reliance on billed charges from hospitals to payers, adjusted to provide estimates of costs using hospital-wide cost-to-charge ratios, in contrast to the NHEA measurement of spending or revenue. HCUP costs estimate the amount of money required to produce hospital services, including expenses for wages, salaries, and benefits paid to staff as well as utilities, maintenance, and other similar expenses required to run a hospital. NHEA spending or revenue measures the amount of income received by the hospital for treatment and other services provided, including payments by insurers, patients, or government programs. The difference between revenues and costs includes profit for for-profit hospitals or surpluses for nonprofit hospitals.

Location of patients’ residence

Place of residence is based on the urban-rural classification scheme for U.S. counties developed by the National Center for Health Statistics (NCHS) and based on the Office of Management and Budget (OMB) definition of a metropolitan service area as including a city and a population of at least 50,000 residents. For this Statistical Brief, we collapsed the NCHS categories into four groups according to the following:

Large Metropolitan

Large Central Metropolitan: Counties in a metropolitan area with 1 million or more residents that satisfy at least one of the following criteria: (1) containing the entire population of the largest principal city of the metropolitan statistical area (MSA), (2) having their entire population contained within the largest principal city of the MSA, or (3) containing at least 250,000 residents of any principal city in the MSA
Large Fringe Metropolitan: Counties in a metropolitan area with 1 million or more residents that do not qualify as large central metropolitan counties

Small Metropolitan

Medium Metropolitan: Counties in a metropolitan area of 250,000–999,999 residents
Small Metropolitan: Counties in a metropolitan area of 50,000–249,999 residents

Micropolitan:

Micropolitan: Counties in a nonmetropolitan area of 10,000–49,999 residents
Noncore: Counties in a nonmetropolitan and nonmicropolitan area

Community-level income

Community-level income is based on the median household income of the patient’s ZIP Code of residence. Quartiles are defined so that the total U.S. population is evenly distributed. Cut-offs for the quartiles are determined annually using ZIP Code demographic data obtained from Claritas, a vendor that produces population estimates and projections based on data from the U.S. Census Bureau. e The value ranges for the income quartiles vary by year. The income quartile is missing for patients who are homeless or foreign.

Expected payer

Medicare: includes fee-for-service and managed care Medicare
Medicaid: includes fee-for-service and managed care Medicaid
Private insurance: includes commercial nongovernmental payers, regardless of the type of plan (e.g., private health maintenance organizations [HMOs], preferred provider organizations [PPOs])
Self-pay/No charge: includes self-pay, no charge, charity, and no expected payment
Other payers: includes other Federal and local government programs (e.g., TRICARE, CHAMPVA, Indian Health Service, Black Lung, Title V) and Workers’ Compensation

ED visits that were expected to be billed to the State Children’s Health Insurance Program (SCHIP) are included under Medicaid.

Northeast: Maine, New Hampshire, Vermont, Massachusetts, Rhode Island, Connecticut, New York, New Jersey, and Pennsylvania
Midwest: Ohio, Indiana, Illinois, Michigan, Wisconsin, Minnesota, Iowa, Missouri, North Dakota, South Dakota, Nebraska, and Kansas
South: Delaware, Maryland, District of Columbia, Virginia, West Virginia, North Carolina, South Carolina, Georgia, Florida, Kentucky, Tennessee, Alabama, Mississippi, Arkansas, Louisiana, Oklahoma, and Texas
West: Montana, Idaho, Wyoming, Colorado, New Mexico, Arizona, Utah, Nevada, Washington, Oregon, California, Alaska, and Hawaii

Discharge status

Discharge status reflects the disposition of the patient at discharge from the ED and includes the following categories reported in this Statistical Brief: routine (to home); admitted as an inpatient to the same hospital; transfers (transfer to another short-term hospital; other transfers including skilled nursing facility, intermediate care, and another type of facility such as a nursing home); and all other dispositions (home healthcare; against medical advice [AMA]; died in the ED; or destination unknown).

Hospital characteristics

Data on hospital ownership and status as a teaching hospital was obtained from the American Hospital Association (AHA) Annual Survey of Hospitals. Hospital ownership/control includes categories for government nonfederal (public), private not-for-profit (voluntary), and private investor-owned (proprietary). Teaching hospital is defined as having a residency program approved by the American Medical Association, being a member of the Council of Teaching Hospitals, or having a ratio of full-time equivalent interns and residents to beds of 0.25 or higher.

Hospital trauma level

Level I centers have comprehensive resources, are able to care for the most severely injured, and provide leadership in education and research.
Level II centers have comprehensive resources and are able to care for the most severely injured, but do not provide leadership in education and research.
Level III centers provide prompt assessment and resuscitation, emergency surgery, and, if needed, transfer to a level I or II center.
Level IV/V centers provide trauma support in remote areas in which no higher level of care is available. These centers resuscitate and stabilize patients and arrange transfer to an appropriate trauma facility.

