Getting Started in Private Practice E-Book

Chris E. Stout

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: Getting Started
• Sprache: Englisch

Seitenzahl: 419

Veröffentlichungsjahr: 2010

Beschreibung

All the tips and tools you need to build a successful mental health practice from the ground up Many mental health professionals currently working for group practices, hospitals, and private or government agencies have both the skills and the drive to become solo practitioners. But how and where do you begin? Getting Started in Private Practice is a reliable reference that offers the comprehensive information and armchair motivation you need to establish and build your own practice from the ground up. User-friendly and full of helpful tips, this handy book provides you with tools and techniques for starting and maintaining a thriving private practice, including information on: * Discovering your ideal practice * Creating a business plan * Financing your start-up * Setting fees * Setting up shop and measuring results * Minimizing risk * Managing managed care * Marketing your practice * Generating referrals * Utilizing additional print, Web, and organizational resources From major concerns such as ethics and liability to day-to-day matters like selecting stationery and business cards, Getting Started in Private Practice puts the best solutions at your fingertips. Whether you're a recent graduate or a seasoned pro, this invaluable resource will help you minimize the uncertainty of establishing a solo practice while maximizing the rewards.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Series Preface

Introduction

CHAPTER 1 - Discover Your Ideal Practice

PRACTICE BY DESIGN: GO SOLO OR JOIN A GROUP?

PRACTICE BY DESIGN: MAXIMIZING YOUR APPEAL TO A GROUP PRACTICE

PRACTICE BY DESIGN: YOUR EMPLOYMENT STATUS AND THE IRS

PRACTICE BY DESIGN: TYPES OF BUSINESS ENTITIES

HOW TO DECIDE WHAT TYPE OF PRACTICE IS BEST FOR YOU

CHAPTER 2 - Finance Your Start-Up Practice

WHERE TO GET MONEY TO START YOUR PRACTICE

CHOOSING A BANK

HOW LENDERS EVALUATE BORROWERS

YOUR PROPOSAL PACKAGE

MANAGING BANKING RELATIONSHIPS

REPAYMENT STRATEGY FOR GRADUATE SCHOOL STUDENT LOANS

CHAPTER 3 - Create a Business Plan

WHAT A BUSINESS PLAN IS

WHY YOU NEED A BUSINESS PLAN

PRACTICE BY DESIGN : HOW TO DEVELOP YOUR BUSINESS PLAN

SHOULD YOU DO IT YOURSELF OR HIRE A PROFESSIONAL?

BUSINESS PLAN ELEMENTS

SWOT ANALYSIS

BUSINESS PLAN OUTLINE

PRACTICE BY DESIGN: MODEL BUSINESS PLAN

CHAPTER 4 - Set Your Fees

HOW TO DECIDE WHAT TO CHARGE FOR YOUR SERVICES

HOW TO ESTABLISH YOUR FULL FEE

MANAGEMENT METRICS: INCOME AND FEE SETTING

DO THE MATH: TARGET NUMBER OF CLIENTS TO MEET INCOME GOALS

PRACTICE BY DESIGN: WHAT DOES THE MARKETPLACE SAY?

HOW TO ESTABLISH A SLIDING-SCALE FEE STRUCTURE

INSURANCE REIMBURSEMENT AND MANAGED CARE LISTS

CHAPTER 5 - Set Up Shop and Measure Results

CHOOSING AN OFFICE LOCATION

COMMUNICATING WITH CLIENTS

ONLINE THERAPY

KEEPING RECORDS

KEEPING TRACK OF YOUR INCOME AND EXPENSES

PRACTICE BY DESIGN: BUYING AND USING TECHNOLOGY

PRACTICE BY DESIGN: CAN YOU AFFORD TO BE ON YOUR OWN?

DO THE MATH: PRODUCTIVITY AND REVENUE

PRACTICE BY DESIGN: FIND THE GAP AND NARROW IT

MANAGEMENT METRICS: MAXIMIZE STRENGTH AND MINIMIZE WEAKNESS

CHAPTER 6 - Minimize Risk

UNDERSTANDING THE LAW

DEFENDING YOURSELF

PRACTICE BY DESIGN: CLIENT RISK FACTORS

PRACTICE BY DESIGN: INSURANCE FRAUD RISKS

PRACTICE BY DESIGN: RECOMMENDATIONS FOR DOCUMENTATION

PRACTICE BY DESIGN: RECORD-KEEPING GUIDELINES

PRACTICE BY DESIGN: EXCEPTIONS TO CONFIDENTIALITY

PRACTICE BY DESIGN: PLACE HIGH VALUE ON CLIENT SATISFACTION AND AVOID TROUBLE

PRACTICE BY DESIGN: TIPS FOR AVOIDING MALPRACTICE SUITS WHEN TESTING

PRACTICE BY DESIGN: WHAT TO DO IF A SUIT IS FILED AGAINST YOU

PRACTICE BY DESIGN: THINGS TO REMEMBER IF YOU ARE ACCUSED OF WRONGDOING

CHAPTER 7 - Manage Managed Care

PRACTICE BY DESIGN: GUIDELINES FOR SIGNING CONTRACTS

PRACTICE BY DESIGN: HOW MANAGED CARE HAS EVOLVED

THE IMPACT OF MANAGED CARE ON CLINICAL PRACTICE

PRACTICE BY DESIGN: HOW TO GROW YOUR PRACTICE WITHIN MANAGED CARE

PRACTICE BY DESIGN: MANAGED CARE MATRIX

PRACTICE BY DESIGN: MANAGED CARE ORGANIZING SYSTEM

CHAPTER 8 - Market Your Practice

WHY MARKETING IS SUCH A CHALLENGE FOR THERAPISTS

WHAT YOUR CLIENTS ARE REALLY BUYING

PRACTICE BY DESIGN : HOW TO ANALYZE YOUR MARKETPLACE

IDENTIFY YOUR TARGET CLIENTS

PRACTICE BY DESIGN: TAILOR YOUR MARKETING TO YOUR TARGET CLIENTS

PRACTICE BY DESIGN: DEVELOP A MARKETING PLAN AND SHORT-TERM OBJECTIVES

WHAT SHOULD YOU NAME YOUR PRACTICE?

