Stock Options Query

Question:

My hospital wants to give me some stock options. I am a senior nurse manager. What are hospital stock options anyway, and why are they so popular? Should I ask for cash instead?

IOW: Show me the money! Please advise if you can.

Thank you.

PS: Great blog!

Samuel [Sam] M. Jefferson; RN

Baltimore, MD

Hospital Phantom Stock Plans

 

A Securities Granting Alternative

LaVerne L. Dotson; JD, CPA

As an alternative to granting an interest in stock or awarding stock options, a hospital or healthcare employer may establish a so-called phantom stock or shadow stock plan to its employees.

“Unit” Accounts

Under these arrangements the employee is treated as if he or she had received a certain number of shares of the company stock, but instead of actually issuing shares, the employer establishes an account for the employee.

The employer then issues “units” to the employee’s account. The number of units that the employee receives under such a contractual arrangement is pegged to the price or value of the company’s stock.

Once the units have been credited to the employee, the equivalent of dividends on these units are generally paid to the employee and are reinvested to purchase additional units or deferred with interest.

The plan normally provides for appropriate adjustment in the value of units if changes are made in the capitalization of the stock with respect to which the units are priced. Benefits under such a plan are usually deferred for a specific period of time or an event such as death or retirement. When benefits are payable, they may be paid in cash, either in a lump sum or installments, or in the form of stock.

Tax Considerations

The phantom stock is taxed like any other nonqualified deferred compensation plan. The granting of the phantom stock units is not taxable to the employee. When the cash or stock is distributed to the employee, it is taxed as ordinary income, equal to the amount of cash received or the value of the stock. If the stock distributed is subject to a substantial risk of forfeiture, it will be subject to taxation when such risk lapses in accordance with Code § 83(b).

Assessment

Because a phantom stock plan does not require the actual issuance of shares of the employer’s stock, it may enable the employer to offer much of the practical benefit of stock ownership without causing dilution of equity, securities law problems as to stock that would otherwise have been issued, or other problems such as risking the loss of S corporation status.

Conclusion

And so, what has been your experience with these so-called phantom-stock plans?

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Requesting Help with Case-Mix Adjustments?

Question:

I am the quality improvement co-coordinator for a small rural tertiary care center in the Upper Peninsula of Michigan. We are just beginning to implement case-mixes and newer case-mix severity evaluations.

What is the real purpose of medical case-mix adjustments for a physician or healthcare facility; and how should we proceed?

Thank you.

Sarah J. Silvers-Inen

Medical Quality Coordinator

Marquette, MI

Case-Mix Medical Adjustments

The Centerpiece of Quality Practice Patterns

By Brent A. Metfessel MD, MS, CMP™ (Hon)

It is difficult to construct an adequate medical practice pattern profile without case-mix or risk adjustments. There needs to be an algorithm that adjusts for the medical severity of patient mix. 

For example, a tertiary care center in New York City cannot be compared using unadjusted data with a community hospital outside the city. The tertiary care center will use more resources, and thus cost more, than the community hospital no matter how exemplary the tertiary care center. 

And, a cardiologist cannot be compared to a family practitioner, since in general the cardiologist will see patients of greater severity. 

Algorithms for Case-Mix Adjustment

A wide variety of methodologies exist that are useful for case-mix, risk, and severity of illness adjustment. And, a number of third-party vendors exist that sell software groupers for case-mix categorization.

Since each methodology has different strengths, some MCOs have purchased more than one software package. There is no such thing as a “perfect” adjuster. Five examples of commonly used algorithms follow:

 

·         Diagnosis Related Groups (DRGs) and related adjusters: Originally put into use in the early 1980s, DRGs were intended for use mainly as a methodology for Medicare to determine reimbursement for hospital stays.  Nevertheless, DRGs and their more recent derivatives (Revised DRGs or RDRGs, and All Patient Refined DRGs or APR-DRGs, both of which subclassify each DRG category into three to five severity strata using various algorithms) are useful for inpatient case-mix adjustment.  An example of a DRG category is DRG 89, “Simple pneumonia & pleurisy, age > 17, with CC [complications]”. The same can be said adjusters related to the newest Medical Severity DRGs [MS-DRGs].

