Posts Tagged ‘owner of a practice’

Larry Silver

From the Editor: Raising Your Net Profit Through Viable Collections

Posted by Larry Silver

Do you ever feel that your production seems good, but wonder “where is the net income?” Do you ever ask yourself, “Why am I not taking home more money?” If these thoughts go through your mind, I can assure you that you are definitely not the first doctor to fall into that particular rut as we constantly find this problem from our ongoing surveys of doctors all over North America.

In many practices, proper collections hold the key to a viable net. In this issue of The Practice Solution Magazine we provide information to help you solve collection problems and help raise your net profit. We also provide a step-by-step procedure for your staff to use when calling your patients or clients to collect your fees.

Net can also be affected by conflicts in the office, as well as legal issues and costs.

This issue holds information on conflict resolution by Daniel Bobrow, president of American Dental Company and founder of Climb For A Cause. Climb For A Cause is a non-profit foundation, whose mission is to provide health care treatment and education to people in need worldwide. It seeks to encourage adventure travel, while emphasizing social action, responsibility and accountability. The climb this year is of Oregon’s Mt. Hood in mid-July. If you’re interested in participating, contact Mr. Bobrow using the contact information in the article he wrote for Practice Solution or go to http://www.climbforacause.org. Funds raised from this effort will be used to support dental education and treatment projects in both Guatemala and Cambodia.

We also have another piece by guest writer Dr. Barry Levy regarding legal issues in dentistry, specifically how some dentists are being sued for fraud on certain billing issues.

Net profit for veterinarians is also being hampered by competition from online pharmacies. Staff writer Ken DeRouchie has written an interesting piece on problems veterinarians are having with online pet drug pharmacies and gives some useful recommendations on how to handle the competition. This article was written based upon information Ken gleaned from hundreds of veterinarians he has surveyed for The Practice Solution Magazine.

Within our general news articles, you may find information that can help your practice ranging from news on national legislative issues to technological medical breakthroughs.

It’s quite an eclectic edition of The Practice Solution Magazine this quarter.

Sincerely,

Charles Mann

Managing Editor


Larry Silver

Making Financial Arrangements

Posted by Larry Silver

Ensuring Your Office Gets Paid
It is the responsibility of the accounts manager to sit down with the patient/client and work out the best financial arrangement within the framework of the policies of your office. Bear in mind that the ideal plan would be one that facilitates the most immediate payment for service rendered. One would not offer a plan that stretched payments out over a long period of time unless there was no other option that the patient could afford. Firm financial arrangements must be made with patients/clients.

It is most advisable to have only one person discussing payment options with your patient/client and this should rarely, if ever, be the doctor. The doctor should present his case recommendation, and if necessary, briefly outline the general payment options, but without getting into the actual financial arrangements (it is always best if the accounts manager is the only person discussing money with patients/clients).

Once the doctor has presented his treatment plan, he should then tell them that his accounts manager will make the actual arrangements. He should then leave the room and quickly acquaint the financial person with the case, including how soon the first appointment (or several appointments) should be; how much time he will need scheduled for the appointment(s); the total fee for the services the patient/client has accepted.

The accounts manager would then meet with them privately to make the financial arrangements. They should begin by seeing to it that the first appointment is scheduled, and then introduce the topic of finances. A good approach is, “How do you want to pay for this today?”

The accounts manager would strive to secure payment in full, but if necessary, would go over the other options that are available, illustrating with dates and amounts.

Don’t force a person into a hasty decision. If he/she needs time to review his/her finances, then simply write down the total fee and the methods of payment available. Schedule another conference to complete the financial arrangements.

Once the accounts manager and the patient/client have decided on a method of payment, the “agreement” should be summarized in writing, with dates and amounts and have the patient/client sign it. Give a copy to the patient/client.

It is advisable to then send a letter to the patient/client after the meeting, congratulating them for going ahead with your services and outlining the financial agreement again, offering assistance if they have any questions.

Always discuss fees and payment options in a very clear manner with the patient/client before providing any services. It is important to work with them so they have financial arrangements that they feel they can abide by. They will feel better about being your patient/client when they know that you have really worked with them, and that together you have made an agreement which is workable.