EMPHASIZE THE BENEFITS OF YOUR SERVICE

PRACTICE BY DESIGN: HOW TO DESIGN A PROMOTIONAL STRATEGY

PRACTICE BY DESIGN: MEASURE RESULTS AND CONTINUOUSLY FINE-TUNE YOUR PROGRAM

CHAPTER 9 - Discover and Market Your Niche

WHY IT’S IMPORTANT TO HAVE A NICHE OR SPECIALTY

PRACTICE BY DESIGN : HOW TO FIND YOUR MARKET NICHE

PRACTICE BY DESIGN: MAXIMIZE YOUR INCOME BY DIVERSIFYING YOUR PRACTICE

BUILD YOUR PRACTICE OUTSIDE OF MANAGED CARE

PRACTICE BY DESIGN: TEAM UP WITH PRIMARY CARE PHYSICIANS

WHERE TO FOCUS YOUR MARKETING ENERGIES

PRACTICE BY DESIGN: BUILD YOUR PRACTICE BY DIRECT CONTRACTING

CHAPTER 10 - Generate Referrals

WHERE DO REFERRALS COME FROM?

PRACTICE BY DESIGN: HOW TO GET PEOPLE TO REFER CLIENTS TO YOU

PRACTICE BY DESIGN: PLAN FOR DEVELOPING REFERRAL SOURCES

PRACTICE BY DESIGN: NETWORKING 101

PRACTICE BY DESIGN: YOUR UNIQUE

NETWORKING GROUPS

WHAT TO DO IF YOU DISLIKE NETWORKING

THREE REFERRAL TABOOS

MANAGEMENT METRICS : TRACKING YOUR REFERRALS

PRACTICE BY DESIGN: BEYOND NETWORKING

CHAPTER 11 - Attract Media Attention

WHY PUBLICITY IS AN ESSENTIAL PART OF MARKETING

PRACTICE BY DESIGN: LEARN ABOUT THE LOCAL MEDIA

PRACTICE BY DESIGN: SEND YOUR MATERIALS TO THE RIGHT PEOPLE

PRACTICE BY DESIGN: TIPS TO HELP YOU ESTABLISH YOUR PUBLICITY STRATEGY

PRACTICE BY DESIGN: START LOCALLY, GO GLOBAL LATER

PRACTICE BY DESIGN : HOW TO WRITE PRESS (MEDIA) RELEASES

PRACTICE BY DESIGN : PUBLIC SERVICE ANNOUNCEMENTS (PSAS)

PRACTICE BY DESIGN: TIPS FOR WRITING BROADCAST MEDIA RELEASES AND SCRIPTS

PRACTICE BY DESIGN: ATTRACT ATTENTION BY WRITING A FEATURE STORY

PRACTICE BY DESIGN: MAKE THE MOST OF YOUR TIMING

PRACTICE BY DESIGN: MAKE RAIN WITH A MEDIA PROMOTIONAL KIT

PRACTICE BY DESIGN: YOUR PUBLICITY ACTION PLAN

CHAPTER 12 - Advertise Your Practice

WHAT TO EXPECT FROM ADVERTISING

PRACTICE BY DESIGN: HOW TO WRITE AN EFFECTIVE AD

TYPES OF ADVERTISEMENTS

PRACTICE BY DESIGN: HOW TO BUILD YOUR WEBSITE

OTHER SOURCES OF PROMOTIONAL MATERIAL

MANAGEMENT METRICS: HOW TO EVALUATE THE RESULTS OF AN AD

FLYERS, MAILERS, AND NEWSLETTERS

PRACTICE BY DESIGN : DESIGN PRINCIPLES

PRACTICE BY DESIGN: WHAT TO DO WITH YOUR FLYERS

PRACTICE BY DESIGN: APPLY THIS TO YOUR PRACTICE

STATIONERY AND BROCHURES

PRACTICE BY DESIGN: GUIDELINES FOR DESIGNING STATIONERY THAT EXPRESSES YOUR PERSONALITY

PRACTICE BY DESIGN: INFORMATION TO INCLUDE IN YOUR PRACTICE BROCHURE

CHAPTER 13 - Presentations, Speeches, and Workshops

WHY PUBLIC SPEAKING IS AN EFFECTIVE PRACTICE BUILDER

PRACTICE BY DESIGN: HOW TO GET SPEAKING INVITATIONS

PRACTICE BY DESIGN: HOW TO GET REFERRALS WHEN YOU SPEAK TO GROUPS

BE PREPARED TO ANSWER SOME TYPICAL QUESTIONS

HOW TO MANAGE YOUR ANXIETY WHEN GIVING A PRESENTATION

IDEAS FOR CREATING SUCCESSFUL PRESENTATIONS

THINGS TO FIND OUT ABOUT YOUR AUDIENCE

PRACTICE BY DESIGN: YOUR PRESENTATION PLANNER

PRESENT YOUR OWN WORKSHOP OR CONFERENCE

DO THE MATH: ESTIMATING COSTS AND SPEAKER’S FEES

PRACTICE BY DESIGN: CONFERENCE ORGANIZATION AND PLANNING CHECKLIST

CHAPTER 14 - Customer Service Skills for Therapists

PRACTICE BY DESIGN: STRATEGIES FOR ATTRACTING AND KEEPING CLIENTS

STUDY YOUR POINTS OF CONTACT

PRACTICE BY DESIGN: CAN I GET A LITTLE SERVICE, PLEASE?