For this Statistical Brief, trauma hospitals were defined as those classified by the ASC/COT as a level I, II, or III trauma center. This is consistent with the classification of trauma centers used in the NEDS. The ACS/COT has a program that verifies hospitals as trauma level I, II, or III. h It is important to note that although all level I, II, and III trauma centers offer a high level of trauma care, there may be differences in the specific services and resources offered by hospitals of different levels. Trauma levels IV and V are designated at the State level (and not by ACS/COT) with varying criteria applied across States.

The Healthcare Cost and Utilization Project (HCUP, pronounced "H-Cup") is a family of healthcare databases and related software tools and products developed through a Federal-State-Industry partnership and sponsored by the Agency for Healthcare Research and Quality (AHRQ). HCUP databases bring together the data collection efforts of State data organizations, hospital associations, and private data organizations (HCUP Partners) and the Federal government to create a national information resource of encounter-level healthcare data. HCUP includes the largest collection of longitudinal hospital care data in the United States, with all-payer, encounter-level information beginning in 1988. These databases enable research on a broad range of health policy issues, including cost and quality of health services, medical practice patterns, access to healthcare programs, and outcomes of treatments at the national, State, and local market levels.

Alaska Department of Health and Social Services
Alaska State Hospital and Nursing Home Services Association
Arizona Department of Health Services
Arkansas Department of Health
California Office of Statewide Health Planning and Development
Colorado Hospital Association
Connecticut Hospital Association
Delaware Division of Public Health
District of Columbia Hospital Association
Florida Agency for Health Care Administration
Georgia Hospital Association
Hawaii Laulima Data Alliance
Hawaii University of Hawai’i at Hilo
Illinois Department of Public Health
Indiana Hospital Association
Iowa Hospital Association
Kansas Hospital Association
Kentucky Cabinet for Health and Family Services
Louisiana Department of Health
Maine Health Data Organization
Maryland Health Services Cost Review Commission
Massachusetts Center for Health Information and Analysis
Michigan Health & Hospital Association
Minnesota Hospital Association
Mississippi State Department of Health
Missouri Hospital Industry Data Institute
Montana Hospital Association
Nebraska Hospital Association Services
Nevada Department of Health and Human
New Hampshire Department of Health & Human
New Jersey Department of Health
New Mexico Department of Health
New York State Department of Health
North Carolina Department of Health and Human Services
North Dakota (data provided by the Minnesota Hospital Association)
Ohio Hospital Association
Oklahoma State Department of Health
Oregon Association of Hospitals and Health Systems
Oregon Office of Health Analytics
Pennsylvania Health Care Cost Containment Council
Rhode Island Department of Health
South Carolina Revenue and Fiscal Affairs Office
South Dakota Association of Healthcare Organizations
Tennessee Hospital Association
Texas Department of State Health Services
Utah Department of Health
Vermont Association of Hospitals and Health Systems
Virginia Health Information
Washington State Department of Health
West Virginia Department of Health and Human Resources, West Virginia Health Care Authority
Wisconsin Department of Health Services
Wyoming Hospital Association
About the NEDS

The HCUP Nationwide Emergency Department Sample (NEDS) is a unique and powerful database that yields national estimates of emergency department (ED) visits. The NEDS was constructed using records from both the HCUP State Emergency Department Databases (SEDD) and the State Inpatient Databases (SID). The SEDD capture information on ED visits that do not result in an admission (i.e., patients who were treated in the ED and then released from the ED, or patients who were transferred to another hospital); the SID contain information on patients initially seen in the ED and then admitted to the same hospital. The NEDS was created to enable analyses of ED utilization patterns and support public health professionals, administrators, policymakers, and clinicians in their decision making regarding this critical source of care. The NEDS is produced annually beginning in 2006. Over time, the sampling frame for the NEDS has changed; thus, the number of States contributing to the NEDS varies from year to year. The NEDS is intended for national estimates only; no State-level estimates can be produced. The unweighted sample size for the 2017 NEDS is 33,506,645 (weighted, this represents 144,814,803 ED visits).

For More Information

For other information on emergency department visits, refer to the HCUP Statistical Briefs located at www.hcup-us.ahrq.gov/reports/statbriefs/sb_ed.jsp .

HCUP Fast Stats at www.hcup-us.ahrq.gov/faststats/landing.jsp for easy access to the latest HCUP-based statistics for healthcare information topics
HCUPnet, HCUP’s interactive query system, at www.hcupnet.ahrq.gov/

For more information about HCUP, visit www.hcup-us.ahrq.gov/ .

