Practice Management: Tips for a Successful GI Practice James J. Weber, MD President & CEO of Texas Digestive Disease Consultants

The Patient is the Top Priority Healthcare is patient care Strive to improve the overall quality of care provided to the patient, and be able to prove it Maintain the personal doctor-patient relationship The staff and the processes within the practice must augment rather than detract from the patient experience Quality care of the patient must be the focal point of every business decision within the practice

Maximize Staff Productivity The staff is the face of the practice The staff represent who you are as a practice with every good or bad encounter The staff is the workforce of the practice The staff productivity is directly related to the financial success of the practice The productivity and efficiency of the staff needs to be regularly reviewed and revised The staff is the most valuable asset, but also the most expensive to the practice Invest time and money in adequate training of all staff Treat your staff with respect and honesty Quality staff need to be appropriately rewarded Underperforming staff need to be educated and retrained, and if unsuccessful, they must be replaced

Nurses, medical assistants, and scribes These valuable clinical personnel can greatly improve efficiency in the clinic Physician assistants and nurse practitioners Well trained mid-level providers can substantially increase the number of patients seen daily Full-time GI hospitalists These physicians will maximize inpatient care, while preventing disruption of care in the outpatient setting Allied health e.g. nutritionists, therapists, social workers, counselors These members of the team broaden the range of services, providing more comprehensive care for the patient Incorporating these healthcare providers into the practice will improve the quality of patient care, and greatly enhance the overall patient experience Physician Extenders

Physicians must lead by example and commit to working collaboratively with their staff and colleagues in the new health care environment Physicians must be willing to take on the new challenges facing the practice to remain successful Physicians must lead the promotion of these changes in medicine, not only in the office and hospital, but also in the business and political community Physician Engagement

Processes within the practice must constantly be reviewed and revised to provide dependable quality care Processes must be standardized to provide efficient utilization of physician, staff, and patient time Best practice patterns can be accomplished when physicians follow standardized processes Care pathways can be developed to provide safe, consistent, and reproducible quality care Measure outcomes, re-evaluate, and revise Improve Processes to Create Best Practices

Quality metrics need to be established and documented within the practice Quality patient care should be demonstrated and reported to the physicians Physicians must be informed and educated on their professional behavior patterns Good behavior needs to be rewarded; bad behavior needs to be corrected, or financially penalized It is essential to monitor practice behavior and make appropriate changes, or changes will be made for us Monitor Behavior

I.T. is essential for the clinical care of the patient, as well as the business management of the practice An integrated information technology system will allow the practice to expand and grow, to incorporate new payment methodologies, and comply with governmental regulations I.T. provides the means for communication between office locations, staff personnel, physicians, and the patients The correct I.T. system will help maximize staff productivity and engage physician involvement with best practices and care pathways, while monitoring these activities I.T. Infrastructure and the EMR

Traditional fee for service is ultimately unsustainable New payment methodologies need to be thoroughly investigated, and when appropriate, adapted and applied to the practice Pay for performance, shared savings, bundled payments, population management, risk sharing and other models are possible options for negotiating with payers Ancillary services need to be re-evaluated, and new business models need to be explored for additional sources of revenue Embrace New Payment Methodologies

Ambulatory surgery centers Provide state of the art equipment, enhance the workflow, and promote patient satisfaction Partner with other entities that bring value to the center and the patients Anesthesia models Provide safe, affordable, high-quality sedation Review the business structure and policies Pathology labs Provide technical expertise Utilize GI trained pathology professionals Consider other business ventures Infusion, pharmacy, radiology, specialty services, research, weight loss centers, and real estate Improve the quality of patient care while maintaining cost containment Ancillary Services

Practice growth can be achieved through marketing, branding, website and social media Practice expansion occurs with new service lines, new locations and new partners Consider the possibility of mutually beneficial partnerships Develop and enhance relationships with colleagues, hospitals, payers, employers, and your community Growth and Expansion

Keep the focus on patient care Develop and support quality staff Promote physician engagement Maximize I.T. and ancillary services Explore new payment methodologies Build care pathways and best practices Enhance the overall patient experience Managing the Modern GI Practice Key Points for the Success of Your Practice Today