Publicize any new payment plans that you institute. You can put a sign in your reception area that says “Ask About Our Payment Policies”. You could also mail statement stuffers which include payment information for your patients/clients. Put together a practice brochure that explains your payment policies. Instruct your front office staff to discuss new payment plans with every person at his/her next appointment (only if appropriate).

The accounts manager’s job does not need to be difficult, time-consuming and frustrating if it is done in an organized and efficient fashion. Two of the most important factors are:

  1. Having firm financial policies
  2. Making sure that the patient/client understands and agrees to his/her obligation


Larry Silver

Steps for Collecting Over the Phone

Posted by Larry Silver

In any practice, outstanding collections exist. Below are some effective techniques for collecting outstanding payments over the phone.

For starters, whoever is doing this job needs to know that they have a two-fold purpose in this specific job duty:

  1. To bring the patient/client’s account current
  2. To maintain goodwill with the patient/client so that he/she will continue with your practice

The statistics that can be used to measure how effectively the job is being done are:

  1. Money collected
  2. Number of accounts brought current

PROCEDURES

Your telephone technique is very important. Following are some guidelines to assist you in being most effective in dealing with your patients/clients over the telephone with regard to their overdue account.

PRIOR TO THE CALL

  1. Study the patient/client’s account record, and all other documentation to ensure that you have ALL the information necessary to make a complete and accurate call.Spotting a past due amount on your aging sheet and picking up the phone and calling the patient/client, without pre-planning, is not a very good idea, as there may be other information which you otherwise are not aware of. Placing the call without doing your “homework” could result not only in NOT getting paid, but in creating some upset or poor PR for the practice. So study the file prior to making the call.
  2. Know the name of the person you are planning to talk to. Make sure that you have his/her correct and complete name, spelling correct, etc. You want to talk to the person responsible for the account, so ensure that you have that data.
  3. Be in the right frame of mind when you place the call. Think positive. Believe that you are going to resolve the account. Do not call in anger or anxiety. You will get nowhere with your patient/client if you do so. Be cheerful, yet professional.

THE CALL

  1. Introduce yourself and state the purpose of your call. Do not be rushed and hard to understand.Example:
      “Hello, Mrs. Smith? This is Mary Jones from Dr. Nelson’s office. How are you this evening?”

      “I am calling you about your account. Do you have a few moments to talk with me about this?”

      “Our records indicate that you have an outstanding balance of $350, and I am inquiring as to when we might expect that payment.”

  2. Be very deliberate in your statement about the account. Don’t mumble or rush through this. Now give them an opportunity to respond.
  3. Do not make them feel embarrassed or as though he/she has done something wrong. Do not verbally attack them. Notice that in the above example it says “our records indicate…” Avoid statements such as : “I’m calling about the $350 that you haven’t paid us for 4 months!” This would definitely get you off on the wrong foot with them, and it would be quite difficult to resolve the situation.
  4. The tone of your voice is very important. Do not be hostile or angry. Do not think of them as a “dead-beat” or a big problem. Think of yourself as a problem solver, and come across that way. They will see that you are trying to help and will be more willing to help in return.
  5. After you have identified yourself and stated the purpose of your call, STOP!! Don’t say anything more at this point. It may seem like forever, but if you wait for the person to say something, it will go much smoother, as they are now having to respond on their own to you on the subject.
  6. Listen to what he/she has to say. Don’t just hear it, but really listen and understand. It could be that they have already mailed the check, or maybe they were planning to mail it that day. If you come on with a harsh demand for payment, you could stop an already intended payment. So give them a chance to talk.
  7. If they resist, throw out objections or are just generally uncooperative let them say everything they have to say. Let him/her know that you understand, and then handle the objection, confusion, or whatever it is by giving them an honest and realistic answer. If you do this, you will get a full picture of what their objections are, and you will have left them with little or no arguments to fall back on once you have handled the objections they put out.
  8. Don’t be brash or punitive. Understand that this is a tough position for him/her to be in. Don’t harass or attack them. Don’t make threats (such as lawsuits) except as a last resort, and ONLY if you fully intend to do so.
  9. Go over with them the fact that it is to their advantage and benefit to make payment. Let them know that the advantages include: not getting turned over to a collection agency, feeling better because an agreement had been worked out, no harm being done to their credit rating, etc.
  10. Bear in mind that everything they have to say might sound very reasonable. But also remember that those “reasonable” explanations are the reason why they are in this bind in the first place. The explanations don’t necessarily handle anything.
  11. Ask leading questions which will bring you to resolution. Many reasons for non-payment are due to real or just “stated” lack of funds. You have to determine what the actual case is, and you need information from them in order to show him/her how he/she can actually pay their bill after all.
  12. Understanding of the situation and how it can be resolved will only occur if you are in good communication with them, and you are truly trying to help. Make your communication really penetrate with the thought in mind that it will be unnecessary for you to ever have to call him/her a second time.
  13. Bear in mind all the time you are talking with the patient/client, that he/she really does have the ability to pay. It is most likely just “inconvenient” for them to pay you in full today. So be persistent. Be realistic. Keep going until you have obtained the results you intended to get.
  14. Normally, you would not want to suggest partial or monthly payments. Only do this if you have determined that it is the only way the patient will be able to make payment. If the patient is already on monthly payments, but behind, the full amount to collect at that time would be the amount it would take to bring the account current.
  15. At the end of the call, in a deliberate and clear manner, again confirm with them what he/she has agreed to do. Ensure that the exact amount and the due date is very clear.

