Thomas J. Ferkovic, RPh, MS

Q: We are contemplating restructuring our practice to incorporate midlevel providers because healthcare reform suggests patients should be seen by providers with the correct skill set for the issue at hand. What should we keep in mind?

Examine your practice and decide which type of midlevel provider would be beneficial. For example, if you plan to let the midlevel see patients for follow-up appointments without direct physician involvement, or grow his or her own pool of patients, consider hiring a nurse practitioner. Practices that perform routine physical exams can use physicians' assistants. 

Also, check with your malpractice insurance carrier to discuss potential liability issues and to ensure that you have proper coverage. 

Answers to our readers' questions were provided by Thomas J. Ferkovic, RPh, MS, managing director, SS&G Healthcare Services LLC, Akron, Ohio. 

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Thinking about incorporating midlevel providers into your practice? Here's what you need to know before doing so.

Adding midlevel providers

Q: It's becoming increasingly apparent to me that efficiency isn't necessarily our practice's strong suit. What can we do to boost our efficiency each day?

You can adopt this concept to streamline operations. Here's how:  

It's easy for practices to become inefficient over time. Learn how meetings can change that.

Meetings help boost efficiency

Q: I am interested in selling my family practice so I can retire. I approached the chief executive officer of a local hospital and was advised that the hospital does not buy practices. What is the best way to sell a practice? Is it similar to finding an agent to sell a house?

Although some business brokers do sell practices, it is more common to work with a handpicked team of advisers that includes your accountant, healthcare attorney, and practice consultant to guide you through this challenging process. 

Next, develop a list of potential buyers/practices, ones that would allow you to merge into the practice for a period of time. Or, approach local hospitals that have employed physician groups, and review their model of employment to determine whether you could work in that model for a period of time. You will need time to transition your practice, and the more time you have before you officially sell, the easier the process will be. 

Are you looking toward retirement and thinking of selling your practice? Discover how to make it all happen.

Plan ahead if selling a practice

Q: We have a good staff at our practice, with a few exceptions. We're already running lean staff-wise, so I'd like to avoid firing these individuals if I can. What else can we do to remedy the situation? 

 Every practice has its share of great, good, and problem employees. Whether the issue is as simple as a worker not doing his or her job properly or as serious as theft of cash, medical supplies, or equipment, any problem must be dealt with immediately. Too often, practice managers wait too long to face the issue, or worse, don't deal with it at all.  

Start by defining the problem in objective terms and assessing the situation. Clearly articulate a correction action plan to the problem employee. Then document the process as it proceeds. Consider taking five disciplinary steps-verbal counseling, written warning, optional second written warning, suspension, and termination.  

Ignoring your staff problems won't solve them. Neither will addressing the staff in a group setting with broad generalizations about the issue(s) of concern. You must deal directly with the employee in question and work to change his or her behavior or consider termination.  

Answers to our readers' questions were provided by Thomas J. Ferkovic, RPh, MS, managing director, SS&G Healthcare Services LLC.

Not every employee in your practice is going to be an all-star. Learn how you should handle problem employees.

Author | Thomas J. Ferkovic, RPh, MS

Articles

Adding midlevel providers

Meetings help boost efficiency

Plan ahead if selling a practice

Don't put off dealing with problem employees