PCP Compensation, Part 4

I have already shared with you that healthcare systems value panel size and productivity when they are considering primary care physician compensation. Your employers also know that the market won’t bear a substantial price increase for the procedure-poor practice style typical of primary care. You know that the relative value unit (RVU) system for calculating complexity of service is time consuming and discourages the inclusion of customer-friendly short visits that could allow an efficient provider to see more patients. Unfortunately, there is little hope that RVUs will become more PCP-friendly in the near future.

However, before leaving the topic of value and moving on to a consideration of quality, I can’t resist sharing some thoughts about efficiency and time management.

First, it must be said that the inexpert development and the clumsy rollout of electronic medical records (EMRs) have struck the biggest blow to the compensation potential and mental health of even the most efficient PCPs. Until that chasm is filled, there will be little progress in improving the efficiency and, consequently, the fair compensation of PCPs.

However, there is a myth that there is a direct correlation between the time spent with the patient and the quality of care. Eighty-five percent of PCPs report they would like to spend more time to get to know their patients. On the other hand, in my experience, really getting to know a patient is a process best done over multiple visits — some long, many of them short. It is unrealistic and inefficient to gain an in-depth understanding of the patient in a single visit.

Yes, one often hears a patient complain “they only spent 5 minutes with me.” While the patient may be technically correct, I contend that the provider’s manner has a major influence on the patient’s perception of the time spent in the exam room.

Was the provider reasonably prompt? In other words did they value my time? Did they appear rushed? Were they aware of my relevant history and prepared to deal with the current situation? In other words, did they do their homework? Did they engage me visually and seem to know what they were talking about? But, most importantly, did they exude sympathy and seem to care? Was I treated in the same manner that they would like to have been treated? If the answer is YES to those questions, then likely the patient could care less about the time spent.

It may seem counterintuitive to some of you, but there is a simple strategy that a provider can employ that will give them more time with the patient and at the same time allow them to claim to the boss that they are lowering the overhead costs. Management consultants often lean heavily on delegation as a more efficient use of resources. However, when the provider takes the patient’s vital signs and gives the injections, this multitasking provides an excellent hands-on opportunity to take the history and get to know the patient better. And, by giving the immunizations the provider is making the clearest statement possible that these vaccines are so important that they administer them personally.

You may have been wondering why I haven’t included the quality of PCP care in a discussion of compensation. It is because I don’t believe anyone has figured out how to do it in a manner that makes sense and is fair. PCPs don’t do procedures on which their success rate can be measured. A PCP’s patient panel almost by definition is going to be a mix of ages with a broad variety of complaints. Do they see enough diabetics to use their panel’s hemoglobin A1cs as a metric, or enough asthmatics to use emergency department visits as a quality-of-care measurement? In pediatrics, the closest we can come to a valid measure may be the provider’s vaccine acceptance rate.

But, then how does one factor in the general health of the community? If I open a practice in an underserved community, can you measure the quality of my care based on how quickly I can improve the metrics when I have no control over the poverty and educational system?

Since we aren’t surgeons, outcomes can’t be used to judge our quality. I’m afraid the only way we can assure quality is to demand evidence of our efforts to keep abreast of the current knowledge in our field and hope that at some level CME credits accumulated translate to the care we provide. A recent study has demonstrated an association between board certification exam board scores and newly trained internists and the care they provide. The patients of the physicians with the top scores had a lower risk of being readmitted to the hospital and were less likely to die in the first seven days of hospitalization.

We now may have come full circle. The fact is that, like it or not, our value to the folks that pay us lies in the number of patients we can bring into the system. To keep our overhead down, we will always be encouraged to see as many patients as we can, or at least be efficient. Even if there were a way to quantify the quality of our care using outcome metrics, the patients will continue to select their providers based on availability, and the professional and consumer-friendly behavior of those providers. The patients’ perception of how good we are at making them feel better may be our strongest argument for better compensation.

Dr. Wilkoff practiced primary care pediatrics in Brunswick, Maine, for nearly 40 years. He has authored several books on behavioral pediatrics, including “How to Say No to Your Toddler.” Other than a Littman stethoscope he accepted as a first-year medical student in 1966, Dr. Wilkoff reports having nothing to disclose. Email him at [email protected].