AFTER THE PHONE CALL

  1. Follow the phone call up with a letter confirming the arrangement, and thanking them for taking the time and effort to handle their account.
  2. Keep a very accurate and careful record of the phone call in their file that should include the exact agreement that had been reached during the phone call. In some states it is legal to record the conversation. If it is so in your state, this is advisable.
  3. Set up a tickler system with a calendar or logbook so you know exactly when to expect the payment and exactly when any follow-up call should be made.
  4. When you have done everything per the above, and you get nothing in return, then place the account with a professional collection agency or write off the account.
  5. Notify the patient/client as to what you have done.

The above points should be reviewed and practiced so that the accounts manager feels confident and comfortable with handling collection calls.

SUMMARY

  1. Be well-prepared.
  2. Be professional and treat the patient/client with dignity.
  3. Be helpful, yet persistent.
  4. Make sure that they understand you expect payment.
  5. Help them feel as though they are paying because they want to keep their agreement.
  6. Listen, gather data, and fit your responses to what you hear. Handle each objection.
  7. Discuss holding up service, collection agency, credit rating as a last resort.


Larry Silver

Profile: Dr. Missy Tasky, DVM

Posted by Larry Silver

What it Took to be a Better Manager and Still Practice Quality Medicine

Practice: Gentle Touch Animal Hospital

Location: Denver, Colorado

A certified veterinarian for over 15 years, Dr. Missy Tasky was like a lot of doctors in private practice, struggling to practice quality medicine AND attempt to manage her practice to ensure it continued to expand and prosper. To Dr. Tasky, this juggling act was quite taxing.

“I had hit a wall and was tearing my hair out,” she said. “I just kept getting bogged down with management and staff issues. I hired a consultant to give me more structure.”

According to Dr. Tasky, bringing on an established practice management consulting company helped provide her staff with definite duties and she learned how to delegate responsibilities to her staff. In turn, this freed her from the very familiar entanglements doctors frequently find themselves involved with when dealing with staff.

“They don’t teach you how to manage a practice or give you any real business principles in veterinary school,” she said.

A 1991 graduate of Auburn University School of Veterinary Medicine, Dr. Tasky spent four years working in emergency medicine and has had her own practice in Denver, Colorado for nearly six years. She’s had her current consultants for 3 years and credits what she has learned through her training and the training of staff for her recent growth phase.

“My practice is continuing to grow and we keep having a lot of positive changes occurring. With my expansion, I am hiring new employees and yet I am able to give them more and proper training than I ever was able to do. As long as we keep training our staff and learning and implementing new things, I know we will be well-established as we enter our next big growth phase,” said Dr. Tasky.

A generous part of the expansion of her clinic involves a mobile unit that travels across the Denver metropolitan area providing services to animal owners. The mobile unit operates throughout the week.

Moving from Alabama to Colorado was a perfect fit for Dr. Tasky. She is an avid skier and takes advantage of the high elevations to fulfill her skiing bug. A lover of travel, Dr. Tasky has spent time abroad in Mexico and the Caribbean. Delegation of duties in her practice has given her more free time to enjoy her hobbies.

