About Me

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Delray Beach, FL, Westport, MA, United States
Undergraduate degree, Colby College; MA in English, Columbia Teacher's College; former high school English teacher in three states; former owner of interior design co. with MA from R.I. School of Design. Barking Cat Books published my first book in 2009 titled, MINOR LEAGUE MOM: A MOTHER'S JOURNEY THROUGH THE RED SOX FARM TEAMS. My humorous manuscript titled ELDERLY PARENTS WITH ALL THEIR MARBLES: A SURVIVAL GUIDE FOR THE KIDS was published in June, 2014. In 2015 A SURVIVAL GUIDE won a gold medal in the self-help category at the Florida Authors & Publishers Association conference. In 2018 Barking Cat Books published my SURVIVING YOUR DREAM VACATION: 75 RULES TO KEEP YOUR COMPANION TALKING TO YOU ON THE ROAD. See website By CLICKING HERE.
Showing posts with label Physician. Show all posts
Showing posts with label Physician. Show all posts

Friday, April 28, 2017

A Doctor's Office in Florida

     One November a doctor (not my primary-care) ordered an ultrasound - a simple outpatient procedure at the hospital which lasts approximately twenty to thirty minutes.  I wasn't scheduled to have the test until the following April, and in-between I lost the prescription I needed to take with me.

     I called the doctor's office two days before the scheduled date to request another written prescription. "Please leave your name, number, and a brief message and the nurse will return your call," the answering machine told me.  I did as I was told.  No return call that day.

     I called back the next day to make the same request. Again I heard, "Please leave your name, number, and a brief message and the nurse will return your call."  I explained what I needed and described the urgency for the ultrasound test the next day.  If the doctor couldn't fax me the paper, I was prepared to go pick it up.  No return call that day.

     Since my hospital appointment wasn't scheduled until the afternoon, I jumped in the car the day of the test and headed to the doctor's office in the morning. I signed in and knocked on the closed window. A sign on the glass read, "Please do no knock on the glass."

     "Yes?" the receptionist said.

     "I don't have an appointment but have left messages for two days that I have an ultrasound scheduled this afternoon and have lost my script.  I haven't heard a word."

     "Your name?  (I answered.)  Take a seat, please."  The glass window slid closed and I found an empty chair.

     "I don't know why anyone comes here, but their reputation is so good," the patient sitting next to me said, her long braid following her as she shook her head back and forth.  "There are too many doctors in here.  I had a reaction to a medication and I called this morning, but the doctor's gone on vacation. So now I'm supposed to see another one, but I've got to get back to work in an hour.  They told me on the phone there would be no problem.  I've already waited thirty minutes."  Her mouth turned down as she got up to approach the glass fortification at the window.

     Just then we heard pounding from the outside hall against the waiting room door.  "Let us in!" someone shouted.

     "We're stuck out here and can't get in," another voice yelled.  The pounding continued.

     The patient closest to the door rose to help.  His helpful willingness camouflaged his sallow complexion and sagging Bermuda shorts.  He fiddled with the door knob but couldn't disengage the lock.  The next patient in the row jumped up. "Let me see what I can do, old-timer," he said. When the lock disengaged, a torrent of patients poured in and lined up behind the closed glass doors.

     The woman with the time issue stood at the front of the line.  "Excuse me," she said, knocking on the glass till it shivered in its tracks.  "I'm sorry to cut in," she said to the person signing in, "but I have to get back to work."

     The glass slid open.  "Mrs. Carey?" I heard.

     "Yes," I said, out of my seat like a kid's jack-in-the-box.

     "Here's another copy of your script," the receptionist said, handing me the paper and swiveling an evil eye toward the woman who'd knocked.

     "Thanks," I said, spinning in place for a quick retreat.

     "You're next," the receptionist said to the irritated patient who'd spoiled her day. "Please enter the door to the left. The rest of you, please sign in," she said, slamming the glass shut.

     When I got home, I found the original script buried in my calendar.

     On my follow-up visit, I bit the bullet.  "I've been coming here a long time," I said to the doctor. "May I have a private conversation with you?"  I proceeded to explain the situations that had arisen in one day's visit.

     "If you don't tell us the issues, we'll never know," the doctor said.  "Would you be willing to explain all this to our office manager?"  He led me down the hall.

     The day before I visited that doctor the following year, I got a personalized message on my answering machine confirming my appointment.  When I arrived, the glass doors above the sign-in sheet stood open. Inside the office, one staff member was answering the phone, another writing receipts and scripts for patients exiting. "Good afternoon, Mrs. Carey," the receptionist said with a smile.  "The doctor will be seeing you in about ten minutes. Meanwhile, please sign in and let me know if there's anything I can do for you."

   

   

   

Wednesday, January 14, 2015

The Physician's "Squeeze"

As a person outside the medical community, I want to mention a couple of scenarios I've read about that are emerging in this country affecting physicians.  Much of this information is based on a report by Dr. Sandeep Jauhar (author of Intern: A Doctor's Initiation, 2009) in SaturdayEveningPost.com (Jan.-Feb.'15, pgs. 34-38, 78).

Let's start with where the U.S. ranks in life expectancy among developed nations - #45 - according to a report by The Commonwealth Fund, a healthcare research group.

If you live in Miami, Medicare will spend $8414/person/year versus $3341/person/year in Minneapolis. Why?  A large supply of doctors in Miami means more per capita utilization of services and testing, hospitalizations, and intensive care stays.

Doctors in this country are reimbursed for whatever they bill.  They're paid separately by insurers for patient visits.  As long as their patients are in the hospital, doctors can bill and be paid for each visit. In our healthcare system, "if you have a slew of physicians and a willing patient, almost any sort of terrible excess can occur."
(SaturdayEveningPost.com, Jan.-Feb., '15, p. 36).

Volume counts.  Fear of lawsuits creates volume in terms of services (some unnecessary) and referrals.  Better-informed patients might be the most potent restraint for over-utilization.

Here's the other side of the coin.  According to Dr. Jauhar, he was under pressure
at Long Island Jewish Medical Center to reduce the length of stay of patients
hospitalized with heart failure.  The shorter the patient's stay, the more the hospital's costs were reduced (associated with less use of hospital resources during a shorter stay).

It's a physician's squeeze.

The result?

Doctors are trying to sell their practices; uncompensated care is growing; admissions and elective procedures (money makers) are declining; and hospitals are cutting costs, staff, and services.

Dr. Jauhar suggests several options:
          - Hire doctors as employees and put them on salary, removing incentives to
            overtest
          - Use bundled payments for packages (an entire hospitalization, for example),
            rather than discrete services
          - Move to an "accountable care organization" in which teams of doctors would
             be responsible (and paid) for patients' clinical outcomes.  Most doctors have
             performed poorly in such situations. (pg. 38)

A recent Time magazine article by Steven Brill  (Jan. 19, 2015) suggests another option:
          - The University of Pittsburgh Medical Center's model (Brill also cites the
            Cleveland Clinic's model, a 75-facility enterprise)
             in which hospitals, doctors, clinics, AND INSURANCE COMPANY would be
             under one roof.  Tight regulations for these conglomerates, mostly through
             use of
             federal anti-trust laws and state regulatory authority, would ensure their
             accountability.  The in-house insurance company
             would have the incentive to control the doctors' and hospitals' costs
             AS WELL AS the means to do so. There would be less incentive to
             inflate costs or overtreat, because the in-house "boss" would get the bill
             through the insurance company.