For a detailed description of HCUP and more information on the design of the Nationwide Emergency Department Sample (NEDS), please refer to the following database documentation:

Agency for Healthcare Research and Quality. Overview of the Nationwide Emergency Department Sample (NEDS). Healthcare Cost and Utilization Project (HCUP). Rockville, MD: Agency for Healthcare Research and Quality. Updated December 2019. www.hcup-us.ahrq.gov/nedsoverview.jsp . Accessed February 3, 2020.

Acknowledgments

The authors would like to acknowledge the contributions of Nils Nordstrand of IBM Watson Health.

The HCUP Cost-to-Charge Ratios (CCRs) for NEDS Files were not publicly available at the time of publication, so an internal version was used in this Statistical Brief.

Agency for Healthcare Research and Quality. HCUP Nationwide Emergency Department Sample (NEDS) Database Documentation. Healthcare Cost and Utilization Project (HCUP). Agency for Healthcare Research and Quality. Updated April 27, 2020. www .hcup-us.ahrq.gov /db/nation/neds/nedsdbdocumentation.jsp . Accessed October 27, 2020.

For additional information about the NHEA, see Centers for Medicare & Medicaid Services (CMS). National Health Expenditure Data. CMS website. Updated December 17, 2019. www .cms.gov/Research-Statistics-Data-and-Systems /Statistics-Trends-and-Reports /NationalHealthExpendData/index .html?redirect= /NationalHealthExpendData/ . Accessed February 3, 2020.

American Hospital Association. TrendWatch Chartbook, 2019. Table 4.2. Distribution of Inpatient vs. Outpatient Revenues, 1995–2017. www .aha.org/system/files /media/file/2019 /11/TrendwatchChartbook-2019-Appendices .pdf . Accessed March 19, 2020.

Claritas. Claritas Demographic Profile by ZIP Code. https://claritas360.claritas.com/mybestsegments/. Accessed February 3, 2020.

American Trauma Society. Trauma Information Exchange Program (TIEP). www .amtrauma.org/page/TIEP . Accessed June 11, 2020.

MacKenzie EJ, Hoyt DB, Sacra JC, Jurkovich GJ, Carlini AR, Teitelbaum SD, et al. National inventory of hospital trauma centers. JAMA. 2003;289(12):1515–22. [ PubMed : 12672768 ]

American College of Surgeons Committee on Trauma, Verification, Review, and Consultation Program for Hospitals. Additional details are available at www .facs.org/quality-programs/trauma/vrc . Accessed July 17, 2020.

Moore BJ (IBM Watson Health), Liang L (AHRQ). Costs of Emergency Department Visits in the United States, 2017. HCUP Statistical Brief #268. December 2020. Agency for Healthcare Research and Quality, Rockville, MD. https://www.hcup-us.ahrq.gov/reports/statbriefs/sb268-ED-Costs-2017.pdf .

Cite this Page Moore BJ, Liang L. Costs of Emergency Department Visits in the United States, 2017. 2020 Dec 8. In: Healthcare Cost and Utilization Project (HCUP) Statistical Briefs [Internet]. Rockville (MD): Agency for Healthcare Research and Quality (US); 2006 Feb-. Statistical Brief #268.
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Healthcare Cost and Utilization Project (HCUP)
Nationwide Inpatient Sample (NIS)
Kids' Inpatient Database (KID)
Nationwide Emergency Department Sample (NEDS)
State Inpatient Databases (SID)
State Ambulatory Surgery Databases (SASD)
State Emergency Department Databases (SEDD)
HCUP Overview
HCUP Fact Sheet
HCUP Partners
HCUP User Support

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Do You Have Multiple PAN Cards? Here Is A Step-By-Step Guide To Surrender Duplicate PAN And Avoid Penalty

Multiple PAN Cards: If you have more than one PAN can lead to penalties and complications in income tax matters. The government's initiatives to link PAN with Aadhaar and bank accounts make detection of multiple PANs easier for the Income Tax Department.

Legal Framework

Online Surrender Method

Step-by-step process.

Step 1. Access the NSDL Online Portal

Visit the NSDL website and select the PAN correction option from the application type dropdown.

Step 2. Fill Personal Details

Input personal details and proceed to the next step.

Step 3. Submit Scanned Images

Upload scanned images and select the PAN number to retain.

Step 4. Declare Additional PANs

Mention inadvertently allotted PANs that you wish to surrender.

Step 5. Document Submission

Select proof of identity, residence, and date of birth, and upload required documents.

Step 6. Verify and Make Payment

Review the application form, make necessary edits, and proceed to payment.

Step 7. Payment Process

Pay the processing fee through demand draft, credit/debit card, or internet banking.

Step 8. Get Acknowledgement

Upon payment, download the acknowledgement, affix photographs, and send it to NSDL.