Dr. Tasky ended the interview stating, “In veterinary school, you get excellent medical training but you don’t get business training. Doctors need it! Practice management consulting helped me to be a better manager and take control of my practice instead of my practice controlling me.”


Larry Silver

How Do You Get Your Employees To Think Like You Do?

Posted by Larry Silver

HOW DO YOU GET YOUR EMPLOYEES TO THINK LIKE YOU DO:
THE MISSION STATEMENT

A primary responsibility of the owner of a practice or a business is to set the pace and direction for the practice or business by contemplating, defining and establishing exactly what the mission of the practice or business is. By doing so, the owner provides the guiding principle for the entire activity.

A mission statement can be used to maintain the focus for the owner and staff. It can be used as a point of reference all along the line. Oftentimes a staff can simply get caught up in the day-to-day functions of their individual jobs, forgetting (or maybe never having really known) what the purpose of the activity is. A fully functional “team” then never can truly come to fruition.

It is up to the owner to determine why he/she is engaged in the activity to begin with, what the purpose and goal is and to form a team that is mutually in agreement with the purpose and the goal. It is that understanding and agreement that will allow people to evolve into a coordinated group, working together toward the long-term objectives of the owner.

Following is a sample Mission Statement. Use it as a model for developing one that suits your practice or business. Once it has been developed, distribute it amongst your staff, go over it as a group at your staff meeting and have each staff member place their copy in the front of their respective staff binders.

SAMPLE MISSION STATEMENT:

Our goal and policy is to treat our patients/clients as we would treat our families. We will offer a high-quality, friendly service in a gentle, caring atmosphere. Our patients/clients are the heart of our practice and the reason we are here. At all times our patients/clients will be treated with respect, dignity and compassion. Being of service to our patients/clients is the definition of our purpose and the mission of our practice.

To accomplish our mission we will provide:

  • A highly trained and professional staff
  • State-of-the-art equipment and technology
  • A genuine concern for our patient’s/client’s time

As a result of these provisions, we hope that:

  • Our patients/clients will be highly satisfied with their personalized care
  • They will continue as a part of our practice family
  • Our patients/clients will feel a desire to refer their friends and family
  • Our patients/clients will uphold their scheduling and financial commitments.

We pledge and guarantee that we will always do our very best to serve you.


Larry Silver

Survey of Optometrists

Posted by Larry Silver

SURVEY OF OPTOMETRISTS SHOWS FINANCES AND STAFF AS MAJOR PROBLEMS AFFECTING GROWTH

In the second in a series of articles addressing surveys The Practice Solution Magazine has conducted on the optometry, veterinary and dentistry professions, we are releasing the results of the optometry survey. Our surveys are conducted one-on-one by our trained survey team with doctors all across the United States and Canada.

The benefit of doing these surveys on the phone, rather than by questionnaire, is the ability to get all the questions answered in detail. This makes the The Practice Solution Magazine survey a bit more unique as a thorough analysis can be done of the responses.

A wide diversity of practitioners was surveyed. This ranged from doctors just starting out to doctors who have practiced for over 40 years. Fifty seven percent of those surveyed are in solo practices. Seventy two percent of those surveyed have less than five staff members.

Our survey of optometrists clearly showed that staff and financial problems are what doctors consider the primary barriers affecting the expansion and viability of optometric practices. Nearly three quarters of the doctors surveyed believed those were their most serious problems. As discussed below, these two key problems are only the outward symptoms of a much more basic underlying factor.

These problems have resulted in time consumption and lost efficiency amongst 41% of respondents while 26% felt it directly affected their bottom line. Twenty two percent believed that it resulted in stress and an overworked environment

Most of the doctors surveyed stated they didn’t learn enough in graduate school to run a practice and one hundred percent wanted more business courses to be taught in graduate school. This is indicative of the overall responses that show staff issues and finances are the key problem areas.