·         Episode Treatment Groups™ or ETGs (Symmetry Health Data Systems, Inc.): This data grouper classifies the claims records into episodes of care that track the progress of an acute illness from onset to resolution and includes related diagnoses and treatments.  For more chronic illness episodes, where there is really no defined “onset” or “resolution”, one usually profiles providers on a pre-defined time window, such as a year-long episode. To capture enough episodes for analysis, ETGs generally require a two-year reporting period. Since this case-mix adjuster depicts the longitudinal aspects of care, ETGs are a process-based adjuster, meaning that they emphasize the process of care and the treatment the patient receives over a time course. A member can, and often does, have more than one ETG during a reporting period. An example of an ETG is “Obesity, morbid, with surgery”. There exist over 600 ETG categories, which are granular enough to detect nuances in illness classes and severity but not so large as to lead to significant small cell size problems. ETGs also group pharmacy claims and attach them to the most relevant episode based on priority tables. Over 400 health plans have purchased the grouper as of May, 2003, and 700 by 2008. In addition, Episode Risk Groups™, a derivative of ETGs, can be used prospectively for predictive modeling of cost as well.

·         Adjusted Clinical Groups or ACGs (Johns Hopkins University): ACGs group illnesses into morbidity clusters rather than specific diseases as do ETGs. An example of an ACG is “Acute major and likely to recur”. Since ACGs are based on morbidity clusters, patients with multiple complex illness conditions can be readily identified.  Since each patient has only one ACG for an entire reporting period, such an adjuster is called population-based.  The process of care over time is not as important with such algorithms. In fact, ACGs do not require procedure or CPT codes at all – just ICD diagnoses, age, gender, and member and provider identification fields, which gives the methodology the advantage of input simplicity. There exist over 100 ACGs at present, and they are in use at nearly 200 organizations worldwide. In general there are fewer categories in population-based adjusters than in process-based adjusters, since process-based algorithms need to account for specific diseases.

·         Diagnosis Cost Groups™ or DCGs (DxCG, Inc.):  DCGs are also a population-based grouper.  Although the grouper begins with 184 Condition Categories (ex: “Benign neoplasm of skin”). These Condition Categories are also sorted into hierarchies and aggregated into broader categories. The combinations of Condition Categories that a member has can then be used to predict health care resource utilization based on an overall risk score for each member. This prediction can either be for the current year or for the subsequent year, depending on the model used. Over 100 organizations now use DCGs, and like ACGs they do not require procedure codes. One important feature of DCGs is its ability to be used in predictive modeling of prospective resource use, using a different model than that used for retrospective analysis

·         Age-gender:  In these models, various age and gender strata are used to account for risk.  Generally there are about 9 to 20 strata for age gender, depending on the needs of the health plan. Basically, resource use is moderate in the early years up until about age 5, then decreases through adolescence and the 20s, then slowly rises again in a non-linear fashion until it becomes quite high in the senior years. Females also tend to use more resources during their reproductive years. Of all the models described, age-gender has the least explanatory power for the prediction of resource utilization either retrospectively or prospectively. The ability of a case-mix adjuster to explain variation in resource utilization is determined by the “R-squared” (the square of the correlation coefficient), with the case-mix categories or risk score as the independent variables and a measure of resource use (such as cost) as the dependent variable. Age-gender models have an explanatory power of about 3 – 7% while publications on proprietary adjusters have generally shown that they explain about 30 – 50% of the variation for retrospective analysis. Prospective explanatory power is somewhat less, usually around 15 – 25%.

 

Assessment

Medical providers have the right to ask that reports dealing with health care resource utilization have proper case-mix or severity of illness adjustment, and that resources are available at the health plan or MCO to answer questions concerning the adjustment algorithm and to offer a complete explanation of the case-mix methodology used.

Conclusion

Many MCOs and HMOs now provide literature to physicians and medical providers that discuss the reporting and case-mix methods when the profile reports are distributed. Are you aware of them; please comment and opine on their use, or abuse? 

Related Information Sources:

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Healthcare Organizations: www.HealthcareFinancials.com

Administrative Terms: www.HealthDictionarySeries.com

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Non-Claims Data Outcomes Analytics

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A Costly and Resource Intense Proxy

By Brent A. Metfessel MD, MS, CMP™ (Hon)

biz-book

In a previous Medical Executive-Post, medical claims outcomes analysis was discussed as an indirect proxy for care quality.

And, we asked if anyone could comment on other ways [direct or indirect] to ascertain medical care outcomes using claims, or other data?

Non-Medical Claims Data Analysis

Now, the following are some ways to ascertain outcomes of care using non-medical claims data:

·         Patient satisfaction data may be an indicator of outcomes, since patient satisfaction with care often relates directly to how well a patient has progressed with respect to his/her illness. 

·         Functional status survey data provides a direct subjective account of the severity of illness and/or outcome of treatment, depending on when the survey was given.  A congestive heart patient that reports in a survey that he/she cannot walk up a flight of stairs may show non-responsiveness to treatment that needs addressing.