MANAGEMENT METRICS : YOU CAN MEASURE MANY ASPECTS OF YOUR SERVICE

CHAPTER 15 - Self-Care for Therapists

THE PITFALLS OF MAKING YOUR PRACTICE TOO PRIVATE

PRACTICE BY DESIGN: TEN WAYS TO STAY CONNECTED TO COLLEAGUES AND BUSINESS ASSOCIATES

WORKING IN A GROUP PRACTICE: SPECIAL CONSIDERATIONS

PRACTICE BY DESIGN : A ROAD MAP AROUND SOME OF THE PITFALLS

PRACTICE BY DESIGN : SKILLS FOR BEING A PRODUCTIVE TEAM PLAYER

MAINTAINING MOMENTUM

PRACTICE BY DESIGN: WHAT TO DO WHEN YOU FEEL LIKE GIVING UP

PRACTICE BY DESIGN: CRASH PREVENTION

KEEP YOUR EYE ON YOUR MARKET

AVOID THE TRAP OF LOSING YOUR FOCUS

PRACTICE BY DESIGN: USE YOUR IMAGINATION TO BUILD YOUR BRAND

FINAL THOUGHTS

APPENDIX - Sample Forms

Glossary

References

Index

This book is printed on acid-free paper.

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0471-42623-7

To my students, who teach me what’s important to know.

Chris E. Stout

Thanks to Diane Spiegel, Lisa Flesher, Barb Westfield, and Anthony Koch for being my allies and comrades. I am also grateful to Cristina Wojdylo and Peggy Alexander at John Wiley & Sons, Inc., for inviting me to contribute to this project.

Laurie Cope Grand

Series Preface

Getting Started

As the behavioral health care marketplace grows more challenging, providers are finding it necessary to develop smarter business tactics in order to be successful. We are faced with shifting payment structures, increasing competition, complex funding mechanisms, the bankruptcy of many managed care agencies, and growing malpractice liability risks, all against a backdrop of layoffs and dwindling economic resources. It is times like these that make Wiley’s Getting Started series of books all the more important.

Many individuals studying in the mental health professions graduate with no idea how to go about starting their own mental health practice. Alternatively, there are many mental health practitioners who wish to shift the focus of their current practice into other areas. The Getting Started series of books provides the information, ideas, tools and strategies providers need to enable their practices to evolve and thrive in any circumstance. This series works to break down the ingredients of a successful mental health practice into more manageable components, and thus more achievable components. It is my goal to bring readers the best of the best in the Getting Started series in an effort to help them start, maintain, and expand their successful mental health practice.

The Getting Started series is not discipline specific. It is meant for all levels of behavioral healthcare students, as well as providers—undergraduate students, graduate students, and professionals in all the fields of behavioral health care. Current books include, Getting Started in Personal and Executive Coaching and Getting Started in Private Practice. Other titles will focus on various mental health disciplines including forensic practice, group practice, marriage and family practice, as well as topics such as integrating technology with your mental health services.

Successful practice in whatever area or specialty takes work; there are no overnight successes. But being successful is quite doable. This series provides the organizing methods most of us never learned in graduate or medical school training, or were only available by hiring one’s own consultant. You will learn what works and what doesn’t work without having to make costly missteps first.

Is establishing or growing your practice going to be difficult? To a degree, the likely answer is yes. Of course, it will take some work, but it will likely be well worth the effort. I hope you find the Getting Started series to be a helpful set of tools in achieving your professional goals.

Chris E. Stout Series Editor

Introduction

Building a mental health practice is a challenge made even greater as managed care transforms our healthcare system. This book is a new practice-building tool that will make this endeavor more achievable for therapists in private practices of all kinds, including those who work alone or in groups. We will deconstruct the process of building a practice into manageable components so that you may focus on what is relevant for you and apply it to your business.

It is unfortunate that most graduate and medical school training programs lack even basic training on the business of private practice. As a result, many newly licensed clinicians are clueless about how to start and run an office. If you learn and apply the information in these chapters, you will begin to feel much more competent and confident.

This book is written for all levels and disciplines of mental health professionals, including the following:

• Psychologists (clinical, counseling, school, forensic, industrial/ organizational, etc.)

• Marriage and family therapists

• Social workers

• Psychiatrists

• Professional counselors

• Pastoral counselors

• Addictions counselors

• Psychiatric nurses

• Psychiatric residents

• Graduate students

• Undergraduate students

When you began your graduate studies you probably focused on learning clinical skills and gave very little thought to learning the skills of running a small business. This is true of most therapists in training. The result is that after completing several years of education, training, internships, and written and oral exams, most newly licensed therapists have strong clinical skills but lack business skills. Those who hope to build a private practice find it rough going.

Several years ago, I (CES) decided to do something about this. As a clinical psychologist, I developed a seminar on practice issues and taught it to students at several universities, colleges, and professional schools in the Chicago area. I also developed the Morning Mentor Pro gram™ and Best Practice, which provided similar content, but in a non-credit academic format. Today I work as a consultant, helping clinicians establish and build their private practices. Over the years I have found a variety of books on this subject, many by friends and colleagues. However, none really address the issues that I focus on in my teaching and consulting. As a result, I have created this book (along with coauthor Laurie Grand) and the Getting Started series.

Our goals are to speak to you as colleagues, providing many examples with realistic, actionable models as well as the forms that you can customize and use. We have avoided the fuzzy realm of “Is private practice right for you?” self-quizzes and other fluff. We keep the focus on showing you how to examine facts and numbers to help you realistically address the viability of your business.

