Ophthalmology Business

MAR 2014

Ophthalmology Business is focused on business topics relevant to the entrepreneurial ophthalmologist. It offers editorial, opinion, and practical tips for physicians running an ophthalmic practice. It is a companion publication of EyeWorld.

Issue link: http://digital.ophthalmologybusiness.org/i/273499

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G g 1 T is 9.99%. This APR may vary with the market based on the U.S. Prime Rate and is given as of 01/01/2014. If patients are charged interest in any billing cycle, the minimum in T © 2014 Wells Fargo Retail Services. All rights reserved. Wells Fargo Retail Services is a division of Wells Fargo Financial National Bank. 1170007-OB 0214 26 Ophthalmology Business • March 2014 ophthalmology, Department of Corneal and External Diseases, and founder of Goldman Eye, Palm Beach Gardens, Fla. Dr. Goldman is also ophthalmology team lead of anterior segment for the electronic medical record (EMR) system called EMA (Modernizing Medicine, Boca Raton, Fla.). "I think EMRs will be essential as w e will have too many patients to keep track of them all. An EMR will make them easily trackable," he said. EMRs already enable ophthalmolo- gists to automatically send diagnosis and treatment information to patients' PCPs, Dr. Goldman said. "We can convey information quickly, efficiently, and legibly. Getting the doctor on a phone is not practical," he said. In the future, EMR systems in different offices will have an ability to communicate with each other to integrate patient data, he explained. Although he acknowledged that it can be difficult for offices to tran- sition to EMR use, he believes they will become essential once practices learn how to use them. You may also find that a number of PCPs will turn to the concierge care model, sad Mr. Jacobson, whose concierge offices are in about 20 states. Patients pay anywhere from $1,500 to $3,000 a year to become one of 300 to 600 patients seen by a primary care provider. Although concierge models can be successful in primary care, Mr. Pinto has only seen a small number of ophthalmologists turn to such a model because of the specialty's heavy reliance on Medicare and traditional insurance. O f course, the Affordable Care Act affects the overall demand for medical appointments as well, due to a growing number of patients who have insurance. However, Mr. Pinto said it's still too early to say the effect that may have on eyecare. Providing—and finding—relief With all physicians facing such dras- tic changes in how they practice due to shortages and declining reim- bursements, there are still ways to find relief and help your local PCPs. "I think primary care doctors in the future will behave more like quarterbacks," Dr. Goldman said, noting that more of them will refer patients for appropriate specialized care that they may not have time to handle. Ophthalmologists (and even optometrists) can let PCPs know they are there to help with specific eye conditions, Dr. Goldman said. Burnout may be more common as the demands on physicians increase, Dr. Bergin said. "We went to medical school to take care of patients, not to fill in blanks and click boxes," she said. "Our hearts are in it, and we want to take the best care of our patients as possible, but we're hitting our heads against a hard wall, and we can only do that f or so long." Although Dr. Bergin is frustrated by where medicine is heading, she believes specialists would do a great service by educat- ing patients more about the preven- tion of disease, with the long-term goal of fewer doctors' visits. If physicians—PCPs, ophthal- mologists, or those from any special- ty—feel they truly cannot bear the burden of today's clinical system, Dr. Mark encourages them to consider related work in teaching, policy, leadership, research, or biotech. "They have to be honest about why they're doing what they do, how they are motivated, and if they are happy to be with their patients and colleagues," she said. OB References 1. Petterson SM, Liaw WR, Phillips RL, Rabin DL, Meyers DS, Bazemore AW. Projecting US primary care physician workforce needs: 2010-2025. Annals Fam Med. 10:503-509. 2. Kirch DG. A word from the president: Facing the facts about the physician shortage. AAMC Reporter. December 2013. www.aamc.org/newsroom/reporter/ december2013/363844/word.html. 3. Deloitte Center for Health Solutions. Deloitte 2013 survey of U.S. physicians. 2013. www.deloitte.com/assets/ DcomUnitedStates/Local%20Assets/ Documents/us_chs_2013SurveyofUS Physicians_031813.pdf. Contact information Bergin: barbaraberginink@gmail.com Goldman: david@goldmaneye.com Jacobson: greg@arlenehowardpr.com Mark: smark@solamedsolutions.com Pinto: pintoinc@aol.com continued from page 25 responsibility to understand the three components of unethical and often-illegal behavior: need, opportu- nity, and rationalization. Most importantly, Bobby knows that with some minor changes Sue might have, although tempted, been pre- vented from making those dangerous choices, which led to an outcome that no one wanted. As a manager of your organiza- tion, what steps are you taking to protect your most valuable assets— Mr. Gallagher is the president of the Ethics Resource Group and an international expert in business ethics. He can be contacted at chuck@chuckgallagher.com or 828-244- 1400. Visit chuckgallagher.com for more information. continued from page 21 your employees—from making dangerous decisions that impact them and your organization? OB 20-28_OB March 2104-DL_Layout 1 2/19/14 11:09 AM Page 26

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