The BSM Consulting Group

New Provider Self Assessment : Helpful Tips and Recommendations

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Operating Benchmarks for the Ophthalmology Practice

These benchmarks should be considered as you evaluate your decision to bring in a new physician. Compare current practice results to the performance standard noted to assist in determining if there is a need for a new provider.

Category		Performance Standard
Patient Scheduling:
	New Patient Exams	10 to 14 Days
	Established Patient Exams	14 to 20 Days
	Cataract Surgery	14 to 20 Days
	Refractive Surgery	3 to 7 Days
	Other Surgery	14 to 20 Days
	Emergency Visits	1.5 Hours
Number of Annual Patient Encounters per FTE MD		5,000 to 8,000
Patient per Hour Rate		5 - 8
New Patient Ratio		20% - 30%

These are common issues that arise when making the decision to add a new doctor to the practice. Helpful tips in evaluating the decision are also provided.

Observation	Recommendation
We have made a decision to bring on a new associate but my (practice administrator) instincts tell me this is not the "right" thing to do.	A decision to bring on a new associate should always be looked at as a major strategic decision for a practice.
	Always complete a thorough analysis of the practice and your market before bringing on the new doctor.
	The decision to bring on a new provider should be consistent with the long-term vision of the owner(s).
Our physicians are having difficulty getting any time away for vacation. In addition, new and established patients are being pushed out six to eight weeks to get on the schedule.	These symptoms point to a need for a new doctor.
	It is important doctors are able to take at least three to five weeks vacation per year. This helps to insure they do not burn out.
	The fact you are unable to get patients on the schedule within two to four weeks indicates apparent unmet demand.
My doctors feel we need a new associate; however, I am not convinced there is adequate demand.	Evaluate patient per hour rates for your existing provider(s).
	In addition, evaluate your patient scheduling metrics compared to the benchmarks provided.
	Complete a forecast of expected encounter volume and revenue for a new doctor. Have a clear sense of your break-even point based on different levels of patient encounters and revenue.
We have decided to bring on a new doctor but are uncertain if our facility can accommodate his/her capacity.	Prior to making your decision to bring on the new doctor, complete a facility analysis in order to assess current and future capacity needs (with and without the new doctor).
	Determine if additional lanes will be needed.
	Forecast your equipment and tenant improvement requirements.
	Factor these requirements into your break-even analysis.
We have been advertising for the past year for a new associate; however, we have been unable to locate a suitable candidate. What do we do at this point in time?	First, you need to pursue a multi-faceted approach to your recruitment efforts. Supplement your advertisements in the journals with direct contact to residency programs and use of industry association web sites.
	You may need to re-evaluate your offer to ensure it is competitive.
	You may also want to consider the use of a placement agency. Most offer different types of contractual arrangements to meet your needs.