Even if you have excellent clinical skills, fine ethics, strong motivation, and a personality suited for independent practice, you will not succeed without the business skills provided in this book. In addition to being a competent clinician, you must also be able to properly build, operate, and grow your practice.

This book and series seek to provide you with these skills. You will not find a chapter on whether you are suited for private practice, because we assume that you have already chosen that path. We intend to focus on business-related facts, skills, and practical application issues.

We have developed the following set of tools to help you understand the ideas presented in the book:

• Management Metrics™ identifies various ways to measure and track what’s important in your practice.

• Do the Math™ indicates practical (and simple) formulas into which you can plug your numbers and run various scenarios and what-ifs.

• Stories from the Real World are vignettes provided by a variety of therapists who have faced the challenge of building a private practice. They share both successes and failures, and we hope you will learn from their stories.

These are all hands-on activities that help guide you in building your knowledge base and in tailoring your specific circumstances into a viable practice model.

We cannot promise that the information in this book will transform your practice overnight. As you probably realize, there is no magic when it comes to achieving success. It will require a lot of hard work, creativity, and persistence. We hope you find this book (and others in the series) to be helpful tools in achieving your professional goals.

We appreciate your feedback, suggestions, and success stories. You can send e-mail to Chris at [email protected] or to Laurie at [email protected].

CHAPTER 1

Discover Your Ideal Practice

PRACTICE BY DESIGN: GO SOLO OR JOIN A GROUP?

Today’s behavioral healthcare marketplace has created new challenges for mental health professionals in every type of practice setting. In the past, therapists with offices in one or two locations could make an adequate living and enjoy the benefits of working independently. Today, however, it is difficult to thrive or even survive in independent practice, especially in areas where managed care has become a major force. There are new challenges for every type of practice, including medium and large groups.

There are a variety of models for you to consider when you prepare to set out on your own. Let’s begin by looking at the most common types of private practices.

INDEPENDENT SOLO PRACTICE

In this type of practice, the therapist works on his or her own. This means that you:

• Rent and furnish your own office space

• Work mostly on your own

• Do your own marketing

• Decide on the fee structure

• Find your own clients

• Do your own treatment

• Find your own supervision

• Get on managed care panels and lists

• Pay the cost of association memberships, subscriptions, publications, and so forth

• Pay the cost of continuing education units

• Pay for your own health and life insurance

• Design your own forms, stationery, handouts, and so on

• Pay all of the expenses associated with the practice

• Process the insurance reimbursement paperwork

In the past, solo practitioners answered only to themselves (while following the legal and ethical guidelines of the profession). Today, with the advent of managed care, solo practitioners may work alone but must fulfill the requirements of managed care organizations in order to obtain reimbursement for their services.

STATE LICENSING REQUIREMENTS

Most states and provinces require clinicians to be licensed in order to practice. This was not always the case, and many people are still practicing illegally by providing therapy services without a license. Other states have laws that regulate the terms of use of specific words (psychotherapy, psychology, etc.) rather than the practice of these disciplines. This means that a person without a degree, a license, or credentials of any type could legally practice psychotherapy as long as he or she does not call it psychotherapy.

We know of no third-party payor (insurance company, managed care organization, Medicare, etc.) who will pay for services provided by someone who is not licensed or registered in his or her state of practice. To learn whether your state has a licensure or registration act and what it may require, check with your state’s department of professional regulation. Most of these departments have a website that you can easily find with a search engine such as Google (www.google.com) or Yahoo (www.yahoo.com).

WHERE DO PSYCHOLOGISTS WORK?

The American Psychological Association (APA) conducts an annual survey of its members to learn about salaries and sources of income. The work settings of the 9,116 respondents in 2001 were as follows:

• 65 percent were employed in independent practices

• 46 percent in individual private practices

• 19 percent in group private practices

• 14 percent in hospitals and clinics

• 3 percent in schools

• 2 percent in other settings

Source: Darnell Singleton, Antoinette Tate, and Garrett Randall, Salaries in Psychology 2001: Report of the 2001 APA Salary Survey. APA Research Office, January 2003.

Many therapists look forward to the challenge of handling the many aspects of building a private practice. Others find the responsibility overwhelming, especially when they are just starting out. There are many ways to join forces with other therapists and enjoy the freedom of working on your own. Let’s take a look at a few of the most common types.

GROUP PRACTICES WITHOUT WALLS (GPWWS): ONE-STOP CONTRACTING

Group practices without walls are the most common type of practice group today. Several or more practices, from solo providers to larger practices of 10 to 15 members, form a group. The individuals who work in most GPWWs maintain practice independence but offer a combined size that is appealing to contracting payors. Financial arrangements vary from group to group.

Some GPWW leaders decide to incorporate. They may consolidate support staff and standardize software, forms, and procedures. They operate with one tax identification number, standardize staff hiring and credentialing standards, and function as a large practice. Primary practice owners may hold controlling positions, issue stock, set up a profit-sharing plan, and so on. Individual practices within the group may become less distinct from one another.

There is joint liability in any GPWW. As a GPWW is formed, members should seek the guidance of both an attorney and an accountant. Each person involved needs to have a clear understanding of his or her duties and responsibilities.

Benefits to the Members. As a member of a GPWW, you may gain contracts and referrals that you would not obtain if you were not part of the network. You may also find that working with such a group provides more resources and a more professional atmosphere than working alone. There may be more opportunities to share resources, obtain supervision, and avoid isolation.

