Issue link: https://beckershealthcare.uberflip.com/i/789081
17 ASC MANAGEMENT 25 Highest- Paid Healthcare Careers — Chief Executive Salary Hits $150k By Mary Rechtoris S t. Louis Post-Dispatch lays out the top- paying healthcare jobs based on U.S. Bureau and Labor Statistics data. Here are the top 25 highest-paid healthcare jobs based on their average annual salary: 1. Anesthesiologists: $219,810 2. Orthodontists: $209,350 3. Internists: $205,865 4. Psychiatrists: $205,723 5. Surgeons: $202,510 6. Physicians: $188,263 7. General practitioners: $179,816 8. Dentists: $161,640 9. Chief executives: $150,416 10. Pediatricians: $147,990 11. Podiatrists: $133,650 12. Nurse anesthetists: $129,090 13. Medical scientists: $118,760 14. Physicists: $118,620 15. Sales managers: $114,050 16. Optometrists: $112,530 17. Pharmacists: $112,246 18. Computer and IT managers: $110,940 19. Financial managers: $110,260 20. Marketing managers: $104,973 21. General and operations managers: $99,760 22. Lawyers: $98,250 23. Legal occupations: $98,250 24. Physician assistants: $97,396 25. Nurse practitioners: $97,280 n Judge Orders Federal Government to Pay Moda Health $214M in Risk-Corridor Lawsuit By Mary Rechtoris T he U.S. Court of Claims ruled on behalf of Portland, Ore.-based Moda Health, saying the federal government must pay Moda $214 million, Or- egon Live reports. Here are four notes: 1. In an opinion, Judge Thomas Wheeler said the government agreed to pay Moda millions under the risk-corridor program and therefore "the court directs the government to fulfill that promise. After all, to say to [Moda], 'The joke is on you. You shouldn't have trusted us,' is hardly worthy of our great government." 2. The government fell short in 2014, only paying Moda $11 million despite Moda saying the government owed the payer millions of dollars. 3. The payer received nothing in 2015 and 2016 for its participation in the risk- corridor program. 4. In October 2016, the Department of Justice filed motions to dismiss the lawsuit Moda and other payers filed. Since February 2015, multiple payers have sued the government for failing to follow through with its risk-corridor payments. On June 3, 2016, BlueCross BlueShield of North Carolina filed a suit seeking $128 million in owed payments from 2014. n 4 Key Thoughts for Building Physician Leaders By Laura Dyrda O rlando-based Florida Hospital's Lt. Gen. (Ret.) Mark Hertling, who leads a program for global partnership, leadership, development and health performance strategies at the hospital, penned an article on phy- sician leadership for The Hill. The hospital has begun teaching physi- cians leadership skills to transform the institution. According to Mr. Hertling, most physician leaders have excel- lent clinical skills, but lack the ability to grow interpersonal relationships and build a team. Here are key thoughts for physician leadership training: 1. Change the physician leadership recruitment process. Physicians with excellent clinical skills or long careers behind them are often recruited as leaders, but the best leaders are those who can analyze human dynamics and communicate with others as well as en- gage teams and build consensus. 2. Give physicians the opportunity to contribute at the strategic level. Physi- cians know the details of the critical health issues in the country and can be an asset when creating strategic plans for running healthcare institutions. Helping them build relationships with administra- tors and other healthcare professionals can spark this growth. 3. Efficiency and effectiveness is para- mount for physician leaders. Clinicians are often focused on solving the health problem, but physician leaders of the future must also consider the most effi- cient and cost-effective way to achieve the best outcome. 4. Physician leaders look beyond them- selves for the right answer. In the clinical practice, they seek the right diagnosis and treatment for each medical situation, and often they have those answers avail- able. In running institutions, the problem may not be easy to pinpoint and the solu- tion even less obvious. Engagement with the healthcare team is crucial to driving a successful healthcare organization. n