Business of Medicine » Practice Management

Practice Alternatives: Three otolaryngologists discuss what it’s like to work under evolving care models

Certain well-established care delivery models for otolaryngologists have long defined the specialty. But, like pharmacology, surgical techniques and treatment therapies, practice models evolve. And while traditional models continue to dominate the scope of most otolaryngology practices, the field is seeing a gradual shift to new constructs. Among them…

New Ventures, New Risks: Review all possibilities before affiliating with a hospital

In my January 2011 column (“A Seller’s Market: How to prepare your practice for sale to a hospital”), I described the growing trend of physicians selling their practices to hospitals and large health systems and then working for the hospital or health system. This trend is expected to continue in full force through 2012. As I noted in my January article, the physician’s post-sale arrangement is the driver for the growth of the physician’s practice within the hospital or health system.

Get Ready for Quality Improvement: Panelists outline helpful metrics and more

Close on the heels of the evidence-based medicine movement comes increasing pressure for physicians and health care institutions to develop and implement quality improvement measures that will not only improve quality of care, but also reduce medical costs and provide a way to measure performance by physicians and institutions. Integral to this process is the development of appropriate metrics by which to measure outcomes and physician performance that accurately reflect otolaryngology and its subspecialties. Two sessions at the recent 2011 American Academy of Otolaryngology–Head and Neck Surgery Annual Meeting held here Sept. 13 highlighted issues that are important for otolaryngologists striving to meet the growing demand for quality improvement.

Reducing Patient Wait Times: Examine your operations to boost efficiency

Here’s a telling statistic: The average time patients wait in an office to see an otolaryngologist is 24 minutes, according to Press Ganey Associates, Inc., a South Bend, Ind., health care performance measurement and improvement firm. If that doesn’t sound bad, or if you think your practice exceeds that benchmark, consider that otolaryngology ranked 19th in overall satisfaction among 25 medical specialties measured in Press Ganey’s 2010 Medical Practice Pulse Report.

Face Time: Ask the right questions when meeting with EMR vendors

In my last column (ENT Today, August 2011), I explained some of the broader issues regarding electronic medical records/electronic health records (EMR/EHR) selection, centered around the understanding that an EMR is a record that is more practice centered while an EHR is a health record intended to follow the patient through multiple providers. This article is directed toward practices with a large degree of autonomy in selecting their products; therefore, we will be discussing EMRs. If you’re part of a multidisciplinary practice or a university, you likely had little to no input regarding the EHR chosen. This is because larger numbers like primary care drive EHR selection. Don’t stop reading, however; assessment of disease-specific pathways is still applicable for the EHR you have.

Payment Shifts: Expect reimbursement structure changes ahead, policy experts say

Although the new U.S. health care law does not specifically alter the current fee-for-service payment structure, changes to how physicians and hospitals will be reimbursed for services are under construction. These changes are reflected by the growing focus on the development and implementation of quality improvement and physician and institutional performance measures on which reimbursement will increasingly be made, panelists said here on Sept. 11 at the 2011 American Academy of Otolaryngology-Head and Neck Surgery (AAO-HNS) Annual Meeting.

A Blessing and a Curse: Health care reform comes at a steep price

There is a Chinese proverb that is both a blessing and a curse. The blessing is, “May you live in interesting times,” and the curse is, “May you live in interesting times.” All of us would like things to stabilize into a constant, comfortable and predictable environment for us to live our lives, raise our families and care for our patients. We are entering the most complex and challenging period that medicine has experienced since the 1960s when Medicare was introduced. From now on, everything we have come to know and are comfortable with in our professional lives will change.

Rent the Right Way: Medical offices require unique leases

As tenants of medical office spaces, physicians often create special leasing issues. Medical tenants use hazardous materials, generate biomedical waste, demand confidentiality of patient records and require compliance with occupational safety standards—all unique aspects of the medical profession. Yet, often, physicians will sign “form” medical office lease agreements provided by the landlord without the benefit of legal counsel. Typically, the landlord provides a standard fill-in-the-blank lease form with the tenant’s name and the general business terms (including the term of lease, rental rate and commencement date). Tenants may gloss over the legal boilerplate provisions included in the lease agreement, assuming that these terms are standard to all leases and are not subject to negotiation.

Chaos Control: Plan ahead to ensure your practice survives a disaster

Ten years have passed since the U.S. was attacked on September 11, 2001 and six since Hurricane Katrina slammed into the Gulf Coast. And, while disasters of that magnitude are rare, hundreds of smaller-scale disasters occur every year, including tornadoes, blizzards, fires, earthquakes, airline crashes and chemical spills.