Benefits to Payors. Payors prefer to have a single contract with one unit that manages 30 or more providers covering a two- to five-county region. They also prefer to have one contract to negotiate, one phone number to dial, and one contact person to reach if there is a problem. At the time of publication, it costs $100 to $150 per provider to manage contracts and credential providers, so it is less costly for a payor to work with a GPWW than with an individual provider.

NETWORK OR ANCHOR GROUPS

A network is typically owned by one individual. The network may cover more than one region and may offer more than one specialty. Similar to GPWWs, these practices appeal to payors due to ease of contracting and lower costs. Practices with such contracts are known as anchor groups. Anchor groups are similar to GPWWs in that they are made up of several independent providers or practices. The group forms a network to provide services under a general contract type (e.g., behavioral healthcare), but there are separate contracts for each provider, practice, or site. Network models tend to be located in more rural or less provider-saturated markets, whereas anchors tend to be located in more urban and suburban venues.

CAVEATS WHEN JOINING A GROUP PRACTICE

If you decide to join a group practice, use caution. In the American Association for Marriage and Family Therapy (AAMFT) newsletter Practice Strategies (March 1997 issue), the following guidelines were suggested:

• Ensure that fee payments are within ethical and legal guidelines. Stay away from fee splitting or any payment method that could be interpreted as paying for a referral.

• Check out the other therapists in the group. Your reputation will be affected by their reputations.

• Have separate interviews with each member of the group. Try to learn as much as you can about their relationships with one another.

• Ask to see the record-keeping system and evaluate the level of confidentiality that is maintained.

• Find out how often clients are billed and what percent become delinquent.

• Find out where the group’s referrals come from.

• Explore the group members’ ethics. Ask them questions to learn how they handle various ethical situations.

• Find out about managed care contracts and ask whether you will be added.

• Find out whether you would be able to refuse referrals from a managed care firm with whom the group is affiliated.

INDEPENDENT PRACTICE ASSOCIATIONS (IPAS)

An independent practice association (IPA) is a megagroup that has evolved from one or more large provider groups. IPAs tend to be well financed and are often backed with venture capital or large financial contributions to cover start-up costs (see Chapter 2). IPAs are different from the other practice models in that they generally offer:

• Many professionals on staff

• Professionals experienced in several disciplines

• Multiple locations

• A single contract for payers

• Standardized services and procedures

• Comprehensive management information services

HYBRIDS AND MUTATIONS

There are a variety of species of practices today, and all are subject to the Darwinian forces of survival of the fittest in the marketplace. New types of practices are constantly emerging because the world is changing quickly. Some examples of these changes include:

• Changes in regulations (e.g., repeals of corporate practice-of-medicine laws)

• Changes in policy (e.g., the ability to take risk without an insurance license in direct contracting), with some states prohibiting provider groups from functioning as nonlicensed insurance entities and thus unable assume risk

• Changes in payment systems (e.g., capitation versus reduced fee for service versus case rate)

STORIES FROM THE REAL WORLD

From my experience as an organizational psychologist and as an intellectual property attorney working with psychologists and group practices, I’ve found that copyright, trademark, contract, and the Internet are often misunderstood. For example, here are some issues to consider:

• Who owns what when a group of psychologists join together to develop questionnaires and marketing pieces?

• Who owns the name of the group practice when it dissolves?

• Have you planned at the formation of a collective endeavor how it will terminate?

• Is there a written agreement among the members of a formal group practice, corporation, partnership, or even an informal office sharing?

• How do you choose a business name and marketing slogans that are within professional ethical guidelines and that don’t infringe on others’ rights?

Daniel Kegan, PhD, JD

• Changes in practice (prescriptive authority for nonphysician providers, expanding hospital admitting privileges, etc.)

• Changes in tax codes (e.g., service corporations versus private corporations versus limited liability corporations)

These kinds of changes will make life more complex for anyone in a mental health practice, and they also create opportunities for innovation.

PRACTICE BY DESIGN: MAXIMIZING YOUR APPEAL TO A GROUP PRACTICE

Many clinicians who have recently finished professional training work within an established practice when they are getting started in the mental health profession. This can be an excellent opportunity to get valuable on-the-job training. However, the marketplace in most parts of the country has a greater supply of clinicians than open positions. If you live in an area where jobs for mental health professionals are scarce, you can do several things to make yourself as attractive a candidate as possible.

You can maximize your appeal to almost any group practice if you have broad experience in the following four general areas:

1. Doing therapy with a variety of client populations is a plus:

• Individual

• Group

• Family

• Couples

• All age groups

• Inpatients

• Outpatients

• Residential cases

• Diverse client demographics

• Diverse client diagnoses

2. Having a specialty relevant to the practice that you hope to join can be very helpful:

• A medical or health specialty

• Children and adolescents

• Families

• Neuropsychological

• Rehabilitation

• Substance abuse

• Eating disorders

• Dual diagnosis

3. Being a member of a variety of organizations or networks demonstrates that you are committed to your profession and interested in current issues and developments. Active participation is even more impressive, such as serving on committees, volunteering, submitting articles, and so forth:

• Membership in graduate student organizations

• Membership in professional organizations (APA, AAMFT, NASW, etc.) at the national, state, and local level

4. You will be more marketable if you have a license to practice counseling, social work, or psychology. Even if you are seeking internship hours toward your psychology license, having a master’s level license makes you more attractive as a potential employee of a group practice, clinic, or counseling center.

TIPS FOR SUCCESSFUL INTERVIEWING

If you decide to join a group as an intern or after you are licensed, you will need to interview for the job. As with any job interview, you will increase your chances for success if you follow these two guidelines:

1. Be humble. When you are interviewing for a position in a group practice, it is important to convey that you have skills and knowledge, but be careful to avoid bragging or sounding like a show-off.

