Look Who’s Joined BayCare Medical Group Maria Belicena, MD Hospitalist
James C. Mauch, MD, PhD Dermatology
Education: Doctor of Medicine – West Visayas State University, Iloilo City, Philippines
Education: Doctor of Medicine – Loma Linda University Medical Center; Loma Linda, California
Residency: Family Medicine – West Penn Hospital-Forbes Regional, Monroeville, PA
Residency: Dermatology – Mt. Sinai Medical Center; New York, New York
Board Certification: Family Medicine
Board Certification: Dermatology
6600 Madison St., New Port Richey | (727) 815-7207
620 10th St. N., Suite 3A, St. Petersburg | (727) 824-7105
Jesse B. Holmes, MD Hospitalist
Susan M. Shafii, MD Vascular Surgery
Education: Doctor of Medicine – Ross University School of Medicine; Portsmouth, Dominica
Education: Doctor of Medicine – University of South Florida College of Medicine; Tampa, FL
Residency: Family Medicine – Tallahassee Memorial Healthcare; Tallahassee, Florida
Residency: General Surgery – University of South Florida College of Medicine; Tampa, Florida
Board Certification: Family Medicine
Board Certification: Surgery, Vascular Surgery
3231 N. McMullen Booth Road, Safety Harbor | (727) 725-6526
Stephanie Marzola, MD Family Medicine Education: Doctor of Medicine – American University of the Caribbean School of Medicine; St. Maarten, Netherlands Antiles
455 Pinellas St., Suite 320, Clearwater | (727) 443-6798
If you’re a primary care physician or a specialist, we have exciting opportunities for you. Whether you’re a new or experienced physician, if you’re looking for a new professional home, consider BayCare Medical Group.
Residency: Shenandoah Valley, Winchester, Virginia Specialization: Family Medicine 36245 U.S. Highway 27, Haines City | (863) 421-9801
To learn about employment opportunities, visit BMGPhysicians.org or contact a recruiter at (813) 636-2009. 18-377657-0418
Contents 6
8
What To Do When There’s an Active Shooter
14 16
The Importance Of Succession Planning 4
8
Feature What To Do When There's an Active Shooter
12
Feature Medical Marketing Online Do's and Don'ts
14
Impact Happiness is Contagious
16
Feature The Importance of Succession Planning
20
Happiness is Contagious
From the Publisher
Feature Patients and Physicians Unite: You Have Nothing To Lose But Your Chains
Advertisers Anise Restaurant 7 BayCare Medical Group 2 Cabana Spas 3 CATI Healthy Meal Delivery 9 Cena 5 JW Marriott 23 The Meridian Club 21 Opes Health 17 PNC Bank 24 Point Grace 19 Tampa General Hospital: Alice in Wonderland 11
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Patients and Physicians Unite Doctor’s Life Tampa Bay
Issue 2, 2018
From the Publisher
www.doctorslifetampabay.com
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eing prepared is crucial for almost everything we do in life. Have you and your staff developed a plan for an active shooter scenario? Over the past decade, we have had over 100 active shooter events and hospitals and medical offices have seen a steady increase since 2006. Only having a plan is not good enough; you should perform regular rehearsals of the plan so you and your staff are familiar and ready. In this issue contributor, Michele Krohn worked with Lieutenant Greg Danzig and Sergeant Matt McLane to help you start the conversation and put your readiness plan in motion. Both officers are highly trained in active shooter training. Is online marketing an important tool for medical practices? Online reputation is becoming the key ingredient for obtaining new customers in almost every business. It is even more crucial for physicians seeking new patients. Your online reviews can be the deciding factor for a new patient. Go to page 12 to read the do’s and don’ts for medical marketing online. In this issue’s IMPACT section learn why happiness is contagious and how it can affect people that are two and three degrees removed from you. Who knew that just being happy helps the people around you be happy. Turn to page 16 for key tips in creating a successful succession plan. Every business benefits from being prepared in handling the loss of management.
TAMPA BAY
™
Published by
Tampa Headquarters 1208 East Kennedy Blvd. Tampa Fl, 33602 813-867-0916 Group Publisher Ed Suyak publisher@doctorslifetampabay.com
I hope you enjoy reading this issue and as always thank you for your readership.
