InEconomics
November 4, 2008
REALIZING REVENUE FROM A WOUND CLINIC
Sometimes wound care professionals don’t have to travel far from home to view the impact of their profession.
Leah Amir, MS, MHA
While waiting in line to pick up a prescription from a local pharmacy, the man in front of this author was taking a long time asking the pharmacist for a large bandage and an ointment to take care of what he said was a “large cut” on his leg. Every suggestion the pharmacist made was met with resistance from the gentleman. He had tried them all. He told the pharmacist, “I have had this for more than 6 months and it only keeps getting bigger.” Upon lifting his trouser leg he exposed a Stage III venous leg ulcer—with “all of the trimmings.” Everyone in line gave the obligatory gasp, and the pharmacist grimaced, “I think you had better see your doctor.” The man replied, “I have followed my doctor’s orders, there must be something else that I can do.”
After verifying the gentleman’s insurance this author provided him with the name and number of a local wound clinic staffed by a physician Board Certified in Vascular Surgery specifically trained in wound care. The gentleman’s physician had never referred him to a specialist to manage the growing venous leg ulcer. As the gentleman lumbered away, it was apparent he would finally receive appropriate medical care.
Trained to Recognize the
Big Picture
Being a healthcare economist, this author realized the revenue opportunity heading to the wound clinic. Given the brief assessment due to the open disclosure of his medical history, the gentleman may require a comprehensive history and physical due to his age, obesity, arthritic joints, and family history of diabetes. Treatment may include debridement, assessment of adequacy of venous and arterial supply, compression bandaging, follow up visits; possibly negative pressure wound therapy, and perhaps placement of a skin substitute. His diagnostic findings may result in vascular repair, cardiac catheterization, and perhaps assessment of his renal
function. Appropriate medical care provided by staff at the wound clinic, delivered with respect and dedication has been shown to result in developing patient loyalty. Loyal patients tend to refer others. In this case he is likely to inform his internal medicine physician, other family members and friends. This one patient properly managed is worth more to the wound clinic and hospital than any advertising campaign. The referral of the wound clinic to the patient was provided based upon the skill, knowledge, evidence of clinical success, and overall reputation of the wound clinic’s ability to manage patients with acute and chronic wounds in their outpatient and inpatient settings. While growing patient volume in an outpatient wound clinic is an overarching goal, proper processes need to be implemented to sustain revenue flow. Charges do not reflect revenue.
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