2. Do your homework. Learning about your potential employer helps you assess whether there’s a good fit between your professional needs and wants and those of the potential employer. Doing some research will also provide you with information that you can discuss in the interview to demonstrate that you have taken the time to learn about the practice or counseling center. You will be able to address the needs and priorities of the practice and offer your ideas for working with the group.

WHAT EMPLOYERS LOOK FOR

The following 15 areas are critical to the success of a mental health practice. Therefore, it is important that you demonstrate your competence in these areas (Salameh 1990):

1. Availability. You should be available to see clients at times that meet their needs, not yours. For example, if you are going to treat children, you’ll need to be available during evenings and weekends, and not just during daytime hours.

2. Balance. You should be able to demonstrate your ability to manage both life and work demands without undue stress.

3. Clearheadedness. Absentminded professors may be charming, but this is not a positive quality for clinicians. Maintaining focus at all times is a must.

4. Commitment and dedication. Clinical practice is not a hobby for dilettantes or the underinvested. Professionalism is the rule.

5. Diplomacy. Many work situations require you to be able to consider alternative perspectives. Be flexible and willing to compromise.

6. Ethics. This is the sine qua non (essential element) of any clinical practice. Be ready to demonstrate your understanding of ethics if you are asked a hypothetical question (“What would you do if . . . ?”) during an interview.

7. Flexibility. As with diplomacy, you should be agile and adaptable to changing needs.

8. Goal directedness. Distinguish yourself by describing what you plan to do in your career as a behavioral health professional and explain how joining this practice will help you achieve your goals.

9. Innovation. Describe the ideas you would bring that could be of genuine help to the organization or practice.

10. Persistence. Finishing graduate school is a good demonstration of persistence, but also be prepared to discuss how your persistence is relevant to your joining this group.

11. Punctuality. This quality is critically important in clinical practice. Demonstrate your punctuality during the interviewing process and always thereafter.

12. Self-reliance. Discuss how you are able to think on your feet and solve problems, even in ambiguous situations.

13. Self-respect. Demonstrate your professionalism by noting how well you manage yourself and your life’s challenges.

14. Simplicity. Show how you keep your work and your relationships simple and straightforward and avoid creating disorder.

15. Surefootedness. Potential employers seek a stable and reliable professional to join their team.

Besides looking for these traits, a potential employer will be evaluating you and considering the following five questions (Howard and Howard 1990):

1. Would this person relate to our practitioners and fit in well with the group?

2. Are this candidate’s goals compatible with the goals of our group?

3. Does this candidate bring expertise that will bring value to our practice?

4. Do the types of clients this candidate may attract fit within the current or desired client mix?

5. Would I trust this candidate’s ability to manage a crisis or cover my clients for me if needed?

QUESTIONS TO ASK POTENTIAL EMPLOYERS

When you are interviewing for a spot in a practice, keep in mind that the interviewing process is reciprocal. You are being interviewed and you are also interviewing the employer. Be ready to ask questions with a clinical and theoretical focus, and prepare a list of nonclinical questions as well. Here are 24 examples of important things you will want to find out about:

1. What percentage of fees will you earn?

2. Is the employer willing to provide an initial minimal advance on a predetermined amount of the initial collections distributed over a predetermined period of time (e.g., X dollars of collections distributed like a salary to you over the first six months) to provide a steady source of income for you during the early months of employment?

3. Will the employer guarantee that you can complete the hours required to obtain your license?

4. Is there a pay differential for being licensed? If so, how much?

5. Does the employer expect you to work weekends, holidays, and evening hours? If so, how will you be compensated?

6. How is on-call or emergency coverage handled?

7. How many hours are considered full-time each week—40, 35, 37.5? Of these hours, how many are expected to be in direct client care and contact versus paperwork, marketing, and administrative tasks?

8. Will you be allowed time off to prepare for your licensure examination? If so, is it paid vacation time, personal time without pay, or some other arrangement?

9. To what degree are you responsible for handling billing problems?

10. Is the employer willing to renegotiate your agreement if it is not working out well for you?

11. What expenses does the employer cover (travel, office, testing equipment, etc.)?

12. Does the employer provide professional liability coverage? If so, what are the coverage limits? Who is the carrier? Is it occurrence or claims made?

13. Is life insurance provided? If so, at what level of coverage? Who is the carrier?

14. What about retirement benefits?

15. Will you be allowed to do additional work (teaching, part-time work at another practice, etc.)?

16. Does the practice do any marketing and soliciting of new clients for you, or is that solely your responsibility?

17. What provisions are there for continuing education (e.g., paid time off, paid registration fees, expenses)?

18. How are clients transitioned if you leave the organization or practice?

19. Are there prohibitions or restrictions concerning “client stealing” in your employment agreement or contract?

20. Are you considered a consultant or an independent contractor? (See the section on taxes in Chapter 6.)

21. Will the employer help you gain membership within PPOs and MCO panels? If so, are you paneled only as long as you are employed with this organization, or will you be independently credentialed? (It is better to be independently credentialed. If the panel identifies you with your personal Social Security number or tax ID, then it is independent. If it identifies only your employer, then it is not. When you leave the employer, it is likely that you will no longer be a provider on those panels.)

22. How many clinicians have remained with the employer in the past five years?

23. How are supervisor-supervisee conflicts reconciled?

24. What are the employer’s policies concerning charting and chart ownership? For example, in the event of a future lawsuit, could you access the patient’s chart even if you no longer work as part of this practice?

PRACTICE BY DESIGN: YOUR EMPLOYMENT STATUS AND THE IRS

It is important to properly identify your employment status with the Internal Revenue Service. In some cases, it is difficult to determine whether you are an employee, a consultant, or an independent contractor. While this may seem like a semantic distinction, it is very important. It impacts whether you, a payor, or the employer is responsible for payment of federal and state income and employment taxes.