Creative Director Rob Stainback Editorial Director Danielle Topper
Be well,
-Ed
Associate Publisher CJ Cooper Advertising Account Executive Ryan O’Neil
Ed Suyak Group Publisher publisher@doctorslifetampabay.com
Contributing Writers Nick Hernandez Melanie Hicks, PhD Michele Krohn Marilyn M. Singleton, M.D. Doctor’s Life Magazine’s mission is to provide physicians content and information that may assist in creating a better professional and leisure life. Our focus is to provide articles that can help to better your practice and your lifestyle outside of the white coat. We want to be your source for inspiration and content on living a good life. Doctor’s Life Magazine wants to know about extraordinary physicians and staff, upcoming events, and article ideas or contributors. Please email us if you have an event, idea or know of a doctor making a big difference. We want your suggestions and feedback. For all comments, ideas, advertising inquires or to request a media kit contact publisher@doctorslifetampabay.com. Doctor’s Life Magazine, Tampa Bay does not assume responsibility for advertisements or articles published, nor any representation made therein, nor the quality or deliverability of the products themselves. Reproduction of articles and photographs, in whole or in part, contained herein is prohibited without expressed written consent of the publisher, with the exception of reprinting for news media use. Doctor’s Life Magazine is considered a form of entertainment and should not be deemed as medical, legal or business advice without consulting the appropriate professional regarding the specific subject matter. Printed in the United States of America.
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WHAT TO DO When There’s an Active Shooter By Michele Krohn
Violence in the workplace has unfortunately increased over the years.
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ccording to a January 2014 Law Enforcement Bulletin, there have been 110 active shooter events since 2000. The location of the attacks has included businesses, schools, assemblies and shopping areas. The most common location is a place of business, which accounted for 40% of all active shooter events. A medical office is where people come to feel better. Your patients and employees might think that they would never find themselves in an active shooter situation. But what if they do? How will you respond? 8
Hospitals and medical offices are among those seeing an increase in active shooter incidents, from an average of nine shootings a year from 2000 to 2006, to an average of 16 shootings a year from 2006 to 2015. Tampa-based medical marketing and public relations agency, Full Circle PR, is addressing the need for active shooter training. With two doctor’s office Doctor’s Life Tampa Bay
shootings right here in Florida, Vice President and co-owner Michael I. Krohn, Esquire saw the necessity for educating practices on what to do during an active shooter situation. “Unfortunately, we’ve come to see that no establishment is safe from an active shooter. An active shooter doesn’t fit any particular profile. It could be anyone. He CONTINUED ON PAGE 10
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or she may look like any other visitor, patient or coworker. We started the active shooter training to help educate medical personal,” Krohn explains. To get your office ready, there are some protocols you can implement: 1. Discuss a plan beforehand with employees 2. Conduct annual training 3. I dentify employees with first aid training and ensure they are educated with the first aid equipment in the office 4. Designate a safe or hiding area within the office 5. D esignate an external rally point Krohn is no stranger to violence in today’s society. He has been in law enforcement for the past 26 years, the owner of Krohn Law Firm and the general legal counsel and executive director of the Sun Coast Police Benevolent Association.
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Also with law enforcement, Lieutenant Greg Danzig and Sergeant Matt McLane are advanced trained in active shooter training and emphasize its importance. Danzig, the supervisor of the Law Enforcement Training Unit, and McLane, a retired SWAT team leader, both say to remember that the officers are trying to identify the active shooter, who could be anyone. Follow all commands given by law enforcement and answer any questions you can. “Active shooter situations are unpredictable and evolve quickly. Remain calm and remember the four A’s: Accept, Assess, Act and Alert,” Krohn adds. The four A’s is a four-step process to prevent or reduce loss of life in an active shooter event: 1. A ccept that an emergency is occurring.
barricade the doors, turn off the lights, have patients get on the floor and hide), or fight back (last resort). 4. Alert law enforcement and security. When law enforcement does arrive, it’s important to remember that their first priority is to eliminate the threat. Remember, the active shooter could be anyone. If possible, try to evacuate and move toward where law enforcement came from. To help your office and employees feel safe and secure. Be sure to educate them and provide the resources they need. Holding active shooter training and offering a means to communicate any concerns they have is a good place to start.
