Steven E. Fisher, MBA
Although information regarding embezzlement that takes place specifically in orthopaedic offices is not currently available, several characteristics of orthopaedic practices may make them even more vulnerable to theft than other medical practices. Because many orthopaedic offices stock supplies such as orthoses as a courtesy to patients, and because many practices have multiple locations, establishing internal controls is more challenging—and all the more necessary.
Peter Pollack
Our piece of the pie is getting smaller,” announced John Cherf, MD, MPH, MBA, during the Practice Management Symposium for Practicing Orthopaedic Surgeons at the AAOS 2012 Annual Meeting. “In 2009, about $2.5 trillion was spent on health care in the United States,” he continued. “If you look at the pie chart (Fig. 1), two pieces stand out pretty clearly: 31 percent of the money goes to hospitals and 21 percent to physicians.
E. Burke Giblin, Esq., and Christina M. Scarpa, Esq. A common theory of negligence raised against physicians, especially against orthopaedic surgeons, is a claim of negligence in failing to track and monitor the follow-up care required by the patient, resulting in a delay in diagnosis or treatment and injury to the patient. For years, plaintiff’s attorneys have creatively argued that a patient’s failure to follow-up for additional treatment is the physician’s responsibility.
S. Jay Jayasankar, MD
Years ago, a patient in his 50s walked into my office without a prior appointment. He complained of neck and arm pain that had resulted from a fall a few days earlier. It was obvious from observation that he had a neurologic impairment. My concern was the most consequential differential diagnosis of an unstable cervical spine and cord/root injury. I applied a soft collar and requested that the patient be transported by stretcher to the hospital next door.
The AAOS is proud to announce the return of a Group Purchasing Program, designed to reduce your practice costs and improve inventory management. The new and improved Group Purchasing Program by MedAssets was introduced at the 2012 AAOS Annual Meeting and is already making a difference for several practices. Leverage the buying power of more than 90,000 physicians and other medical professionals already taking advantage of this program.
Steven E. Fisher, MBA
A structured appointment scheduling system can go a long way toward improving revenue and increasing patient satisfaction in a medical practice. The article, “Don’t Drown: Ride the (Modified) Wave!” in last month’s issue of AAOS Now explained the modified wave approach to scheduling patients as an alternative to the steady stream and the pure wave methods.
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