Guest guest Posted July 12, 1999 Report Share Posted July 12, 1999 Barrett; One of the major reasons why I " agreed " to go into the administrative side of physical therapy practice was because I wanted to be certain that clinical management would be, at the very least, on equal footing with administrative management. Perhaps the most important responsibility I have (I believe) is to ensure that my department meets or exceeds our profession's standard of care. I believe I have many colleagues in similar positions who feel as strongly about this responsibility as I. It is as (if not more) important than my fiduciary responsibility. Employing " alternative " or " complementary " techniques that are either not supported by clinical research or consistent with accepted principles is not necessarily completely " forbidden " , but to be used must be adjunctive to generally accepted practice, must be clearly identified to the patient and to the payer as such, and must be techniques that are within the scope of practice of the P.T. and physical therapy to be billed as such. In general, we don't utilize them in our practice however. Again, I would strongly emphasize the importance of the clinical administrator's involvement in the clinical practice of the service we " administrate " . Preoccupation with fiscal matters (e.g. budget, productivity, billing, reimbursement, regulatory compliance [though fortunately much of regulatory compliance is achieved via adherence to professional standards of practice]) often dominates our time. Maybe to the extent that our staff feels it's the only thing we care about. Bottom line....we are as responsible for the standard of care our service provides as we are to its financial security. E. Arslanian, MS, PT Director of Rehabilitation Services Brigham & Women's Hospital Boston, MA Use either e-mail address: larslanian@... larslanian1@... > The Distance to Oz > > > > I thought I might try a new thread on the managers > in our profession that is only occasionally mentioned on this list; the > introduction of " alternative " methods of management to our departments. > These techniques are usually offered under the guise of newer words such > as > " integrative " or " complementary " since some of the underlying theory of > many previously called " alternative " methods of care have not withstood > the > simplest scrutiny. > > I manage my own solo practice, so I don't have to explain to any of my > staff > why I won't allow them to spend any time " trying out " some " healing > touch, " > magnets, " energy " work or reflexology. I'm often asked about such things > at > workshops however, and I've compiled specific articles and entire > publications devoted to the scientific examination of alternative methods > and claims. What I often find is that this literature is of no great > interest to those making the decisions about how their department conducts > > its practice, i.e. the managers. Without this, I would suppose that they > would be overwhelmed by the media blitz that often accompanies such > methods. > > Before you know it, your department might be in Oz. When we have no way of > > defending against it, the wind can move us quickly, and I've seen it > happen > with increasing frequency the past couple of years. > > This is a management issue as much as it is a clinical one. Any thoughts? > > Barrett L. Dorko P.T. > " The Clinician's Manual " < http://qin.com/dorko > > See here " The Quantum Scam " and " Marvel and Dorothy " > > > > > > > eGroups.com home: /group/ptmanager > www. <> - Simplifying group > communications > ------------------------------------------------------------------------ eGroups.com home: /group/ptmanager - Simplifying group communications Quote Link to comment Share on other sites More sharing options...
Guest guest Posted July 13, 1999 Report Share Posted July 13, 1999 , Very well said. What I was hoping for was to hear from someone either faced with this challenge or who is currently managing a practice currently billing for alternative services. It seems, to me at least, that these people are very quiet about such things, and I have for years struggled to engage them in any sort of dialogue. I know you're out there. Any comments? Barrett L. Dorko P.T. <http://qin.com/dorko> At 10:48 AM 7/12/99 , you wrote: >Barrett; > >One of the major reasons why I " agreed " to go into the administrative side >of physical therapy practice was because I wanted to be certain that >clinical management would be, at the very least, on equal footing with >administrative management. Perhaps the most important responsibility I have >(I believe) is to ensure that my department meets or exceeds our >profession's standard of care. I believe I have many colleagues in similar >positions who feel as strongly about this responsibility as I. It is as (if >not more) important than my fiduciary responsibility. > >Employing " alternative " or " complementary " techniques that are either not >supported by clinical research or consistent with accepted principles is not >necessarily completely " forbidden " , but to be used must be adjunctive to >generally accepted practice, must be clearly identified to the patient and >to the payer as such, and must be techniques that are within the scope of >practice of the P.T. and physical therapy to be billed as such. In general, >we don't utilize them in our practice however. > >Again, I would strongly emphasize the importance of the clinical >administrator's involvement in the clinical practice of the service we > " administrate " . Preoccupation with fiscal matters (e.g. budget, >productivity, billing, reimbursement, regulatory compliance [though >fortunately much of regulatory compliance is achieved via adherence to >professional standards of practice]) often dominates our time. Maybe to the >extent that our staff feels it's the only thing we care about. > >Bottom line....we are as responsible for the standard of care our service >provides as we are to its financial security. > > E. Arslanian, MS, PT >Director of Rehabilitation Services >Brigham & Women's Hospital >Boston, MA >Use either e-mail address: >larslanian@... >larslanian1@... > > >> The Distance to Oz >> >> >> >> I thought I might try a new thread on the managers >> in our profession that is only occasionally mentioned on this list; the >> introduction of " alternative " methods of management to our departments. >> These techniques are usually offered under the guise of newer words such >> as >> " integrative " or " complementary " since some of the underlying theory of >> many previously called " alternative " methods of care have not withstood >> the >> simplest scrutiny. >> >> I manage my own solo practice, so I don't have to explain to any of my >> staff >> why I won't allow them to spend any time " trying out " some " healing >> touch, " >> magnets, " energy " work or reflexology. I'm often asked about such things >> at >> workshops however, and I've compiled specific articles and entire >> publications devoted to the scientific examination of alternative methods >> and claims. What I often find is that this literature is of no great >> interest to those making the decisions about how their department conducts >> >> its practice, i.e. the managers. Without this, I would suppose that they >> would be overwhelmed by the media blitz that often accompanies such >> methods. >> >> Before you know it, your department might be in Oz. When we have no way of >> >> defending against it, the wind can move us quickly, and I've seen it >> happen >> with increasing frequency the past couple of years. >> >> This is a management issue as much as it is a clinical one. Any thoughts? >> >> Barrett L. Dorko P.T. >> " The Clinician's Manual " < http://qin.com/dorko > >> See here " The Quantum Scam " and " Marvel and Dorothy " >> > >> >> >> >> >> eGroups.com home: /group/ptmanager >> www. <> - Simplifying group >> communications >> > >------------------------------------------------------------------------ > >eGroups.com home: /group/ptmanager > - Simplifying group communications > > eGroups.com home: /group/ptmanager www. - Simplifying group communications Quote Link to comment Share on other sites More sharing options...
Guest guest Posted July 18, 1999 Report Share Posted July 18, 1999 Bravo, . You have just described why clinical leadership needs to encompass both the administrative as well as the hands-on care aspects of our professional practice. Your response should help many shore up their reasons for such involvement. Your staff is lucky to have you working with them. Sinnott ------------------------------------------------------------------------ eGroups.com home: /group/ptmanager - Simplifying group communications Quote Link to comment Share on other sites More sharing options...
Guest guest Posted July 21, 1999 Report Share Posted July 21, 1999 thank you ! > Re: The Distance to Oz > > Bravo, . You have just described why clinical leadership needs to > encompass both the administrative as well as the hands-on care aspects of > our > professional practice. Your response should help many shore up their > reasons > for such involvement. Your staff is lucky to have you working with them. > > Sinnott > > ------------------------------------------------------------------------ > > eGroups.com home: /group/ptmanager > - Simplifying group communications > > > ------------------------------------------------------------------------ eGroups.com home: /group/ptmanager - Simplifying group communications Quote Link to comment Share on other sites More sharing options...
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