2. Assess what to do next so that you can save as many lives as possible, which depends on your location. 3. Act: Run, hide & fight – evacuate, hide (lock and
Doctor’s Life Tampa Bay
Issue 2, 2018
Medical Marketing Online Do’s and Don’ts By Michele Krohn
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First impressions are made within seconds of an encounter. What if this encounter occurs online? Nowadays, people will search your practice on the internet before any other interaction. Due to this it is increasingly crucial for practices to have an online reputation that reflects the service they provide. How your practice is portrayed online can determine whether a new patient walks through your front door or not.
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ichele Krohn, the Founder and President of Full Circle PR (FCPR), a national medical practice marketing and public relations agency based in Tampa, Florida, says, “Online reputation is becoming increasingly important for physicians who want to bring in new patients. The online review process is revolutionizing how patients choose their doctors.” The Internet provides many opportunities for patients to share their experience with the public. One patient with a less-than-satisfactory experience could leave a scathing online review that brings down your rating. On the other hand, a very happy patient could leave a great review that raises your rating for years to come. Regardless of why patients are reviewing your practice, usually they have a compelling reason to do so. Whether the review is positive or negative, patients are publishing the statement so their voice can be heard. Responding to reviews in a timely manner shows patients and potential clients that you care. In the healthcare field this is easier said than done because replies must be carefully tailored to remain compliant with HIPAA laws. HIPAA prohibits healthcare providers from sharing any private health information regarding their patients. “Protected health information” includes information that relates to the past, Issue 2, 2018
present, or future physical or mental health or condition of an individual [or] the provision of health care to an individual, and … that identifies the individual, or with respect to which there is a reasonable basis to believe the information can be used to identify the individual.” (45 CFR 160.103). With this said, although a patient might disclose that they were at your office on a certain date, the practice may not say anything that would insinuate that the reviewer is a patient. This can be a particularly difficult caveat to avoid when a patient is publicly complaining about a specific circumstance. Although HIPAA laws make replying to reviews more complex, it isn’t impossible. Here are a few do’s and don’ts to help out your online rating while remaining HIPAA-compliant:
Do - Focus on increasing positive reviews. An increase in positive reviews can outweigh negative reviews. - Respond in a way that is generic and focuses on the practice’s general care protocol. This will help you avoid any information Doctor’s Life Tampa Bay
that can be linked back to the patient. - Respond to reviews in a professional tone with a focus on excellent patient care. Although you can’t say anything to identify the patient, you can still make sure they know that your patients are the top priority.
Don't - Discount negative reviews. Ignoring a bad review or stating that the patient isn’t right can hurt the practice’s credibility. - Leave the review unanswered. Patients like to know their feedback is heard. Even if you can’t directly address their problem publicly, offer to have them reach out to you for a solution. Remember, your Internet presence is often the first exposure patients will have to your practice. Taking the time to refine your online reviews and build a positive online reputation can be the key to growing your network of patients. 13
Impact
Happiness is Contagious Over the years, there has been much debate over the true definition of what happiness is. In a recent Harvard Medical School article, Jessica Cerretani recaps some of the various parameters we have attempted to place around the concept. 14
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By Melanie Hicks, PhD
eorge Vaillant, an HMS professor of psychiatry at Brigham and Women’s Hospital who has studied the science of positive emotions says it this way, “Let’s say you’re speeding down the highway and your stomach is growling. You spot the Golden Arches, pull over, and order a Big Mac. That makes you ‘happy.’” But that satisfaction is fleeting—the resultant heartburn likely lasts longer than your gratification. Joy, on the other hand, is more complex. It’s that warm, fuzzy feeling you get when you hear your child’s laughter, embrace your sweetheart, or cuddle a puppy. “Joy is all about our connection to others,” explains Vaillant. It’s a subconscious, almost visceral feeling that appears to stem from the brain’s limbic system, which is believed to control emotions, including pleasure. Unlike happiness, joy involves little cognitive awareness—you just feel good without thinking about it—but it’s more enduring.
