Broader scope, bigger footprint in a changing health care system.
The physical therapy profession has many great qualities, one of which is resiliency. Over the course of our profession, we have been able to maintain our relevance in a constantly changing health care delivery system.
In an environment where patients have more limited access to physical therapy because of a decrease in approved visits and high copayments, we must find ways to retain our patients. There have been many publications detailing conceptual business models that allow us to have “add-on” services that provide a revenue stream and increase the footprint of our practices.
How will new laws affect our physical therapy practices?
By Amanda Somers, PT, DPT
It was a cold and wet winter day when I sat down to write this article, and all I could think about was spring. April weather is great in South Carolina, but as much as I wanted warm weather, I was also anxious about the environment for physical therapy by April. Will the sustainable growth rate (SGR) payment methodology be changed? Will it be favorable for our patients and practices? Or will Congress once again kick the can further down the road? Even worse, did the March deadline come and go, leaving us with a 20 percent SGR cut and no cap exceptions process? The battle seems to be the same—in fact there has been little change since 1998. So the questions I ponder are: Does APTA have fighting power left? Did our members rally for the fight or wearily sit on the sidelines, saying “What difference can I make?”
By Angela Wilson Pennisi, PT, MS, OCS
Issues related to electronic medical records (EMR) and practice management systems may occupy more time and energy than most practice owners and managers would like. If you are in the process of selecting an EMR, evaluating the multitude of options can be overwhelming. A lot like dating, a single program will rarely possess all the desired qualities. In addition, your new EMR, like any potential life partner, is also likely to possess some undesirable qualities that you did not anticipate! (Of course, I am not speaking from experience since my husband is perfect, and I am sure he would say the same about me.)
By Tom DiAngelis, PT, DPT
Recently, I read an article online from the San Diego Tribune1 about Marine Corps General James Mattis. The general will be retiring soon and, over the years, has been quoted several times. The end of the article listed some of his comments, and one in particular caught my attention: “You cannot allow any of your people to avoid the brutal facts. If they start living in a dream world, it’s going to be bad.”
High – Medium – Low
By Paul Martin, PT, MPT, CBI, M&AMI
If your company is like most rehabilitation businesses, you as the owner and manager spend the majority of your time talking about your low performers. It is human nature, because these people tend to cause problems, and you need to solve problems, so you end up spending hours managing around these low performers. In reality, the focus should be on your high performers, as these are individuals who are performing so well in their positions that you could see them in leadership positions someday within the company. Let us suggest a strategy to get you focusing on your high performers and stimulating internal and external growth by creating this focus.
Get your high level owners/leaders together and create a list of all staff. Create a column next to each staff member and rate each staff person either 1 (low performer), 2 (medium performer), or 3 (high performer). Once you have gone through this exercise, go back to each high performer and talk about what role they could play in the company to better utilize their talents and how to implement such a program, or new clinic, or new group within your organization. And finally, schedule time to talk to these high performers one-on-one to discuss their future objectives and where they could see themselves in the future with the company. After all that work, you won’t have time to be talking about the low performers anymore!
Paul Martin, PT, MPT, CBI, M&AMI president of Martin Healthcare Advisors, is a nationally recognized expert on health care business development and succession planning. As a consultant, mentor, and speaker, Paul assists business owners with building value in their companies. He has authored “The Ultimate Success Guide,” numerous industry articles and weekly Friday Morning Moments. He can be reached at firstname.lastname@example.org.