Mutual Fund KYC: Do All Investors Need To Re-Update KYC? Find Out Here

Offline Surrender Method

Submission process.

Step 1. Submit Correction Form

Fill out the PAN correction form and submit it at the nearest NSDL collection center.

Step 2. File Letter to Assessing Officer

Send a letter to the jurisdictional Assessing Officer listing duplicate PAN details and requesting cancellation.

Step 3. Provide Affidavit if Required

The Assessing Officer may require an affidavit confirming ownership of only one PAN.

Voter ID Card Download Scam On Rise Ahead Of Lok Sabha Election 2024: Here’s What To Do

Key Considerations

Ensure that the acknowledgement reaches NSDL within 15 days of submitting the online form.

2. Accuracy in Form Filling

Fill out the form carefully, marking checkboxes accurately to avoid complications.

3. Expectations During Investigation

Be prepared for scrutiny by Income Tax officials regarding surrendered PAN details and income disclosures.

4. Patience in Processing

Additional PAN cancellations may take time as officials verify the request thoroughly.

5. Follow-up if Necessary

Visit the Assessing Officer if further clarification is required to expedite the cancellation process.

do you have multiple pan cards? here is a step-by-step guide to surrender duplicate pan and avoid penalty

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I want to lead, i want to learn, register for the newsletter, resource library, budget, deficits, and debt, demographics, defense and national security, other programs, retirement security, taxes and revenues, infographics, you are here, how does the u.s. healthcare system compare to other countries.

The cost and quality of the U.S. healthcare system is one of the most prominent issues facing everyday Americans. It is a top policy concern for voters, a key indicator of economic efficiency, and a significant driver of the national debt. The recent release of the Organisation for Economic Co-operation and Development’s (OECD) 2024 Health Statistics — a comprehensive source of comparable statistics on healthcare systems across OECD member countries — provides policymakers and the public with some insight on how America’s healthcare system compares to others.

The United States Spends More on Healthcare per Person than Other Wealthy Countries

The amount of resources a country allocates for healthcare varies as each country has its own political, economic, and social attributes that help determine how much it will spend. Generally, wealthier countries — such as the United States — will spend more on healthcare than countries that are less affluent. As such, it helps to compare healthcare spending in the United States to spending in other comparatively wealthy countries — those with gross domestic product (GDP) and per capita GDP above the median, relative to all OECD countries.

In 2022, the United States spent an estimated $12,742 per person on healthcare — the highest healthcare costs per capita across similar countries. For comparison, Switzerland was the second highest-spending country with $9,044 in healthcare costs per capita, while the average for wealthy OECD countries, excluding the United States, was only $6,850 per person. Such comparisons indicate that the United States spends a disproportionate amount on healthcare.

Why Is the United States Spending More on Healthcare?

Healthcare spending is driven by utilization (the number of services used) and price (the amount charged per service). An increase in either of those factors can result in higher healthcare costs. Despite spending nearly twice as much on healthcare per capita, utilization rates in the United States do not differ significantly from other wealthy OECD countries. Prices, therefore, appear to be the main driver of the cost difference between the United States and other wealthy countries. In fact, prices in the United States tend to be higher regardless of utilization rates. For example, the Peterson-Kaiser Health System Tracker notes that the United States has shorter hospital stays, fewer angioplasty surgeries, and more knee replacements than comparable countries, yet the prices for each are higher in the United States.

There are many possible factors for why healthcare prices in the United States are higher than other countries, ranging from the consolidation of hospitals — leading to a lack of competition — to the inefficiencies and administrative waste that derive from the complexity of the U.S. healthcare system. In fact, the United States spends over $1,000 per person on administrative costs — almost five times more than the average of other wealthy countries and more than it spends on long-term healthcare.

Does this Higher Spending Lead to Better Outcomes?

Higher healthcare spending can be beneficial if it results in better health outcomes. However, despite higher healthcare spending, America’s health outcomes are not any better than those in other developed countries. The United States actually performs worse in some common health metrics like life expectancy, infant mortality, unmanaged diabetes, and safety during childbirth.

A healthcare system with high costs and poor outcomes undermines our economy and threatens our long-term fiscal and economic well-being. Fortunately, there are opportunities to transform the healthcare system into one that produces higher quality care at a lower cost. For more information on potential reforms, visit our solutions page and the Peterson Center on Healthcare .

Related: Healthcare Costs for Americans Projected to Grow at an Alarmingly High Rate

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IRA Contribution Limits

"Earned Income"

Spousal IRAs

Roth ira income limits.

Traditional IRA Deductions
Excess IRA Contributions
The Saver's Credit

The Bottom Line

2024 roth and traditional ira contribution limits.