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So what we are really asking is what is the key to joy. Turns out, it’s simple human connection. As far back in history as we can trace, humans have sought out ways to live, work and thrive as a collective unit. Results of the long–running Grant Study of Adult Development, which Vaillant helps oversee, suggest that the emotional benefits of connectedness remain true today. Additionally, happiness may be contagious. According to Nicholas Christakis, an HMS professor of medical sociology and of medicine who has researched the contagion of emotions within the larger context of social networks. His findings have shown that happiness may be a collective phenomenon: Having a happy friend who lives within a mile of you, for example, appears to increase the probability that you will be happy as well. “Just as some diseases are contagious,” Christakis says, “we’ve found that many emotions can pulse through social networks.” And unlike the flu, happiness is a gift you can actually enjoy. “Happiness isn’t just one big event,” Etcoff says, “but the accrual of smaller, incremental steps, such as feeling gratitude and helping others.” Christakis goes on to say, “Your happiness depends not just on your choices and actions, but also on the choices and actions of people you don’t even know who are one, two and three degrees removed from you.” One person’s happiness triggers a chain reaction that benefits not only their friends, but their friends’ friends, and beyond. The effect lasts for up to one year, according to the study. So that is happiness and joy. But what about real meaning? Isn’t that what really matters in life? In a study published in the Journal of Positive Psychology and recapped in Stanford News , Jennifer Aaker of Stanford Graduate School of Business, along with colleagues, found answers about life in how people spend their time and what experiences they cultivate. The researchers surveyed 397 people over a month-long period, examining whether people thought their lives were meaningful or happy, as well as their choices, beliefs and values. They found five key differences between meaningfulness Issue 2, 2018
and happiness: • Getting what you want and need: While satisfying desires was a reliable source of happiness, it had nothing to do with a sense of meaning. For example, healthy people are happier than sick people, but the lives of sick people do not lack meaning. • Past, present and future: Happiness is about the present, and meaning is about linking the past, present and future. When people spend time thinking about the future or past, the more meaningful, and less happy, their lives become. On the other hand, if people think about the here and now, they are happier. • Social life: Connections to other people are important both for meaning and happiness. But the nature of those relationships is how they differ. Deep relationships – such as family – increase meaning, while spending time with friends may increase happiness but had little effect on meaning. Time with loved ones involves hashing out problems or challenges, while time with friends may simply foster good feelings without much responsibility. • Struggles and stresses: Highly meaningful lives encounter lots of negative events and issues, which can result in unhappiness. Raising children can be joyful but it is also connected to high stress – thus meaningfulness – and not always happiness. While the lack of stress may make one happier – like when people retire and no longer have the pressure of work demands – meaningfulness drops. • Self and personal identity: If happiness is about getting what you want, then meaningfulness is about expressing and defining yourself. A life of meaning is more deeply tied to a valued sense of self and one’s purpose in the larger context of life and community.
Doctor’s Life Tampa Bay
One can find meaning in life and be unhappy at the same time. The unhappy but meaningful life involves difficult undertakings and can be characterized by stress, struggle and challenges. However, while sometimes unhappy in the moment, these people – connected to a larger sense of purpose and value – make positive contributions to society. So does this mean we have to give up our careers or life savings for activism to have joyful, meaningful lives? No. But it does mean we should take advantage of small day-to-day moments that can make larger than anticipated contributions to the collective wellbeing. In his groundbreaking book, Before you know it; The unconscious reasons we do what we do , John Baugh uncovers the little recognized phenomenon of unconscious mind mimicry. Whether it is driven by social media celebrity posts, professional TV advertisements or your own peers and relatives, we are continuously adjusting our perceptions and preferences based on outside influences, even without consciously knowing it. Our daily emotions streaming from our unconscious mind can be triggered by background music playing in stores or the feel of a steaming cup of coffee in our hands. And more importantly, our moods and actions can affect others. Remember that ripple effect we discussed earlier? How we behave in traffic, the way we speak to the coffee shop barista, and our patience for the post office line are all likely to affect not only those directly around us, but rather become contagious and affect others you never even came in contact with. So as we embark each day on our daily treks of work, kids, school, etc.; Lets pack our patience with our lunches, make smiles our currency, and allow kindness and civility to be contagious. Perhaps if we did, we could all experience life with little more meaning and a lot more happiness.
1
Cerretani, J. (2018) The Contagion of Happiness. Harvard Medicine; The science of emotion.
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Parker, C. (2014) Stanford Research: The meaningful life is a road worth traveling. Stanford News.