If you have any question about your tax status when filing your taxes, consult with the Internal Revenue Service, your tax professional, or an attorney.

PRACTICE BY DESIGN: TYPES OF BUSINESS ENTITIES

The type of business entity you choose to be is a key factor in structuring your practice. Issues of tax and liability are key. First gain appropriate legal and tax consultation before making your decision to determine the best option for your circumstances.

The information in Table 1.1, compiled by the legal offices of Weiner & Eglit, Ltd., in Highland Park, Illinois (847-266-2040), is provided to help inform you about the possibilities and options available. Please note that the law in your state may be different.

HOW TO DECIDE WHAT TYPE OF PRACTICE IS BEST FOR YOU

When you consider the type of practice that suits you best, think about the advantages and disadvantages of being on your own. Mental health professionals who have been in solo private practice report the following pros and cons.

Advantages of Being On Your Own

• Scheduling. Freedom to set your own hours and time off.

• Decision making. Freedom to set your own policies, fees, and work environment; make your own decisions.

• Flexibility and creativity. The ability to choose which counseling methods to use with each client.

• Financial freedom. Potentially unlimited rewards.

• Personal fulfillment. Increased self-esteem from being on your own.

Disadvantages of Being On Your Own

• Financial risks. Start-up costs are high and success is difficult to attain.

• Isolation. Working on your own as a therapist can be lonely.

• Multiple roles. You must assume every role in your business, especially in the beginning.

• Family impact. Significant others may struggle with the demands of your business.

TABLE 1.1 Types of Business Entities

• Unpredictable income. As your client load fluctuates, so will your income.

• Liability. Many solo practitioners find operating on their own sometimes feels a bit like walking a tightrope without a safety net.

• Lack of direction. Without a boss to tell you what to do, you may feel lost.

WHAT IT TAKES TO WORK INDEPENDENTLY

If you are thinking about working independently, you will be more successful if you learn to think and act like an entrepreneur. The following list of attitudes, skills, and behaviors is typical of people who are successful self-employed businesspeople. Read through the list and circle Y (yes) or N (no) for each item. When you are finished, answer the questions that follow.

YN1. You are able to tolerate uncertainty.YN2. You have excellent verbal and written communication skills.YN3. You are able to endure fluctuations in your income.YN4. You have good planning skills.YN5. You have confidence in your ability to succeed.YN6. You function well in social situations.YN7. You make friends easily.YN8. You can effectively organize your time without structure.YN9. You are a self-starter.YN10. You cope well with new situations.YN11. You prefer to be active.YN12. You can handle constant stress.YN13. You are comfortable promoting yourself.YN14. You are a persistent person.YN15. You like to be in charge.YN16. You make decisions based on available data and the systematic analysis of a situation.YN17. You can ask for what you want.YN18. You push for commitments from others.YN19. You follow through on projects.YN20. You have a high energy level.YN21. You know how to motivate others.YN22. You can set a schedule and follow it.YN23. You know when to say no.YN24. You don’t allow disappointment and rejection to stop you from carrying out your plans.YN25. You arrive promptly for appointments.YN26. You make decisions easily.YN27. You take responsibility for both successes and failures.YN28. You are willing to give in order to receive.YN29. Others would say that you are somewhat bossy.YN30. You manage your time well.Adapted with permission from Steve Bass, Successful Private Practice. Pasadena, CA: PCG Seminars, 1985.

Ask yourself the following three questions to assess how comfortable you may be as a self-employed businessperson.

1. What are your most significant strengths that will enable you to thrive on your own?

2. Aside from the items on the list, what additional characteristics do you possess that will help you succeed in solo private practice?

3. What areas do you think need development in order for you to succeed and be comfortable in solo private practice?

The answers to these questions will help you determine what type of practice setting is best for you: independent private practice, being part of a group, or as an employee of a counseling center, clinic, or large practice. None of these is better than the others; the important thing is for you to recognize which type of work setting best fits your personality and style.

CHAPTER 2

Finance Your Start-Up Practice

WHERE TO GET MONEY TO START YOUR PRACTICE

Capital (money) makes it possible for you to open the doors of your clinical practice and help it grow. You may need funds for a variety of expenses, such as for leasing or buying office space, for paying monthly bills before you begin to obtain revenues from clients, and for paying yourself a salary during the early months of your business.

It is best to keep costs low and avoid borrowing money, but sometimes obtaining financing can mean the difference between starting a viable practice and never having a chance to succeed. The purpose of this chapter is to explain how business financing works so you can make an educated decision about what is best for your situation.

To obtain money for your practice, you will need to know what types of financing are available and how lenders evaluate potential borrowers. You will learn about both of these topics in this chapter. In addition, be sure to study Chapter 5, “Set Up Shop and Measure Results,” which includes steps for planning and budgeting for the operation of your business.

There are many sources of capital available, from venture capitalists to life insurance companies. Each source has its advantages, and some are better suited to specific financing needs than others. You should assess your options to choose the most appropriate financing source.

LOANS: DEBT FINANCING

Several types of institutions provide debt financing (i.e., they lend you money and you are obliged to repay it):

• Commercial banks

• Leasing companies

• Thrift institutions

• Life insurance companies

• Commercial finance companies

• Other sources (loans from relatives, etc.)

Commercial Banks. Short-term credit from commercial banks is an extremely popular source of financing for all types of businesses, including mental health practices. In recent years, some banks have set up professional divisions with personal bankers who are experienced in meeting the needs of healthcare providers.

