How to Start Medical Practice?

I want to know how to start medical practice

1) ask for help from someone who knows business.
2) Choose the right EHR/PM for your practice.
3) Hire highly motivated People

To be in private practice For some physicians follow above steps

  • First requirement you should be qualified doctor. If not you can assist a doctor. If you are out of medical college best approach is working for an established Doctor for some time then once you are confident you can go on your own carefully studying an area to start your practice. You can rent a place for your consultation where they provide the consulting cabin and tools. Keep in touch with your peers to get advice in case of difficult cases.

    Best wishes http://www.homebasework.infoReferences :

  • How to Start Your Own Medical Practice, One Doctor Tells Her Story

    During medical school T.C., M.D.(name abbreviated to protect privacy), never imagined herself in her own practice, "they don’t teach the business side of things in medical school, I never wanted to be involved with that aspect of medicine," she says.

    Now several years later and after negative experiences as an employee in other people’s practices, she is enjoying life as a solo practice family physician in Tampa, Florida.

    After she completed residency she took a job at a multi-specialty group, it turned out to be a less than desirable situation. Others were making decisions about her day, "it was all about numbers and as a physician I was disregarded as a person", says Dr. C.

    After taking another job with a flat salary and inflexible hours she decided to turn in her resignation. With four months notice to work she had time to get funding and figure out how to start her own practice. Dr. C bought a publication from the AAFP on how to start a practice, this was invaluable and told her everything she needed to know.
    Finding Financing and a Location

    "The hardest part was finding the location, that was not a quick process" she says. Once a suitable office was found next was securing set-up financing. Young, with no assets and medical students loans, Dr. C first tried her local banks, then a commercial bank, but she was declined. Finally, after seeing an ad in a medical journal she called a lending company. In 48 hours she had been given approval for her loan. Within a week she was given a check to cover her starting costs, and later funds to cover tangibles, such as computers, exam tables, office supplies and so on. In addition, Dr. C was able to negotiate terms similar to a bank. Lawyers helped her get incorporated and obtain a business lease.
    Finding Computers, Software, Supplies and Equipment

    With a loan in place and suitable office found, she needed to find a computer system for her practice. "The computers were another challenge", Dr. C says, "just getting them set-up so everything worked took longer than we expected". Using the Internet and copies of the "Physicians and Computers" journal she researched different software vendors and selected a system that allows her to run a totally paperless office. With a computer in every room, including exam rooms, the system works extremely well. Her medical assistant types in the notes, vitals and reason for the patient visit, and then in the exam room she pulls up the file and is able to add Dr. C’s notes. The software also allows her to run searches or reports on patients taking a particular drug, or find out when they are due for their next mammogram. The EKG connects directly with the computer, reads it for her and allows her to edit the reading, and then print or fax it. Dr. C says that running a paperless office allows her to spend more time with her patients. Using an article describing the things you need for each room she equipped her practice and added her own personal touches fairly easily. Luckily, the previous tenant left some key equipment such as examining tables, and the rest she ordered from medical supply companies.
    Getting Patients and Insurance

    Although she did not have a non-compete clause in her contract with her previous employer she did have a non-solicitation clause, so she was not able to ask her patients to move with her. But once word was out many loyal patients gladly followed her to her new practice. Even though she moved practices she kept her credentials with several major insurance companies. Normally the credentialing process with the health insurance companies can take up to two months. "The hardest part with the insurance companies was getting a fee schedule", she said "we called in June, called again and again, then called everyday and finally in September they arrived". Using the resources of her regional Family Practice association she was also able to find malpractice insurance at reasonable rates.
    Hiring Staff

    Hiring staff was also easier than Dr. C first thought, her medical assistant and front desk receptionist from a former employer decided to join her. Another key person she hired was a good accountant to help with many of the financial issues. Working well as a team she is able to set the tone of how the office is run and she has much less stress on the job than her previous practice positions. She also made an arrangement with a colleague for emergency and out-of-town coverage.
    Balancing Family and Practice

    Dr. C had her son during residency and returning to work after maternity leave she saw her son for only 20 minutes a day. Pregnant with her second child she looks forward to balancing her family and thriving practice under her terms. Even though she says setting up her own practice was more work and stress than she imagined she is very happy about it. Dr. C opened her practice doors in September 2000.References :

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