3
Bargh, J. (2017) Before you know it; The unconscious reasons we do what we do. Simon and Schuster
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THE IMPORTANCE OF SUCCESSION PLANNING By Nick Hernandez MBA, FACHE
eadership transitions are risky times for medical practices. When the departing lead physician has had a strong run, there is worry about his successor’s ability to maintain the momentum. When he has performed poorly, there’s anxiety about whether and how fast his successor will be able correct course. Physician owners are responsible for ensuring that the practice continually has high-quality operations and employees. One of the most important pieces to meet this responsibility is to conduct successful succession planning. Having a strategic plan that clearly conveys the practice’s mission and current strategic priorities is essential. The plan should include specific actions that detail who is going to do what and by when in order to address each priority. Succession planning isn't something you can do once and forget. It is also advisable to have at least annual discussions with key employees regarding succession planning, including how to manage effectively during a transition.
Be Realistic When talking to others about succession, realism must be your foundation. Having a clear leader is key. This is no time for wishful thinking, hoping that an uninterested or incapable physician will suddenly become full of passion and business skills. Objectively evaluate (ideally with the help of knowledgeable outsiders) physician candidates for their experience and potential. After this tough decision, take the systematic steps to pass the reins of leadership. This may take some time, but remember, the best successions are those that end with a clean and certain break. In other words, after you give up the reins, get off the wagon. Again, seek outside help. Even if you would never use an outside adviser for any other decision, consider the value that a qualified consultant can bring to this important event. Don’t ignore succession planning. By obtaining help from a professional, you'll be working to reap the rewards of succession in a different and smarter way. CONTINUED ON PAGE 18
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Succession Planning Tactics A smooth succession requires, first and foremost, the ability to be honest with yourself about your goals and desires for both your practice and your life after leaving the practice. Once you have a clear and honest vision established, it’s time to implement a detailed plan that will help succession go as smoothly as possible. Here are four succession planning tactics to consider: Increasing Lines of Communication. Communication is at the center of any medical practice succession plan. Always be open and always be painfully honest. Lack of communication can cause rifts among valued employees and can cause resentment to grow. Establishing increased lines of communication among all stakeholders and drafting conflict resolution parameters, can help nip issues in the bud and lead to a smooth succession. Developing a Governance Structure. Lack of information and direction can sabotage a practice from the inside. In the period leading up to your succession, there will likely be confusion and fear about the future of the practice. Long-term employees who have been instrumental to the success of your practice for many years will wonder where they fit after your departure and some will hold strong beliefs about the future direction of the practice. Creating a governance structure as part of your physician partnership pathways is a must. Doing this years before your departure will eliminate confusion and clarify the practice’s structure going forward. Creating a Mission Statement. Much lip service is paid to having a mission statement for a business, however, as you 18
plan to hand over the reins of the practice a mission statement can help lay a framework. Even if you have chosen a clear successor, others may want to have their opinions heard and often, visions will clash. The best way to rectify business disagreements is to have a mission statement that clearly lays out the goals of the practice. This mission statement can be used as a guide to steer all decisions towards achieving the shared goals, rather than satisfying personal desires. Establishing Monthly Meetings. True, open and honest communication isn’t an event; it’s a fundamental practice to successful physician partnerships. Information changes; feelings change; unforeseen events happen. That’s why it’s a good idea to establish a standing monthly meeting among physician partners. This will allow you to address concerns, communication initiatives and deal with issues as they arise. It will also give everyone a scheduled, open forum in which to speak their minds. When establishing a succession plan for your practice, communication should be at the center of your strategy. The more openly and honestly you communicate your intentions, the easier your transfer of power will be and the more successful your practice – and your legacy – will be going forward. Succession planning is serious business. You can’t just sit in a meeting for two hours, and then close the book and go back to your clinic hours. Poor management of this process shakes organizational credibility and effectiveness. Physician owners who fulfill their responsibilities and are accountable stewards take a proactive approach to succession planning. Preparation can be the difference between success and failure.
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Ad
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One Heart Magazine
www.heartbeatsaveslives.org
PATIENTS AND PHYSICIANS UNITE:
YOU HAVE NOTHING TO LOSE BUT YOUR CHAINS By Marilyn M. Singleton, M.D., J.D.
In an entertainment venue called the “Escape Room,” participants are locked inside a themed adventure room, and they must figure out how to escape. Themes include prisons, KGB interrogation, and hostage situations. Perhaps a new theme could be Obamacare. CONTINUED ON PAGE 22
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Issue 2, 2018
Imagine a private island with a spectacular two-mile, white sand beach and the only footprints are yours. Such a place really exists. Just 13 beachfront units and several private rental homes. No cars, no crowds, no hassles. It will win your heart.
