4 Tips to Increase Physician Involvement in Orthopedic Practices

1. Involve physicians in creating business policies. Solid business fundamentals are more important than ever in running a successful practice. It has also become more important for physicians to understand how the business component of their practice is operating in order to make necessary adjustments to counteract rising overhead costs and payment cuts. Involving physicians in the process can also help to ensure new policies are integrated into your practice's culture more quickly.

William R. Pupkis, CEO of Capital Region Orthopaedics in Albany, N.Y., says keeping physicians involved in making policy can ensure your practice can easily identify problems affecting profits and make changes to improve them. "We meet with the board as a whole and identify and present statistics on problems, such as billing errors," Mr. Pupkis says. "I make one or two suggestions, but the physicians ultimately make decisions on what path we should take."

2. Encourage physicians to give public lectures at sports clubs or gyms. Collaborate with a local sports club or gym to give a presentation on the best practices for nursing injuries, staying healthy and keeping a nutritious lifestyle, says James N. Gladstone, MD, co-chief of sports medicine at Mount Sinai Medical Center in New York City. "Typically, the population that attends these sorts of events are the middle and older age group," says Dr. Gladstone. "I often find that people come in and their knees hurt because they are overweight. They want to lose the weight but can't run. We can be helpful in offering alternatives based on the patient's specific ability." Some of these alternatives include dieting, walking, swimming and bicycling. Dr. Gladstone also emphasizes stretching among his older patients, especially if they only occasionally engage in sporting activities. While the information isn't necessarily sports-related, the surgeon is still building a reputation among a potential patient-base.

3. Have all physicians participate in recruitment efforts. When looking for a new physician partner, ask the current physician partners whether they know anyone who might be a good fit. Physicians can also network with their medical school and additional training programs to find interested candidates. When the candidate comes for an interview, make sure all physicians are part of the process. An individuals' personality, work ethic, behaviors and attitudes will affect all the employees and clients he/she has contact with, says Nicola V. Hawkinson, MA, NP, of SpineSearch. It is important the candidate is a fit not just with skill set, but with the office environment as a whole. Before the interview, share with the staff that there will be an interview and invite some to engage in conversation with the candidate. Provide the applicant a tour of the office given to them by a trusted employee. This frees up physician time and allows the physician to get feedback from the person providing the tour (second opinions are invaluable). Candidates are usually less guarded when they move away from the interviewer. Don't hesitate to do a second interview and include or have it conducted by another trusted staff member. You can also invite the candidate to attend a meeting and share in staff discussion.

4. Include all physicians when creating practice goals and budgets. If a physician practice is hurting, the partners should step back and create a plan that fits the personalities and goals of the practice physician partners. Initially, the physicians' goals may be rather nebulous, so be sure to also include goals with grounded and measurable outcomes. "Create your model and set your goals realistically," says Nancy Moore, president of NBP, a practice management support company. "The practice also needs to have a written budget. Having financial accountability and control is huge for the practice's success." The initial focus for these goals can include appropriately setting fee schedules and gaining a firm understanding of what the insurance contracts pay to determine which procedures carry higher or lower rates of reimbursement. All will go a long way when trying to bridge the divide between furnishing quality care and reaching financial success.