I have already shared with you that healthcare systems value panel size and productivity when they are considering primary care physician compensation. Your employers also know that the market won’t bear a substantial price increase for the procedure-poor practice style typical of primary care. You know that the relative value unit (RVU) system for calculating complexity of service is time consuming and discourages the inclusion of customer-friendly short visits that could allow an efficient provider to see more patients. Unfortunately, there is little hope that RVUs will become more PCP-friendly in the near future.

However, before leaving the topic of value and moving on to a consideration of quality, I can’t resist sharing some thoughts about efficiency and time management.

First, it must be said that the inexpert development and the clumsy rollout of electronic medical records (EMRs) have struck the biggest blow to the compensation potential and mental health of even the most efficient PCPs. Until that chasm is filled, there will be little progress in improving the efficiency and, consequently, the fair compensation of PCPs.

However, there is a myth that there is a direct correlation between the time spent with the patient and the quality of care. Eighty-five percent of PCPs report they would like to spend more time to get to know their patients. On the other hand, in my experience, really getting to know a patient is a process best done over multiple visits — some long, many of them short. It is unrealistic and inefficient to gain an in-depth understanding of the patient in a single visit.

Yes, one often hears a patient complain “they only spent 5 minutes with me.” While the patient may be technically correct, I contend that the provider’s manner has a major influence on the patient’s perception of the time spent in the exam room.

Was the provider reasonably prompt? In other words did they value my time? Did they appear rushed? Were they aware of my relevant history and prepared to deal with the current situation? In other words, did they do their homework? Did they engage me visually and seem to know what they were talking about? But, most importantly, did they exude sympathy and seem to care? Was I treated in the same manner that they would like to have been treated? If the answer is YES to those questions, then likely the patient could care less about the time spent.

It may seem counterintuitive to some of you, but there is a simple strategy that a provider can employ that will give them more time with the patient and at the same time allow them to claim to the boss that they are lowering the overhead costs. Management consultants often lean heavily on delegation as a more efficient use of resources. However, when the provider takes the patient’s vital signs and gives the injections, this multitasking provides an excellent hands-on opportunity to take the history and get to know the patient better. And, by giving the immunizations the provider is making the clearest statement possible that these vaccines are so important that they administer them personally.

You may have been wondering why I haven’t included the quality of PCP care in a discussion of compensation. It is because I don’t believe anyone has figured out how to do it in a manner that makes sense and is fair. PCPs don’t do procedures on which their success rate can be measured. A PCP’s patient panel almost by definition is going to be a mix of ages with a broad variety of complaints. Do they see enough diabetics to use their panel’s hemoglobin A1cs as a metric, or enough asthmatics to use emergency department visits as a quality-of-care measurement? In pediatrics, the closest we can come to a valid measure may be the provider’s vaccine acceptance rate.

But, then how does one factor in the general health of the community? If I open a practice in an underserved community, can you measure the quality of my care based on how quickly I can improve the metrics when I have no control over the poverty and educational system?

Since we aren’t surgeons, outcomes can’t be used to judge our quality. I’m afraid the only way we can assure quality is to demand evidence of our efforts to keep abreast of the current knowledge in our field and hope that at some level CME credits accumulated translate to the care we provide. A recent study has demonstrated an association between board certification exam board scores and newly trained internists and the care they provide. The patients of the physicians with the top scores had a lower risk of being readmitted to the hospital and were less likely to die in the first seven days of hospitalization.

We now may have come full circle. The fact is that, like it or not, our value to the folks that pay us lies in the number of patients we can bring into the system. To keep our overhead down, we will always be encouraged to see as many patients as we can, or at least be efficient. Even if there were a way to quantify the quality of our care using outcome metrics, the patients will continue to select their providers based on availability, and the professional and consumer-friendly behavior of those providers. The patients’ perception of how good we are at making them feel better may be our strongest argument for better compensation.

Dr. Wilkoff practiced primary care pediatrics in Brunswick, Maine, for nearly 40 years. He has authored several books on behavioral pediatrics, including “How to Say No to Your Toddler.” Other than a Littman stethoscope he accepted as a first-year medical student in 1966, Dr. Wilkoff reports having nothing to disclose. Email him at [email protected].

