Sunday, April 22, 2012

The Uncertain Future of American Medicine




By David Mokotoff, MD | February 25, 2012
 
 
“This is the beginning of the end of the private practice of medicine in America.”

If you guessed that someone famous in March 2010 made this statement, after President Barack Obama signed into law “The Patient Protection and Affordable Care Act,” you would be wrong. An everyday doctor, my father, said this to his family after President Lyndon B. Johnson signed Medicare into law in July 1965.

My father was not correct. Far from being the beginning of the end of the private practice of American medicine, this law ushered in what we old-timers now longingly refer to as the “Golden Age” of medicine. In the beginning, (of Medicare law) doctors could charge whatever they wanted for their services, no matter how absurdly high the price, and as often as they wanted. Not only were they often reimbursed at this level, but the more you charged, the more you would get the following year under an economically illogical system, known as “usual and customary.”

Decades later, as the costs to administer Medicare Part B escalated, the payment system morphed into a more fixed methodology and continues to evolve today. However, as with any monopoly, which Medicare certainly is, costs to consumers are dictated and non-negotiable. However, unlike other monopolies, like a cable company, Medicare pays the providers — doctors and hospitals — rather than the end user: the patient. Private insurers pay doctors and hospitals largely based upon what Medicare pays, no matter how arbitrary it might be. Cataract and open-heart surgery are reimbursed differently if you live in Miami, than if you live in Fargo, N.D.

No matter how many IOU’s Congress writes to cover the burgeoning cost of Medicare Part A, B, D, etc., we all assume that this program is never going to go away. It will be tweaked, like higher deductibles, co-pays for Medicare Advantage programs, raising the eligibility age, and so forth. But the essential facts are that the typical Medicare beneficiary will receive many times in benefits whatever he paid in during his working life. When Medicare was first passed into law, there were about six workers for every person over the age of 65. In 2012 that ratio is now down to 4:1 and falling. People are living longer and demanding ever more sophisticated and costly procedures. The current system is not financially sustainable.

And now entering the scene is The Affordable Care Act. Passed under presidential duress, this massive overhaul of the American healthcare system has yet to be fully functional. It is still unknown if the very linchpin of the law, the individual mandate, will survive a constitutional challenge before the U.S. Supreme Court this year. However, I will argue that this ruling may be irrelevant. Much like a poison or virus is injected into the blood stream, the long-term effects of “Obamacare” will continue to ripple through our society for years to come.

From the moment I heard President Obama say, “If you like your insurance and doctor, then you can keep it,” I knew his intent was opposite of this statement. The end game here is a single-payer system based upon a Canadian or British health system. Rules, regulations, and costs to private insurers will become prohibitively high to the point that they will simple stop their medical insurance business.

I plan to retire in two years, so this latest scheme to “reform” American healthcare, won’t directly affect me. However, I fear for the effects on patients and future doctors. I support true competition as the way to drive down health care costs, not less. For example, in 2000 when I had Lasik surgery, it cost $2,500 per eye. In 2005, when I had to have an idea redone, it was only $1,200. And that is because insurance did not cover it. The cost of the procedure was simply responding to the increasing supply of Lasik surgeons to the demand, which became level.

I do not profess to know if the next few years will birth the “beginning of the end” of medicine, as we know it. I am however, certain that the more centralized the payment and delivery of healthcare becomes, and the less competitive, the more the costs will be and the less access to it we will all have. I hope that I am wrong.


Wednesday, April 18, 2012

The Business Plan: What Doctors Must Understand to Survive




By Ike Devji, JD | March 13, 2012


There is heated discussion in many online forums about doctors, economics, and business skill right now. From right here at Physicians Practice to forums like LinkedIn, Twitter, and literally hundreds of practice management websites the comments and laments carry a common theme:

In our previous discussions we’ve provided specific guidance on some of these issues by providing a checklist of some essential business and legal planning issues that every doctor and practice manager must review. That list was merely and introductory checklist and must be supported by some other basic business skills and knowledge and while I have a clear understanding of the time constraints and workload many physicians operate under I’ll be clear on this issue: Taking control, even mentally, of the medical business you run or own is no longer a luxury and is required for your survival.

You must understand and have a basic business plan including cash flow and budgets.

I am regularly surprised by how many successful doctors we talk to that don’t have a business plan. In these cases I’d suggest they prospered in spite of not having that plan in place, based largely on old economic models that don’t exist anymore.