·         Clinical data analysis is becoming important as more and more organizations are adding clinical data to the claims, such as lab values.  Hemoglobin A1c values, for example, hold the key to how well controlled a diabetic is over the long term. 

Assessment

Unfortunately, the difficulty with non-claims data is that collection of such data can be resource-intensive and costly, depending on the sophistication of the information systems available. Can anyone comment on other ways [direct or indirect] to ascertain medical care outcomes using non-claims data?

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Conclusion

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Genworth Financial Reports on LTC

LTC Survey Results

[By Staff Reporters]

A new study by Genworth Financial Inc., suggests that costs for nursing homes, assisted living facilities and some in-home care services have increased for a fifth consecutive year, and could rise further if a shortage of long-term care workers isn’t resolved.

Results

The survey found that the average annual cost for a private room in a nursing home rose to $76,460, or $209 per day, this year. This was a 17 percent increase over the $65,185 cost in 2004. Meanwhile, nursing home costs this year ranged from $515 per day in Alaska to $125 per day in Louisiana.

###

Mature Woman

Assessment

The cost for assisted living facilities averaged $36,090 nationally, up 25 percent from $28,763 in 2004, while costs ranged from $4,921 per month in New Jersey to $1,981 per month in Arkansas. Obviously, this far exceeds the inflation rate.

Conclusion

And so, does LTC insurance still make sense; or is it better to save and invest privately for eldercare? Please opine, for-or-against this risk transfer insurance vehicle.

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Economic Headwinds for all Physicians

Cold Winds of Recession Ahead? – You Decide

Staff Writers

We previously hinted that there was a strong headwind for the economy with continued pressure on US strength. And, this may be truer in the healthcare industrial complex. In fact, if it has not already done so, the country may well be into a recession; ditto for doctors and medical providers.

Financially Surviving Recession

Some pundits feel that we are either are already in a recession, which may be substantiated by future GDP numbers, or we are sliding into one, slowly. The question for all medical professionals then becomes; “can your personal finances survive a recession”? 

Fortunately, there are several things you can do now to shore up your finances. If we miss a recession, then you are just that much further ahead.  Here are some of the things you need to take a look at:

1) Reduce your debt

It is very important to work as hard as you can to reduce your overall person and corporate debt levels. Existing debt is often the burden pushing us into bankruptcy when there is a change to present income or additional new expenses. Physicians and patients are not immune. Currently, the average American household has almost $10,000 in credit card debt. 

2) Build an emergency cash fund

This is true at any time, but might be more helpful in the near term. Some general economists say to keep 6 months of living-expenses in a cash savings account. This is all well and good in the academic world, but realistically you should shoot for 6-12 months as a partnered private physician, or 12-24 months as an employed doctor. Employment opportunities, or crises, change fast!

3) Review your portfolio

Consider a portfolio review by a professional fiduciary, and/or medically focused financial advisor, and/or health economist. You might be surprised by what a fresh set of eyes might discern. 

For example, are you choosing investments that are likely to make a good recovery? 

We don’t recommend market-timing, but there are strategies available to capitalize on current market conditions. 

Economic Indicators 

The headwinds against the economy keep getting stronger. They are sensed by the following economic indicators:

 

  • Last week, the Census Bureau reported that the number of vacant homes for sale hit a record high. The report showed that 2.9% of US homes, excluding rental properties, were vacant and up for sale in the first quarter. That translated to about 2.28 million properties or the highest quarterly number on record since 1956.  
  • Home prices posted another record decline, as most of the nation’s largest markets suffered double-digit drops last year.
  • Housing prices dropped in February at the fastest rate ever, showing that the housing slump is gaining momentum. 
  • Consumer confidence dropped in April on inflation and job worries. Eroding consumer [patient] confidence foreshadows weakening consumer spending, which could further hurt the already deteriorating economy, and your medical practice. Consumer spending accounts for more than two-thirds of the nation’s economic activity.   
  • Of course gasoline saw a 26% price increase in the cost, per gallon, since April 2007.
  • The dollar continued to drop against the Euro.

Assessment

In this “interesting time”, we have identified several strategies which may be prudent for readers and subscribers of the Executive-Post.

If you plan now, and take the appropriate steps, your personal finances should be able to survive current market conditions. Making the wrong financial moves could easily make you come up short. And, a wrong financial move does include “doing nothing”. 

Conclusion

And so, we welcome the opportunity for you to submit queries to our “Ask-an-Advisor” feature.

Hopefully, we might offer some ideas on how you can benefit from professional management and objective counsel; or use our books, texts, dictionaries, white-papers and/or institutional subscription services.

Not all questions will be answered, of course, but representative queries may be posted.  