I have already shared with you that healthcare systems value panel size and productivity when they are considering primary care physician compensation. Your employers also know that the market won’t bear a substantial price increase for the procedure-poor practice style typical of primary care. You know that the relative value unit (RVU) system for calculating complexity of service is time consuming and discourages the inclusion of customer-friendly short visits that could allow an efficient provider to see more patients. Unfortunately, there is little hope that RVUs will become more PCP-friendly in the near future.

However, before leaving the topic of value and moving on to a consideration of quality, I can’t resist sharing some thoughts about efficiency and time management.

First, it must be said that the inexpert development and the clumsy rollout of electronic medical records (EMRs) have struck the biggest blow to the compensation potential and mental health of even the most efficient PCPs. Until that chasm is filled, there will be little progress in improving the efficiency and, consequently, the fair compensation of PCPs.

However, there is a myth that there is a direct correlation between the time spent with the patient and the quality of care. Eighty-five percent of PCPs report they would like to spend more time to get to know their patients. On the other hand, in my experience, really getting to know a patient is a process best done over multiple visits — some long, many of them short. It is unrealistic and inefficient to gain an in-depth understanding of the patient in a single visit.

Yes, one often hears a patient complain “they only spent 5 minutes with me.” While the patient may be technically correct, I contend that the provider’s manner has a major influence on the patient’s perception of the time spent in the exam room.

Was the provider reasonably prompt? In other words did they value my time? Did they appear rushed? Were they aware of my relevant history and prepared to deal with the current situation? In other words, did they do their homework? Did they engage me visually and seem to know what they were talking about? But, most importantly, did they exude sympathy and seem to care? Was I treated in the same manner that they would like to have been treated? If the answer is YES to those questions, then likely the patient could care less about the time spent.

It may seem counterintuitive to some of you, but there is a simple strategy that a provider can employ that will give them more time with the patient and at the same time allow them to claim to the boss that they are lowering the overhead costs. Management consultants often lean heavily on delegation as a more efficient use of resources. However, when the provider takes the patient’s vital signs and gives the injections, this multitasking provides an excellent hands-on opportunity to take the history and get to know the patient better. And, by giving the immunizations the provider is making the clearest statement possible that these vaccines are so important that they administer them personally.

You may have been wondering why I haven’t included the quality of PCP care in a discussion of compensation. It is because I don’t believe anyone has figured out how to do it in a manner that makes sense and is fair. PCPs don’t do procedures on which their success rate can be measured. A PCP’s patient panel almost by definition is going to be a mix of ages with a broad variety of complaints. Do they see enough diabetics to use their panel’s hemoglobin A1cs as a metric, or enough asthmatics to use emergency department visits as a quality-of-care measurement? In pediatrics, the closest we can come to a valid measure may be the provider’s vaccine acceptance rate.

But, then how does one factor in the general health of the community? If I open a practice in an underserved community, can you measure the quality of my care based on how quickly I can improve the metrics when I have no control over the poverty and educational system?

Since we aren’t surgeons, outcomes can’t be used to judge our quality. I’m afraid the only way we can assure quality is to demand evidence of our efforts to keep abreast of the current knowledge in our field and hope that at some level CME credits accumulated translate to the care we provide. A recent study has demonstrated an association between board certification exam board scores and newly trained internists and the care they provide. The patients of the physicians with the top scores had a lower risk of being readmitted to the hospital and were less likely to die in the first seven days of hospitalization.

We now may have come full circle. The fact is that, like it or not, our value to the folks that pay us lies in the number of patients we can bring into the system. To keep our overhead down, we will always be encouraged to see as many patients as we can, or at least be efficient. Even if there were a way to quantify the quality of our care using outcome metrics, the patients will continue to select their providers based on availability, and the professional and consumer-friendly behavior of those providers. The patients’ perception of how good we are at making them feel better may be our strongest argument for better compensation.

Dr. Wilkoff practiced primary care pediatrics in Brunswick, Maine, for nearly 40 years. He has authored several books on behavioral pediatrics, including “How to Say No to Your Toddler.” Other than a Littman stethoscope he accepted as a first-year medical student in 1966, Dr. Wilkoff reports having nothing to disclose. Email him at [email protected].