This also addresses the true underlying reason why the great majority of our respondents experience these financial and staff management problems. Without proper business training, it is completely expected that doctors, on the whole, would be unable to truly manage staff or finances appropriately. And, thus, the above symptoms of this lack of training are so strongly evident. One doesn’t expect an untrained lay person to be able to perform the duties of a trained doctor. Likewise then, why should a person trained to be a doctor, but never trained in business management, be expected to be competent and conversant with all the issues and problems with running a business – which is what a healthcare practice is.

To rectify not gaining an adequate education in school, seventy five percent said they attend seminars, business courses, lectures and other forms of continuing education (CE). We’ve found that many doctors spend a tremendous amount of time pursuing the education they needed to receive in school.

One disturbing figure was that over one quarter of those surveyed forgo all training and attempt to learn the business side solely by trial and error. That one out of every four doctors surveyed are “managing by chance” is cause for concern. While not true in every case, a lack of pursuit of some form of practice management education is a significant contributing factor in the struggle and sometimes failure of so many practices and businesses in the first few years of operation.

The Practice Solution Magazine has already started a new evolution of surveys for optometrists and we plan on releasing the results of that in the coming year.


Larry Silver

Guest Column: By Dr. Barry Levy DDS

Posted by Larry Silver

DENTISTRY AT RISK:
COMPLYING TO MINIMUM
STANDARDS OF INFECTION CONTROL

By: Dr. Barry Levy DDS

If you are not aware of, or are not complying with minimum standards of infection control, you can be in for a rude awakening. While the below article addresses cases litigated in California, it is important for dentists across the country to understand many precedents are set in California and can affect how you practice dentistry in your home state.

Recently the California Dental Board cited section 1005 of the California Profession and Business code in a disciplinary action against a dentist (Section 1005 defines “minimum standards” of infection control to be followed while practicing). Because of the dentist’s failure to follow the minimum standards of infection control the board hearing was being used to determine if this dentist would be able to continue to practice dentistry. Penalties could range from fines, to suspension, to revocation of one’s license. It is easy to see the impact that the failure to follow minimum standards of infection control could have on your life should a problem arise and the board decides to investigate how you practice.

A recent malpractice case was brought against two dentists, because of a post-operative infection following an extraction. This case should drive home this concern and show how critical the language in the dental code is.

A large law firm was handling this case for the patient. After a year of negotiations the firm told the patient that they were dropping the case because they could not link the treatment to the post-operative infection. The judge allowed the patient time to find a new attorney. The new attorney took the case and, even with no way to link the infection to the treatment, won a settlement.

So why did the dentists’ lawyers settle this case after getting a law firm to drop out?

The lawyers for the dentists settled this case rather than risk trial, because the liability was too great. It was impossible to defend the position that a post-operative infection was not the dentists’ responsibility when they failed to follow the minimum standards of infection control when treating this patient.

A dentist cannot afford to litigate when he has FAILED to follow minimum standards of infection control and his patient winds up with a post-operative infection. A jury would hear the failure to follow the minimum standards as proof of negligence. A dentist could not argue that he didn’t know the code. Ignorance of the law is no excuse. And, in California, a course in infection control must be taken in order to renew one’s license.

Of particular importance is the language of the code section that states, “Sterile gloves shall be worn in connection with surgical procedures involving soft tissue and bone.” That can be taken to include periodontal treatment, extractions, endodontic treatment and, indeed, almost all of dentistry. Sterile gloves are not the medical exam gloves that are currently being used.

Should a complaint be filed, or legal action pursued against a dentist, the failure to follow the minimum standards are easily proven, and worse, could be shown to be occurring on an ongoing basis. In the civil case, the deposition of the dentist took about 20 minutes. The settlement was large.

The questions were very simple. “What size glove do you wear? Do all of your staff wear gloves? Do these gloves come in boxes of 100? Are you familiar with code section 1005?”

The answers of “large”, “yes”, “yes” and “no” were all that was needed to show the negligence. There were no questions directed to how the patient was treated, or what was done, or to try and link the treatment to the infection. These simple questions and unambiguous answers locked this dentist into negligence by failing to follow the code section.

The continued and ongoing failure to properly follow minimum standards of infection control could change a simple act of negligence into continuous acts of negligence.

My experience with the California Dental Board is that one act of negligence is treated very differently than continued acts of negligence.