Even among professionals that regularly examine these issues for doctors, finding a credible business plan that meets generally acceptable business standards is rare. “We rarely see a real, functioning business plan outside two specific scenarios, when they want loans or start-up capital”, says Chris Amato, CEO of Triton Business Advisors in Phoenix, Ariz., a business planning group that works with medical professionals. “The business plan is a key first step when we work with a practice and must be based on performance and actual benchmarks established by the practice in the past, as opposed to vague ‘industry standards’. We really need to have good grip on what this practice has achieved, where the changes have occurred and what the opportunity costs of making the changes to stop that financial hemorrhaging are.”

When I bring a business plan up, especially with established, older doctors they often comment that they thought that was only something for a new business; that’s not correct. Given the changes in reimbursement and medical economics in general, a specific plan as to what your mission statement is, how your practice remains profitable, what patient volume it’s going to take to generate business to support that income level at current reimbursement rates, and how you are going to achieve those goals is important. You can’t just be a good at practicing medicine you have to be good at the business of practice medicine and this takes a specific treatment plan.

Some kind of cash flow crisis is at the core of most of the practice failures we have studied. Practices simply aren’t adjusting to new revenue models and changing to account for new reimbursement rates and increasing costs while they still have time to do something about it, now. If you wait until you are in a crisis situation to make adjustments to your business plan and overhead or personal cash flow it is usually too late.

Merely knowing how much you need or are short every month is only half the battle; your business, like your family, must live within its means. If you can’t support the office or staff you have in place right now comfortably it’s time to look at alternatives and options. If layoffs are going to be required, make sure that you have employment manuals and policies in place that protect the practice and start looking at ways to decrease your overhead that are both direct, like trying to downsize, sublet, or renegotiate your lease and passive and delegated to experts; such as energy studies, cost-segregation studies and property tax appeals. (If your building is worth less than it was five years ago why are you paying the same tax?).

A business plan is just that, a plan, but it does provide specific goals to work toward and can be a really simple way for doctors, even those with limited business knowledge, to take control of these issues and reduce them to manageable tasks and ideas. Whether you need a first plan or a new one that accounts for current realities, today is the day to act.

Saturday, April 14, 2012

Five Tips to Improve Cash Flow at Your Medical Practice



By Craig Koniver, MD | February 9, 2012


Would a payment of $10 from most of your patients help your bottom line?

What about $25 or even $100?

If you are like most primary-care physicians, the answer is a resounding “Yes!”

My next question then is: “Why aren’t you finding ways to do this?”

Most doctors, and likely you, continue to practice medicine based upon the health insurance model where they are maintaining the financial state of their practice nearly 100 percent on credit — provide service now and get paid later.

Or hopefully get paid later as the case may now be.

Most every doctor I talk with is afraid to step outside of this model for fear: fear of losing patients and payments and fears of losing their practices due to inability to maintain cash flow and revenue.

And yet, at the same time, most physicians also report feeling very stressed and uneasy operating their financial livelihood in this unpredictable type of arena.

Before taking the big steps towards moving your practice towards a direct-pay system, here are some ways to take small steps — initiating a hybrid model where you file insurance like you’re used to but also get some cash directly from patients:

1. Charge a small fee for “extra” services such as e-mail and text messaging. A local pediatrician in my area charges parents $15/ month for e-mail access.

2. Host different types of classes or group sessions where you charge for attendance. You can get creative and have a cooking class, exercise class, etc. Start doing this on a regular basis and your patients will want to attend.

3. Provide house calls in the evening and/ or weekends where you charge your patients cash for this type of service.

4. Start an online training class where you provide insight, knowledge and guidance--you can run this class on Google + hangouts for free and charge a nominal price.

5. Start selling small items (healthy granola bars, healthy drinks, home-made baked goods, etc.) at check out.


The idea here is to get yourself outside of the locked-in type of thinking that only sees your practice as a “health insurance” provider of services
.
Once you can conceptually make the leap (and I hope it is a small leap) that your practice is a business and you need to make money, then it will be much easier for you to start to think of ways of how you can make more money from your patients.

Right now the problem is that you are servicing the patient but getting paid by the insurance companies so you likely have a difficult time asking the patient for money.

This is why it helps to take small steps in this process.

Ultimately I hope that you can start to incorporate some integrative thinking into your business model. Because at the end of the day, bills need to be paid, employees need their paychecks and you deserve to be paid for all the services you provide.

It is time we, as doctors, let go of the singular notion that we can only ask for money from the insurance companies. The patients are our customers and so it is time to start to offer them some opportunities to pay us directly.

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