The contribution limit for individual retirement accounts (IRAs) for the 2024 tax year is $7,000. If you are 50 and older, you can contribute an additional $1,000 for a total of $8,000. This includes contributions for both Roth IRAs and traditional IRAs . But there are restrictions that could affect how much you can contribute and what you can deduct on your tax return.

Key Takeaways

The combined annual contribution limit for Roth and traditional IRAs for the 2024 tax year is $7,000, or $8,000 if you're age 50 or older. Those limits reflect an increase of $500 over the 2023 limit of $6,500 ($7,500 if you are 50 or older).
That is a combined maximum, which means the limit is the same if you have more than one IRA.
You can only contribute earned income to an IRA.
Roth IRA contribution limits are reduced or eliminated at higher incomes.
Traditional IRA contributions are deductible, but the amount you can deduct may be reduced or eliminated if you or your spouse are covered by a retirement plan at work.

As noted above, there are limits to how much you can contribute to your retirement accounts, including IRAs. These limits are set and adjusted for inflation annually and are published by the Internal Revenue Service (IRS).

The maximum contribution limit for Roth and traditional IRAs for 2024 is:

$7,000 if you're younger than age 50
$8,000 if you're age 50 or older

You have until the filing deadline of the following year to contribute to an IRA. So you can contribute to your IRA for 2024 until Monday, April 15, 2025. The maximum contribution for 2024 is $7,900, but if you are age 50 or over, it is $8,000.

You Can Only Contribute Earned Income

You must have earned income to contribute to an IRA. There are two ways to get earned income: work for someone else who pays you, owns, or runs a business or farm. The IRS has a list of what's included in earned income and what's excluded, which is highlighted in the table below.

The IRS considers income from alimony and separation settlements as earned income as long as the decrees are executed on or before Dec. 31, 2018. Income from partnerships is excluded if the services you provided didn't generate any material income. Amounts excluded from your income may include any foreign-earned income.

For 2024, you can contribute as much as $7,000 to an IRA or $8,000 if you're age 50 and older. But you must have enough earned income to cover the contribution.

If your earned income for the year is less than the contribution limit, you can only contribute up to your earned income. For example, if you earned $3,000, you can contribute a maximum of $3,000.

If you don't have earned income but your spouse does, you can open what's called a spousal IRA . These accounts allow a person with earned income to contribute on behalf of their spouse, who doesn't work for pay.

You can structure a spousal IRA as a traditional or Roth IRA . Either way, the spouse with earned income can contribute to the IRAs of both spouses, provided they have enough earned income to cover both contributions.

To be eligible for a spousal IRA, you must be married and file a joint tax return.

You can contribute to a traditional IRA regardless of how much money you earn. But you're not eligible to open or contribute to a Roth IRA if you make too much money . Here's a rundown of the 2023 and 2024 Roth IRA income and contribution limits, based on your filing status and modified adjusted gross income (MAGI) :

There are still ways around the Roth IRA contribution limits. If you make a contribution to a nondeductible IRA, you can convert it to a Roth IRA . The same applies to nondeductible contributions made to a 401(k) plan.

Of course, any strategy with tax implications should be reviewed by a qualified tax professional.

If you make too much money, you may still be able to contribute to a Roth IRA using a strategy called a backdoor Roth IRA .

Traditional IRA Deduction Limits

Unlike Roth IRAs, there are no income limits with traditional IRAs. And you can deduct your contributions in full if you and your spouse don't have a 401(k) or some other retirement plan at work.

If either one of you is covered by a plan at work, however, the deduction may be reduced or eliminated. Here's the full rundown of IRA deduction limits for 2023 and 2024:

Modified Adjusted Gross Income (MAGI)

The IRS uses your MAGI when it comes to IRA limits. This number can be close (or identical) to your adjusted gross income (AGI) . It takes your AGI and adds back certain deductions, including:

Half of any self-employment taxes
IRA contributions and Social Security
Losses from a publicly-traded partnership
Passive income or loss
Qualified tuition expenses
Rental losses
Student loan interest
The exclusion for adoption expenses
The exclusion for income from U.S. savings bonds
Tuition and fees

To calculate your MAGI, find your AGI from your tax return. It's on line 11 of Form 1040: U.S. Individual Tax Return Definition, Types, and Use . Then, use Appendix B, Worksheet 1 from IRS Publication 590-A to modify your AGI for IRA purposes.

What If You Contribute Too Much?

It's good to max out your IRA contributions. But if you go overboard, the IRS considers it an ineligible (or excess) contribution . If you contribute too much or contribute to a Roth when your income is too high, you'll owe a 6% penalty on the excess contribution each year until you fix the mistake.

The good news is that there are several ways to fix your mistake:

Withdraw the excess contribution and any earnings on it before the April tax deadline.
If you've already filed your tax return, remove the excess contribution and earnings and file an amended tax return by the October deadline.
Apply the excess to next year's contribution. You'll still pay the 6% penalty this year, but you'll be set going forward.