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CONTINUED FROM PAGE 20
Despite a large majority of Americans reporting healthcare as their number one concern, Congress does not have the political appetite for a serious assessment of the Affordable Care Act. It’s time for Congress to say, “ACA and its ‘fixes’ are not working; cut our losses and move in a different direction.” New proposals should focus on reducing the cost of pharmaceuticals and medical services rather than shifting costs from one entity to another via mandated insurance benefits and government subsidies.
Dear Congress, please act on a few simple reforms that will help everyone and hurt no one — except the drug lobbies and middlemen. First, seniors must demand to be treated like thinking adults—and save the federal government money in the process. Under current law, anyone age 65 and over who is entitled to Social Security benefits is automatically entitled to “free” Medicare Part A (hospital coverage). But if a senior wants to decline Part A and seek or keep other medical care options he must forfeit his Social Security benefits. As Judge Rosemary Collyer noted in a legal challenge to this rule, “plaintiffs are trapped in a 22
government program intended for their benefit. . . They disagree and wish to escape.” Alas, the 1993 regulation was interpreted to confirm the draconian punishment for wanting to break free of the government control. To right this wrong, will one brave congressperson or senator revive the Retirement Freedom Act and support the Medicare Patient Empowerment Act that makes it easier for patients and physicians to opt out of Medicare? Second, seven of ten Americans use prescription drugs, and they overpay for these 23 percent of the time. Patients often aren’t told they could pay less by not using insurance. If the insurance copay is higher than the actual cost of the drug, the middlemen (pharmacy benefit managers) keep the difference. Legislative remedies exist. The bipartisan Patient Right to Know Drug Prices Act prohibits health insurance issuers and group health plans from restricting or penalizing pharmacies who tell enrollees the differential between a drug’s cash price and the insurance plan’s cost. The bipartisan Know the Lowest Price Act of 2018 prohibits health plans and pharmacy benefit managers in the Medicare Advantage program from restricting pharmacies from informing individuals regarding the prices for certain drugs. The bipartisan Transparent Health Pricing Act requires entities that furnish health-related products or services to the public to disclose the wholesale, retail, and discounted prices for those products and services at the point of purchase and on the Internet. And when the price of brand name drugs has increased 10 times more than inflation, dear Congresspersons, consider supporting the Competitive DRUGS Act prohibiting name brand drug companies from compensating generic drug companies to delay a generic drug’s entry into the market. With regard to medical services, the Direct Primary Care (DPC) model is burgeoning as patients yearn for quality time with their doctor at an affordable price. Here, all primary care services and access to basic commonly used drugs at wholesale prices are included in a fixed transparent price. Congress should support the Primary Care Enhancement Act, a one-page bill that allows Health Doctor’s Life Tampa Bay
Savings Accounts (HSAs) to be used to pay enrollment fees for DPC practices. Many Medicare beneficiaries prefer this model as they remember the era when patients actually knew their doctors. Moreover, the DPC model saves federal dollars. Prescription drugs accounted for $110 billion in Medicare spending in 2015, 17% of all Medicare spending. With DPC dispensing, the cost of pharmaceuticals can be as much as 15 times lower than pharmacy prices. And Medicare spent $17 billion on potentially avoidable hospital readmissions. DPC’s better coordination of chronic care decreases hospital admissions. Numerous bills designed to give patients more control over their medical care include provisions that: increase the maximum HSA contribution; allow Medicare eligible individuals to contribute to HSAs; allow members of healthcare sharing ministries to participate in HSAs; and allow individuals who participate in DPC practice, or who receive care from an employer’s onsite medical clinic to participate in HSAs. Physicians want freedom to do the best for their patients and patients want good care at affordable prices. Will Congress act or continue to let such liberating legislative opportunities wither away?
Dr. Singleton
is a boardcertified anesthesiologist. She is also a Board-of-Directors member and President-elect of the Association of American Physicians and Surgeons (AAPS). She graduated from Stanford and earned her MD at UCSF Medical School. Dr. Singleton completed 2 years of Surgery residency at UCSF, then her Anesthesia residency at Harvard’s Beth Israel Hospital. While still working in the operating room, she attended UC Berkeley Law School, focusing on constitutional law and administrative law. She interned at the National Health Law Project and practiced insurance and health law. She teaches classes in the recognition of elder abuse and constitutional law for non-lawyers.
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