Practice Management

Updating your Web site-not just once, but frequently-offers an excellent opportunity to boost your practice's business by developing new patient relationships using the Internet.

Ophthalmic practice administrators often find heavy demands on their time and attention and so, like many managers, risk losing sight of what's important in the rest of their lives. But while it isn't possible to avoid the stresses and strains that accompany the job, there are ways administrators can maintain or restore a sense of balance in their lives.

An office manager should be interested in implementing change and improvements within a practice, but that should not be done without an operational assessment.

Reimbursements for ophthalmic practices are steadily declining while costs are going ever higher, leaving practices scrambling as never before to find new sources of revenue and ways of cutting costs. But unless these goals are approached wisely they can lead to stress among both staff and doctor.

Current Procedural Terminology (CPT) is updated regularly, often in response to difficulties reported by practitioners. Practices that fail to keep up with the changes experience negative consequences on revenue and compliance. Staying familiar with changes in CPT can be very useful, and potentially quite rewarding.

Changing demographics in the United States will require ophthalmology practices to adopt strategies to deliver care to large numbers of diabetic and elderly patients. Possible steps could include more effective use of support staff and increasingly efficient practice patterns.

The best practices learn how to hire, train, and retain the best staff, manage patient and staff issues and physician relationships according to Ian Maltzman the administrator for Fromer Eye Centers in New York City. Because Fromer Eye Centers has a very complex organizational structure, including a president, administrator, and a chief operating officer, Maltzman has had to find ways to manage the complex structure.

New administrators at an ophthalmic practice should start by learning every non-medical aspect of the practice, including finances, computer maintenance, patient satisfaction components, and staff requirements and rewards systems.

The typical difficult patient can ruin a perfectly good day at your practice if you let them. By not taking it personally and keeping your cool you can successfully deal with this type of patient without adding stress and frustration for you or the patient.

Practices can increase their efficiency by performing surgery in only one location, having multiple operating rooms (ORs) and an efficient preoperative area available, using anesthesia blocks preoperatively instead of topical anesthesia in the OR, choosing a safe and reliable phaco technique that minimizes surgical time, and hiring well-trained staff members.

It is just as important to create a supportive and friendly atmosphere in a negotiation so that continuous relationships can form, as well as a good reputation. Here are ten Commandments for carrying out a negotiation in the ophthalmology practice.

An ophthalmic practice must create an environment in which employees are engaged with their work and are motivated to perform it well. Such an environment can be achieved by obtaining information about employee strengths, weaknesses, and goals and tying these to the practice goals.

The particulars of partnership agreements often vary depending on the circumstances and culture of a practice, in almost all cases they cover four subjects: practice buy-ins, division of net income, governance issues, and buy-outs. The three elements, which a person is essentially buying, are a practice's tangible assets, accounts receivable, and goodwill.

The leaders of two professional ophthalmology organizations discuss ways to hire top talent and retain them. Included in their tips are over-looked sources for potential employees such as national chains, the importance of job descriptions and what to include in them, and training.

With the flattening of the LASIK market comes the need to diversify and one procedure in particular to accomplish this is cataract surgery with an IOL implant.

Change in the practice setting can affect acquired skill sets, physician expectations and, perhaps most significantly, delivery of patient care. Major sources of change in ophthalmic practices include: technology, personnel, compensation, workload, patient mix, and payers.

People, whether they are the patients, co-workers, or just a stranger re-affirm why some people are still in the field of patient care. They give the opportunity to "care."

There is an inherent tension between the appeal of maintaining a successful, secure business and the desire to expand the business. According to Dr. McDonnell it is much more common for practices and departments to wait too long before beginning the process of adding excellent people to build upon a successful and vibrant operation.

Monovision offers a safe and an effective option while multifocals are a high risk strategy, Dr Graham D. Barrett controversially told delegates during a session that discussed whether surgeons should introduce multifocal IOLs (MFIOLs) into their practice.

David Bailey, president of international operations at Staar Surgical, makers of the Visian ICL & TICL, says ICL technology allows surgeons to differentiate themselves in the slowing LASIK marketplace.

Marketing at the practice level offers a less expensive and easier way to increase patient volume. Creating a memorable patient experience by showing the practice's superiority over others, starting at the consultation, as well as addressing concerns and fears at the beginning, will help retain patients and increase references.

The efficiency of an ambulatory surgery center can be accomplished by aligning leadership, having congruent goals of leadership, the placement of a consistent pattern for analysis of processes, problems, and situations in the surgery center, and a courageous leader on the frontline. Finally, and probably the most significant-recognition that quality produces quality.

Both Medicare and private payers are known to deny coverage for glaucoma screening tests. Knowing which patients qualify for tests based on medical necessity is important. Also, knowing the rules will prevent abuse, while allowing you to confidently report the services you provide.

Asking a financial advisor to assist with business matters for many physicians and other professionals may seem unacceptable. However, financial professionals focus exclusively on a relatively narrow segment of business operations. Their specialized training and experience may open doors to opportunities that haven't been considered.

To help reduce projected expenditures, Medicare is turning to physician profiling. Economic profiling gives a certain level of cache to a commercial healthcare plan. It works by profiling every provider in the system for at least 3 years. The goal is to find providers that cost the system less. However it is differentiating on cost of efficiency not on quality.