Of course, it's best to avoid excess contributions altogether. Be sure to pay attention to the IRS' contribution limits for the year, keep track of your contributions , and watch your income. Just because you were eligible to contribute last year, it doesn't mean you still are.

The Saver's Credit

Many people with low to moderate incomes aren't even aware of the saver's credit , a dollar-for-dollar reduction of the taxes you owe. It was put into place in the early 2000s.

You could earn a credit of 10%, 20%, or 50% of your contributions, up to a dollar amount of $2,000 ($4,000 if married filing jointly) as long as you're eligible. The saver's credit is available to individuals, heads of households, and joint filers who contribute to an IRA, 401(k), or any other qualified retirement account, and whose adjusted gross income falls within certain parameters. You must be over 18, not a full-time student, and not listed as a dependent on anyone else's tax return to qualify.

The income thresholds are adjusted annually. Here are the saver's credit rates for 2023 and 2024:

A married couple with an AGI of, say, $60,000 could save $400 on their 2024 tax bill by contributing $2,000 to each ($4,000 total) of their IRAs (the 10% level). If they managed to contribute $4,000 with an income below $46,000, their tax credit would be $2,000 (50% of their contributions).

What Is the Contribution Deadline?

The contribution deadline for the previous year is the tax filing deadline. For example, the contribution deadline for 2024 is April 15, 2025.

Can a Minor Contribute to an IRA?

Yes, someone under the age of 18 can contribute to a Roth IRA or traditional IRA provided they meet the earned income requirements and do not earn over the income limits. However, opening the account will require a parent or guardian to be the custodian of the account.

What Is a Spousal IRA?

A spousal IRA is an IRA opened for a spouse with no earned income of their own, usually from providing unpaid labor to their household. To contribute to a spousal IRA, you must be married filing a joint tax return with enough earned income to cover both contributions.

Can You Get a Company Match on Your IRA Contributions?

If you have a SIMPLE IRA, yes, you can get a company match. For a traditional IRA or Roth IRA, you cannot get a direct company match on your contributions, but some employers do offer incentives for employees who open or contribute to an IRA, like a gift card or other bonus.

Contribution limits apply to other types of IRAs, as well. For the self-employed and small business owners, the contribution limit for Simplified Employee Pension (SEP) IRAs and solo 401(k) plans is 25% of compensation, up to $69,000 in 2024, a $3,000 increase from 2023.

If you have a Savings Incentive Match Plan (SIMPLE) IRA , you can make salary deferrals (salary reduction contributions) up to $16,000 for 2024, a $500 increase from 2023. If you're age 50 or older, you can add an extra $3,500.

Any type of IRA is an excellent way to save for retirement. But to take full advantage of these accounts—and avoid any trouble or penalties—be sure to follow the rules for contribution, income, and deduction limits. The limits change periodically, so check back each year to make sure you comply.

Internal Revenue Service. " 401(k) Limit Increases to $23,000 for 2024, IRA Limit Rises to $7,000 ."

Internal Revenue Service. " Publication 590-A, Contributions to Individual Retirement Arrangements (IRAs) ," Page 10.

Internal Revenue Service. " When to File ."

Internal Revenue Service. " Retirement Topics - IRA Contribution Limits ."

Internal Revenue Service. " Publication 590-A, Contributions to Individual Retirement Arrangements (IRAs) ," Pages 6-7.

Internal Revenue Service. " Publication 590-A, Contributions to Individual Retirement Arrangements (IRAs) ," Page 9.

Internal Revenue Service. " Rollovers of Retirement Plan and IRA Distributions ."

Internal Revenue Service. " IRA Deduction Limits ."

Internal Revenue Service. " Publication 590-A, Contributions to Individual Retirement Arrangements (IRAs) ," Pages 53, 59.

Health Insurance Marketplace. " Count Income & Household Size: What to Include as Income ."

Internal Revenue Service. " Publication 590-A Contributions to Individual Retirement Arrangements (IRAs) ," Page 53.

Internal Revenue Service. " Form 1040 U.S. Individual Income Tax Return ," Page 1.

Internal Revenue Service. " Publication 590-A, Contributions to Individual Retirement Arrangements (IRAs) ," Pages 33-35.

Internal Revenue Service. " Retirement Savings Contributions Credit (Saver’s Credit) ."

Internal Revenue Service. " 2024 Limitations Adjusted as Provided in Section 415(d), etc.; Notice 2023-75 ," Page 3.

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Internal Revenue Service. " SIMPLE IRA Plan ."

