There’s a sound that you hear in the background That sound is a “sucking” sound that is sucking the revenue out of your practice How do you get rid of the sound and reverse the revenue losses?
Into the dark where you do not want to go
Need numbers and percentages here for all of these programs Meaningful Use eRx PQRS 2015 1% 2012 1% 2015 1.5% 2016 2% 2013 1.5% 2016 2.0% 2017 3% 2014 2.0% Bill being proposed in Congress to move up the payment adjustments for PQRS and increase them and increase them more quickly What about going through meaningful use audits and not being able to pass the audit… return the money
Utilization reviews to include: all level 4s & 5s Modifier -25 Out-of-network referrals (Labs, imaging, etc) Expanded extrapolations
Higher deductible plans are coming with the onset of the insurance marketplace (AKA exchanges)
Highest deductible in Oregon is currently $12,500 How do you ensure you don’t lose any of that money that is now part of the patient responsibility?
You need to decide what the low hanging fruit is
Verify you the Medicare is only taking the 2% Hold the payers accountable to what is in your contract Obtain all payer reimbursement fee schedules Renegotiate the rates as well as the language Reimbursement timeframe Clawback timeframes Ability to collect on non-covered services Email consults Telephone consults Electronic insurance verification & eligibility of benefits
Don’t see the value in $17 to $25 reimbursements for screenings on alcohol use, depression and intensive behavioral therapy for cardiovascular disease and obesity… Every dollar counts. Preventive services turn into additional services Recalls for preventive services, specialty exams and procedures (colos, derm skin scans, etc)
Should you keep accepting Medicaid patients? Is it time to close your panel? Is it time to drop a plan… all the plans? Should you drop Medicare? Perform the calculation… If you remove this type of patient from your practice, can you fill the schedule with better paying patients? Who determines whether they are better paying patients (know your contracts) ophthalmology, cardiology, internal medicine, orthopedics and other specialties , Medicare is your bread and butter. Be careful what you wish for Inspect – Perform daily, weekly and monthly reconciliations to ensure all the cash in the door gets into the bank
Some ancillaries will bring bigger revenue and profits, but there is an investment cost as well Examples of putting in additional equipment and profit increases nearly $400,000 over 5 years in a prior loss producing lab Perform the ROI calculation PRIOR to making any investment in equipment or construction
Are your patients generally “satisfied” with your practices and services rendered? Are your staff sympathetic, empathetic, patient focused, practice focused? You want more than just satisfaction… you want them to sing your praises Example: Aspire This is what guarantees your practice existence
NSCHBC statistics – validated against tax returns, not obtained through a survey Malpractice, P&C, D&O, Life insurance, etc Health, dental, vision costs are all going up. The size of your practice will determine the level of expense Wellness programs Employee requirements of wellness, preventive services, etc i.e. Don’t get a flu shot, could be fired Vacation, sick, personal (PTO) Carry overs affect budgets every year Too much time off will affect the productivity and morale of the other employees What about those that don’t take their vacation… someone is lurking Force the vacations What you give should not be taken away Morale will suffer and so will productivity Bonuses are better than raises Reward people when the practice does well – utilize milestones and metrics
Layoffs just put more work and stress on retained employees Evaluate positions and work duties to determine the proper amount of staff There are no benchmarks for this… every practice is different and every employee is different Provide expectations, job descriptions, training, education Help Staff be more productive Negotiate Out-of-network claims Patient reminder calls – outsource at much lower cost than labor Electronic check-in/payment collection - outsource at much lower cost than labor Electronic insurance verification - outsource at much lower cost than labor Electronic eligibility of benefits - outsource at much lower cost than labor Electronic remittance posting - outsource at much lower cost than labor Obtain ideas from staff on waste removing ideas Reward them with a % of savings Razor thin margins – drug therapies / infusions Evaluate your process – i.e. infusions provided in one chair over the week vs two chairs on one day Ties up less nurse time, preparation and clean-up
Even a laissez-faire business approach needs to include checking payer reimbursements against fee schedules. “Many of these are things you should be doing all the time whether there’s a 2% cut or not,” Healthcare is an industry that will guarantee job growth for many years to come What are you going to do to ensure you keep yours, but even more, ensure you are sought after