Bank borrowing may be the least expensive source of debt financing for secured and unsecured working capital loans, equipment loans, and real estate loans. A practice may develop a relationship with a local commercial bank that assists in the practice’s financial planning process.

Short-term loans offered by commercial banks have several unique characteristics.

• They are usually extended for a period of 90 days or less and may be secured or unsecured, depending on the amount of risk the bank faces.

• When a bank loan is secured, the lender normally executes a security agreement in which the practice pledges a certain business asset as collateral.

• A practice may pledge its accounts receivable (billings to clients and third-party payors for services rendered but not yet collected) as an asset. The amount in accounts receivable is an asset that represents money owed to the practice.

• A commercial bank may also require your personal guarantee based on your personal assets.

• If the practice does not pledge any collateral against the loan, the bank may extend the loan on the practice’s full faith and credit.

Leasing Companies. Leasing has become an increasingly popular source of debt financing. Almost any type of property can be leased:

• Computer systems

• Equipment

• Furniture

• Office space

As an alternative to normal debt financing, leasing offers you greater flexibility and convenience because the lessor (the institution, usually the bank, holding the lease) takes on some of the responsibilities of ownership, including maintenance and disposal. If you are reluctant to borrow, leasing can be an attractive alternative. The interest rate on the lease will most likely be somewhat higher than on a loan extended by a commercial bank, because the lessor assumes greater responsibility. Commercial banks and financial services companies are among the institutions that offer lease arrangements.

Thrift Institutions. Thrift institutions include savings and loan associations, mutual savings banks, and credit unions. These institutions have traditionally been a source of debt financing for borrowers purchasing homes or durable goods. These organizations were deregulated in 1982 and have become an alternative way to finance professional practices, office buildings, and equipment. Practices seeking debt financing from thrift institutions can expect an environment and terms similar to those of commercial banks.

Thrift institutions offer a wide range of services:

• Leasing

• Credit cards

• Electronic funds transfer

• Commercial lending

Life Insurance Companies. Life insurance companies offer limited financing to healthcare practices in the form of secured real estate loans. Some healthcare buildings are financed by mortgage loans granted by insurance companies. Low-cost loans are also available from life insurers based on the cash value of a provider’s life insurance policies.

Commercial Finance Companies. These are alternative sources for borrowers with high-risk credit ratings. These companies generally finance credit sales as well as provide funds for short-term purposes. They borrow large sums from investors and bankers and then lend them directly to businesses. As a result, their interest rates will almost always be higher than those of banks, thrift institutions, and life insurance companies, and the terms of the loan reflect the borrower’s risky credit rating. Here are some examples of these terms:

• Minimum cash balance requirements

• Collateral requirements, including personal assets

• Remedies for the finance company in the event of default

Commercial finance companies also provide other services, such as financing and factoring accounts receivable. Because your accounts receivable can be fairly accurately valued and are usually easily converted to cash, they are suitable assets to pledge. As accounts receivable are collected, the indebtedness is reduced. When the full value of the receivable is not pledged, collections made in excess of the borrowed amount are returned to the practice.

VENTURE CAPITAL FIRMS

Venture capital firms are generally interested in equity investments in companies with extremely high growth potential and in entities that plan to go public (be traded on the stock market) at some time. If your plans include expanding the practice to fill unmet needs in the mental health market, venture capital may be a viable option; but be warned, it can be a tough sell and you may feel like you are losing control of your business. As compensation for the risk of the practice, venture capitalists may demand a voice in company management and a seat on your board of directors.

Venture capitalists are a diverse group. Targeting the right listing of venture capital companies is an exercise in and of itself. Venture capital firms vary by geography, industry specialization, stage of company development, and size of investment preferences.

Venture capitalists typically require a comprehensive business plan to serve as a road map of the practice development, financing, operations, and management (see Chapter 3). A venture capitalist may ask for the following information about your practice:

• Is the practice management team able to grow the business rapidly and successfully?

• Is there a market-driven need for the services?

• Is market potential large enough?

• Do barriers to entry exist? For example, is the area already saturated with therapists who provide services similar to yours?

• How much capital will be required and how will it be used?

• What exit strategies are possible? For example, could you sell your practice to a local hospital or merge with another group in a partnership?

• Does the practice understand how to interface in a managed care environment?

See References at the back of this book.

Angels are wealthy individual investors. Angels are often former entrepreneurs or executives who act as venture capitalists investing in entrepreneurial companies. Many investment clubs across the country serve as networks to reach this group of investors. The National Venture Capital Association (NVCA) publishes a list of these clubs.

Receivables may actually be sold to a financial institution. Commercial finance institutions prefer the sale be made with recourse, meaning the risk of the account remains with the practice. If the accounts receivable are purchased from the practice without recourse, the process is called factoring. When a lending institution factors receivables, it assumes the credit risk, and the service is more expensive to the practice. Usually, a factor charges a performance commission on invoice amounts and interest at a 3 to 4 percent increase over the prime lending rate.

The advantages of receivables financing are obtaining funds quickly and having a more rapid cash flow. Factoring shifts the risk and inconvenience of credit collection to the factor, but both these practices are costly and may make the practice appear to be financially unsound and risky. Selling receivables is not advised unless you are making a large one-time repayment such as an IRS bill or working out a plan to recover from a catastrophic event such as a natural disaster. Providers who sell their receivables to cover monthly operating expenses are borrowing against their own future. It is like borrowing against next month’s pay-check to pay this month’s bills.

CHOOSING A BANK

Although many sources of financing are available, many behavioral health practices prefer to deal with a bank. Regardless of the type of lender you choose, it is important to seek one that can lend you money now and also in the future. You should look for a lender who seems to be responsive, understanding, and committed to your needs.

Three phases are involved in selecting a lending institution:

1. Research potential banking sources.