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Revenue Per Visitor
Revenue Per Visitor: RPV Formula + How to Improve It
Revenue Per Visitor
STATISTICAL BRIEF #520: Average Expense per Visit for Adults for
Making Sense of Your Home Health Agency’s Financial Reports: Worksheets
Average Revenue Per Visitor: The money making KPI

COMMENTS

Maximizing Revenue Per Visit: A Guide for Practice Owners
By implementing strategic initiatives and continuously monitoring performance, owners can navigate the complexities of Rev/visit and position their practices for growth and prosperity in the ever-evolving healthcare landscape. Learn how Dr. Verelle Wyatt increased his revenue per visit by 18% in less than 3-months.
Revenue Metrics Every PT Private Practice Owner Should Know
According to a study cited in this article from Advance Healthcare Network, the median annual income per square foot reported by participating physical therapy clinic owners was $203, with values ranging "from a low of $61 to a high of $550.". 5. Revenue per therapist.
How Much Do Home Health Physical Therapists Make?
Home Health Physical Therapy Per Visit Pay. Let's look at example of a week in the life of a home health PT who earns the following per visit rate: $90 per evaluation $80 per discharge $70 per follow up visit *Example: In an average day, let's assume you will see 6 patients. We'll say you have 1 eval, 1 discharge, and 4 follow up visits.
Financial Breakdown Of A Primary Care Clinic: How Much ...
A breakdown of the financials of a primary care clinic with income and expenses for the clinic for the past 6 months present. ... The government has assigned an RVU to each code. For example, a complex new outpatient visit is 3.17 work RVU's or 2.38 RVU's. There is a difference between (work RVU abbreviated wRVU) and (RVU). ... The average ...
Revenue Per Visitor: Definition, Formula & Best Practices
Revenue Per Visitor is a way to accurately assess average revenue per visitor to your website. The calculation is made by dividing the total income by the number of visitors during a specific time period. For example, if your income for January to March is $20,000, during which time you attracted 5,000 visitors, then your RPV would be $4.
Stats for Success: 8 Metrics Critical to Your PT Practice
This is your net cost per visit. Take your net cost per visit and subtract it from your net revenue per visit. If you end up with a positive number, you're turning a profit. If not, you're losing money, and it's time to explore ways to cut back your spending or generate some additional income. 2. Net Revenue Per Month
Revenue Per Visitor (RPV)
Subtract the entire revenue from the total number of unique visitors to arrive at the RPV: Revenue per Visitor (RPV) can be computed using the following simple formula: RPV = Total revenue of website / Number of Unique Visitors. = $250,000 / 20,000 = $12.5. The RPV of $12.5 means that, on average, $12.5 was made by each person who visited the ...
Understanding the Economics of a Physical Therapy Practice
Simply divide $28,333 by $100 per visit (or whatever the clinic's average reimbursement is), and you would need to see 283 visits per month or 13.5 per day. Based on the math above, when you are asking about salaries or are thinking about asking for a high salary, also ask how many patients you would be required to see in a given day. ...
The Financial Metrics that Matter To Therapy Private Practices
Subtract all credits received from the total number of charges. (That way, you don't get an overly positive impression of your practice.) Divide the total charges, less credits received, by the total number of days in the selected period (e.g., 30 days, 90 days, 120 days, and so on). Divide the total receivables by the average daily charges.
How to Maximize Revenue With Minimal Effort
1. Review your scheduling practices. The single greatest thing we can do to increase our revenue may be to regularly work in an extra patient over the lunch hour or at the end of the day. The path ...
Revenue Per Visitor: What It Is and How to Calculate It
Overview. The Revenue per Visitor metric lets you track the total amount of revenue generated per single visit to your online store. Regularly monitoring the "Revenue per Visitor" e-commerce metric helps businesses understand the value of each visitor, measure the success of marketing efforts, and make data-driven decisions to optimize the user ...
What is 'revenue per visitor'?
Revenue per visitor is calculated by simply dividing the total revenue earned during a given time period by the number of visitors during the same time period. As a hypothetical example, if your revenue for the month of January is $10,000 and your site receives 2,000 visitors, your RPV would be $10,000/2,000 or $5 per visitor. Why RPV is important
Finding the Right Employee Compensation Model Under PDGM
"For [pay per visit], the focus is on expediting the visit and not necessarily on what the patient needs," Griffin said. "A lot of times, you have nurses or therapists that just go in and do the bare minimum and really don't delve into what else may be happening with the patient. So pay per visit, a lot of times, is convenient for ...
Calculating Your Costs Per Visit
Divide this number by the number of units of service provided in the study time period to arrive at a depreciation cost per unit of service (e.g., $800 ÷ 2,000 adult physical exams per year = $0. ...
Website Ad Revenue Calculator
