With more than 30 years of experience in the health care industry, Robert E. Goff is a recognized expert in care delivery, organization and financing. His career has spanned a wide range of leadership positions as a hospital administrator, regulator, managed care executive, consultant and association executive.
He has been an adjunct professor, at the New School University, instructing in Managed Care and Healthcare Strategic Planning and is a frequent lecturer to physicians and community organizations.
As an entrepreneur he has been responsible for the development of numerous health care businesses, including one of the first for-profit HMOs in New York State, the first network model Medicaid managed care plan in New York, one of the earliest physician practice management companies, a chain of urgent care centers, as well as a variety of provider based health care business initiatives.
Mr. Goff currently serves as CEO of University Physicians Network, LLC (UPN) in New York City, an organization of physicians engaged in supporting the private practice of medicine and its relationship with managed care companies. Additionally, Mr. Goff holds advisory roles with a number of emerging healthcare companies, and is active in consultative roles including the position he holds at the Verden Group.
Attracting new talent for your pediatric practice means new opportunities to expand your office and increase patient satisfaction. Check out these tips from our CEO, Susanne Madden, and PCC on how to attract top healthcare candidates.
"What is it that you're trying to build? What are you trying to create? Ask the candidate how their experience and their personality and their education fits with what it is that you're trying to do. That's going to drive your culture. It's going to drive your mission, and it's going to drive your vision."
Check out these tips to manage cash at your medical practice better!
'When it comes to money handling you can never have too many fail-safe protocols in place. The most important thing to remember is to never allow cash to be too accessible to staff. What I mean is that you need to have protocols in place that tell your staff, "this is not yours, and it is off limits." Never provide an opportunity for a decision to be made by a staff member that could jeopardize your bank account.'