If a dentist wasn’t using “sterile gloves” for one patient, the odds are very high that a thorough investigation would prove that all patients were at similar risk. The lone act of negligence would immediately become continued negligence.

But because of recent court action the stakes have risen even higher. It is bad enough to be sued in civil court, and facing a dental board investigation is a horrendous experience, but the precedent has been set so that criminal proceedings could be brought against you.

Should dentists fail to follow the minimum standards of infection control, and should they treat children, they will have met the minimum letter of the law that could see them charged with felony child endangerment (penal code 273 (a) a). This was the precedent that was set in the Dr. Ford case.

The Dr. Ford case involved sedation of a 15 year-old patient, who suffered a heart attack and brain damage in the dental office. This injury to the patient was deemed by a lawyer in the Attorney General’s office to be a criminal act. In the preliminary hearing, the judge, having heard the evidence, ruled that placing a child in a situation where there is a probability of harm, EVEN if no harm occurs, and knowing the consequences of your action rises to the letter of the law for criminal prosecution. There are now some lawyers who believe that an informed consent form is proof that the letter of the law for prosecution has been met.

Dr. Ford was exonerated of all charges against her, but the precedent had been set. It becomes easy to see that failing to follow the minimum standards of infection control could easily meet the letter of the law as applied in the Dr. Ford case, not to mention negligence, defined in black and white.

If you fail to follow “Minimum Standards” of infection control you have definitely placed your patient in a situation where there is a probability of harm, even if no harm has occurred and you are aware of the consequences of your action.

When the state was prosecuting Dr. Ford they argued that guidelines were not followed. They didn’t argue that minimum standards had been violated, because in this case the minimum standards weren’t. Having an unsatisfactory result when not following guidelines can be argued, and argued successfully, by showing that the standard of care in the community was met. Failing to follow a minimum standard can never be argued in that manner and, indeed, the standard of care in the community would be irrelevant in your defense.

AMALGAM RISK PRECEDENT:

We can throw in the interesting aspect of dental amalgam just to show how this can be applied as well, once a precedent is set. While the American Dental Association continues to argue that amalgam is perfectly safe, some dentists in California settled a lawsuit involving amalgam restorations.

In this lawsuit the dentists paid a settlement, and the settlement stated that the use of amalgam poses a health risk to the patient. The settlement even included the language that the use of amalgam in children under age six is contraindicated.

So using amalgam could cause a problem as the precedent has been set that placing a child in a situation where there is a probability of harm, even if none occurs, and knowing the risks can be viewed as rising to the letter of the law for criminal prosecution.

Pending federal legislation even cites the California settlement in the language of that bill. Certain consumer groups have gone on record to state that the use of amalgam should be a criminal act. It would not be a far leap that at some time in the future a test case might be filed. To say that this could never happen is what the profession had said in the Dr. Ford case.

But once the precedent is set, the argument that it could never happen can no longer be used.

What we are finding is that small, very vocal groups of consumer advocates are pushing legislation that can be very harmful for the way you practice and for your fiscal health. The problem is that once these groups get the legislation passed, the precedent is set and you may find that you have to follow these regulations in order to practice in a manner that mitigates possible civil, board or even criminal action.

Intelligent and learned dentists may argue that some of the precautions are not really necessary. When the new regulations are defined as minimum standards for the care of the patient, when certain materials are defined as potentially harmful, and when precedent has been set by cases that have been tried, your ability to defend yourself becomes more difficult if not impossible, should a problem occur.

I hope that this brief article that started out with the issue of infection control, has been informative. These situations can have a profound effect on you should a complaint or lawsuit ever be initiated against you. We are entering a new era for dentists, and it is becoming increasingly more important that you are aware and practicing within the letter of the law.

I strongly believe that the dental profession must take strong steps to regulate and protect their profession. When dentists get so involved that they don’t, then others make the rules and regulations that you must follow.

And because time is money, I want to finish with the cost to you should the California regulations come to apply to your state.

If you have to change one box of gloves each week to sterile gloves to comply with the minimum standards of infection control, the cost is over $3000/year. A busy practice using 5-10 boxes a week would be looking at an increase in cost of $15-30,000/year for sterile gloves.

(Dr. Levy has served as an expert on several cases, and is on the California Board of Dental Examiners panel of expert witnesses to assist in investigations)