To calculate ad revenue from a website, follow these simple steps: Write down your page RPM (revenue per thousand impressions). AdSense provides this number. Write down the number of visits your website has. Look up your users' average number of page views per visit. Multiply these three parameters together to get your total revenue from ads on ...
PDF Per Diem Rates
There is a per diem rate for combined lodging and meal costs, and a per diem rate for meal costs alone. An employer may use either per diem method for reimbursing employee travel expenses. A self-employed person can only use per diem for the meal costs. Return to top 4. Do I include per diem payments in my employee's wages?
Home Health Pay Calculator
How to Use the Home Health Pay Calculator. Use only numbers and decimals. Enter your yearly salary. Enter your weekly productivity requirement. Assign point values to each visit type. Assign the total time involved for each visit type in HOURS (e.g. "3.5" for 3 and a half hours for a SOC). Be sure to include ALL tasks when determining the ...
PDF CHIP Income Guidelines Chart
Step 3: Look down the row to the COST BOX to see your appropriate, average monthly cost per child and the co-payments per child, per visit. Example: A four-person household with an annual income of $69,840 will have an average monthly premium of $75 per child, plus any co-pays for services. INCOME* (Effective March 1, 2022) HOUSEHOLD SIZE
Costs of Emergency Department Visits in the United States, 2017
Aggregate ED visit costs totaled $76.3 billion in the United States in 2017, encompassing 144.8 million ED visits with an average cost per visit of $530. Routine discharge was the most frequent disposition from the ED, representing 80.8 percent of aggregate ED costs and a similar share of ED visits.
A Metric to Quantify the Cost of Patient Visits
The total minutes worked would be $124,800. The cost per minute is $0.28. The cost for triage is $2.80 just for time. Add in the direct cost for supplies and allocate costs for space and equipment, and it adds up. If this process is done for each category of service in the cycle you gain a better understanding of the cost for the visit.
Salary and Wage Data
Hourly and Per-Visit Rate Trends 2005-2023 [PDF] 2022 Schools Survey. Annual Salaries and Hourly Wages [PDF] Annual Salary and Hourly Wage Trends, 2004-2022 [PDF] 2021 SLP Health Care Survey. Annual Salary Trends, 2005-2021 [PDF] Hourly and Home-Visit Rate Trends, 2005-2021 [PDF]
PDF Form 3: Income Analysis
FORM 3: INCOME ANALYSIS. Note: The value in the Projected Income (d) column should equal the value in the Billable Visits (b) column multiplied by the value in the Income per Visit (c) column. If not, explain in the Comments/Explanatory Notes section. In the Prior FY Income (e) column, enter the income data from the health center's most ...
PDF Hourly and Per Home-Visit Wage Report
For SLPs who worked full time, highest median hourly wages were in the West ($45.00). 12% of SLPs received a per home-visit wage. The median per home-visit wage was $65.00. The median per home-visit wage was highest in the West ($80.00). (annual/hourly/per visit) and status (full time/part time).
Costs of Emergency Department Visits in the United States, 2017
The average cost per visit among patients aged 65 years and older was more than twice as high as average costs among patients aged 17 years and younger ($690 vs. $290 per visit). ... As urbanization decreased, the share of aggregate ED visit costs for patients in the lowest income quartile increased and the share for those in the highest income ...
List of ethnic groups in the United States by household income
The United States Census has race and ethnicity as defined by the Office of Management and Budget in 1997. [1] The following median household income data are retrieved from American Community Survey 2021 1-year estimates. In this survey, the nationwide population was 331,893,745 in 2021. [2] The median household income in 2021 across the general population (all races and ethnicities included ...
Want $500 per Year in Passive Income as a Creative? Here Are 3 Options
If you use Shopify, which charges a per-sale fee of 2.9% plus $0.30 for the basic plan, you'd have to sell about 27 copies in order to reach $500 in passive income per year.
Do You Have Multiple PAN Cards? Here Is A Step-By-Step Guide To ...
Under Section 139A of the Income Tax Act, of 1961, an individual is allowed only one PAN. Violating this provision can attract penalties as per Section 272B.
How Does the U.S. Healthcare System Compare to Other Countries?
In 2022, the United States spent an estimated $12,742 per person on healthcare — the highest healthcare costs per capita across similar countries. For comparison, Switzerland was the second highest-spending country with $9,044 in healthcare costs per capita, while the average for wealthy OECD countries, excluding the United States, was only ...
2024 Roth and Traditional IRA Contribution Limits
The combined annual contribution limit for Roth and traditional IRAs for the 2024 tax year is $7,000, or $8,000 if you're age 50 or older. Those limits reflect an increase of $500 over the 2023 ...
Want $1,000 in Dividend Income? Here's How Much You Have to Invest in
Brookfield Renewable currently makes quarterly dividend payments of $0.355 per share ($1.42 annually). At that rate, you'd need to own over 704 shares of Brookfield Renewable to generate $1,000 of ...