Please be aware that you must register as a subscriber-member to “Ask-an-Advisor”.

But, don’t worry; registration is free!

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And, for the physician-executive, CXO, or hospital administrator; and the medical clinic or practice manager, let our 2-volume, 1,200 pages, institutional print journal guide, Healthcare Organizations [Financial Management Strategies] be the blue-print for your future enterprise-wide success. $525/yr. Toll Free: 1-800-251-0381 http://www.stpub.com/pubs/ho.htm

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Healthcare Workplace Advice Survey

Employees Want Financial Planners and Benefit Advisors at the Workplace 

Staff Writers

Survey Results: [Table] 

 

2004

2005

2006

2007

Financial Planners (401K) at Work

43%

43%

38%

49%

Benefits Advisors at Work

N/A

36%

33%

47%

Financial Planners (All Needs) at Work

38%

37%

30%

44%

Source: The 6th Annual MetLife Study of Employee Benefit Trends:

Findings from the National Survey of Employers and Employees: Metlife, April 2008

http://www.whymetlife.com/trends/

Assessment: Is this contemporary trend also true for hospitals, medical clinics and the modern healthcare workplace?

Conclusion: Please comment and opine.

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Healthcare Organizations: www.HealthcareFinancials.com

Administrative Terms: www.HealthDictionarySeries.com

Speaker: If you need a moderator or speaker for an upcoming event, Dr. David E. Marcinko; MBA – Publisher-in-Chief of the Executive-Post – is available for seminar or speaking engagements. Contact him at: MarcinkoAdvisors@msn.com  or Bio: http://www.stpub.com/pubs/authors/MARCINKO.htm

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Hospital Stock and Taxes?

Q: I am a hospital employee. What are the ways that I can acquire stock in my public company without current cash activity; i.e.; taxes; any thoughts?

For example, at this time I do know it is important that any loans be subject to full recourse liability.

I also understand that if the loan is secured by the stock on a non-recourse basis, the transaction may be treated as if it were a grant of an option, and thus there would be no transfer of property until the loan is paid.

Thanks for your help. 

Dr. William Henry Biggerstaff

Costa Mesa, CA  

Securities and Hospital Employees

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Receiving Employer Securities

[By LaVerne L. Dotson; JD, CPA]

There are a number of different methods, other than qualified retirement plans [403(b) and 401(k)], by which hospital stock may be transferred to hospitalists, or other medical employees.

Stock Bonus Plans

The first and simplest method is a stock bonus, whereby the employer makes an outright grant of shares to the employee. In this case, the employee immediately owns his or her shares and has full voting and dividend rights. The employee is taxed at ordinary income rates on the full value of the stock when it is received. This sort of arrangement is very beneficial to the employee, since he or she is able to acquire stock for a cost of the income tax payable on receipt of the stock.

Of course, cash flow may not always be sufficient to support increased income taxes due for non-cash compensation.

Thus, if the employee receives $10,000 worth of stock, he or she has essentially acquired the stock for $2,500, if he or she is in the 25% marginal tax bracket.

Further Restrictions May Apply

However, the hospital employer may insist that when the shares are granted the employee satisfy certain conditions either relating to continued employment for a period of time or attainment of certain performance goals. Until the restrictions are met, the shares cannot be sold and remain subject to forfeiture.

Using restriction periods ensures that employees will hold their shares and helps support employee retention.

Moreover, because grants can be made contingent on meeting specific goals, employers may create a stronger performance linkage than stock price alone.

Assessment

Of course, as soon as the rights to the stock are not subject to a substantial risk of forfeiture, the employee is subject to ordinary income taxation. The amount to be included in income is the excess of the fair market value of the stock at the time it is no longer subject to the risk of forfeiture.

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Conclusion

Your thoughts and comments on this ME-P are appreciated. Feel free to review our top-left column, and top-right sidebar materials, links, URLs and related websites, too. Then, subscribe to the ME-P. It is fast, free and secure.

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A Six-Sigma Healthcare Primer

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six-sigma

Physicians, Hospital Administrators, Consultants and Executives
By Staff Writers

Read this special report on improving medical care quality and related healthcare delivery initiatives thru manufacturing concepts of six-sigma, by a leading physician-executive and senior six-sigma practitioner from Creative Health, USA.

This feature was prompted by the many inquires after an original post on the same topic.

Our author is Daniel L. Gee MD, Principal from Creative Health USA, in Scottsdale Arizona.

Dr. Gee believes that; “six-sigma is more than simply allocating resources to correct a problem – it’s a proven methodology designed to uncover, isolate, understand, and remedy the root causes of problems”.

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