Are We Seeing The End Of Private Practice?

by Jenn Negley, Vice President, Risk Strategies Company

The pressures on healthcare professionals have never been greater. Whether it’s keeping up with evolving regulations, battling prior authorizations, chasing down reimbursements, or managing rising operational costs, maintaining a private practice has become a balancing act for many. It’s no wonder that fewer physicians are running their own practices. In fact, according to the American Medical Association (AMA) Physician Practice Benchmark Survey, only 46% of physicians now deliver care from a fully physician-owned practice.

The personal decision to stay independent

The choice to stay independent is often a deeply personal one, shaped by a variety of factors, such as autonomy, patient focused care, financial pressures, and stress or burnout. Physicians are trained to put patients at the center of care, and for many, the thought of having their practice dictated by non physicians, especially when it comes to patient care decisions or time management, feels untenable.

Concerns about losing control, particularly the fear that financial implications might overshadow the needs of patients often give pause to the idea of transitioning from a small, physicianowned practice to a larger corporate model. At the same time, however, the struggle to keep the doors open amidst declining reimbursements and rising costs is pushing more practices to the brink. As noted by the Medical Group Management Association (MGMA), recent reimbursement cuts have directly impacted the viability of practices that rely on Medicare and Medicaid, which in turn affects their commercial contracts and ability to keep operating. 

The growing burden of business operations 

Most physicians didn’t enter private practice to run a business, they entered to practice medicine and serve their community. But the reality of running a practice requires attention to countless business operations. From hiring and training staff to handling insurance claims and ensuring compliance, many physicians are finding that the administrative burden is taking a toll on their well-being and job satisfaction.

So, what can physicians do to stay independent in the face of these pressures? 

Mitigating the negative aspects of private practice 

One of the keys to success in maintaining a private practice is leveraging available resources and expertise. With increasing complexity and costs, more practices are turning to outsourcing as a way to reduce overhead and free up time for clinical work. Outsourcing areas such as billing, HR compliance, and insurance management can lead to significant savings and help alleviate the burden of administrative tasks. 

For example, working with an insurance specialist can reduce the practice’s overall insurance spend without compromising coverage or incurring additional fees for the service. These types of expert partnerships can help maintain a focus on what matters most — patient care — while ensuring the practice remains financially viable.

Advocacy and the need for legislative change

In addition to operational changes, advocacy at the state and federal levels is critical to the future of private practice. The MGMA has pointed out the dire consequences of reimbursement cuts, particularly for communities that rely on local, independent physicians. Without legislative action, more practices will be forced to close, leaving patients without access to care.

On the bright side, there’s hope on the horizon. Recently, a bipartisan bill, the Medicare Patient Access and Practice Stabilization Act of 2025, was announced with the potential to increase Medicare payments by 6.62%. This bill is backed by over 150 healthcare associations, and it’s a direct result of advocacy efforts by those who understand the critical need for policy change.

Private practice isn’t dead — yet

While challenges abound, the demise of private practice isn’t inevitable. It’ll take a concerted effort from healthcare professionals, associations, and lawmakers to ensure that independent practices  continue to thrive. By staying informed, leveraging expert resources, and advocating for legislative change, we can work together to safeguard the future of private practice.

Take action

If you’re a healthcare professional facing these challenges, don’t navigate this journey alone. Explore the resources offered by organizations like the AMA and the MGMA and consider partnering with experts who can help streamline the business side of your practice. And most importantly, get involved in advocacy efforts that push for the legislative changes we so desperately need. Your practice, and your patients, depend on it.

For more information, please contact Jenn Negley, Vice President, Risk Strategies Company at 267-251-2233 or JNegley@Risk Strategies.com.

 

Quiet Resolve, Big Impact: Dean Denise Baker Drives Change at Syracuse Community Health

Denise Baker, BSN, RN, CCM, director of Quality Improvement at Syracuse Community Health (SCH), is a leader with a vision for advancing healthcare access and equity. Known for her thoughtful approach and strategic focus, Baker works tirelessly to address barriers that prevent many patients from receiving the care they need.

“Connecting people with resources— healthcare, food, housing, and transportation is essential,” Baker explained. “Our work begins by meeting people where they are and understanding their unique journeys.”

Since joining SCH’s leadership team in 2021, Baker has led initiatives aimed toward reducing health disparities and strengthening SCH as a trusted resource for the Syracuse community. Her efforts reflect one of the health equity goals of SCH to ensure everyone has an opportunity to reach their true health potential.

Syracuse Community Health at a Glance SCH, a federally qualified health center, serves Syracuse and Onondaga County residents through three main locations: 930 South Salina St., 603 Oswego St., and 1938 E. Fayette St. SCH also has three quick care locations, including its newly opened Onondaga Community College location. Eight school-based health centers are located throughout the city of Syracuse. The health system offers a range of specialized services to patients, including: behavioral health, pediatrics, internal and family medicine, dental, podiatry, nutrition counseling, obstetrics, gynecology and more. Walk-in services and support groups, including smoking cessation, grief counseling and parenting, are also available.

SCH accepts Medicaid, Medicare and commercial insurance and it offers a sliding fee scale to ensure care remains accessible to all.

Improvements on the Horizon
So, what does a director of Quality Improvement do?

“Quality improvement is a way to drive meaningful change,” she said, noting, “I am always looking at areas to improve.” By analyzing patient data and listening to feedback, Baker and her team have developed impactful programs like the HOPE (Help Our People Eat) Pantry to improve health outcomes.

Committed to Feeding the Hungry
In collaboration with community partners like the Food Bank of Central New York, SCH has distributed more than 2,000 boxes of fresh produce to patients, staff and the community. Boxes of fresh produce are distributed at the main location, on a first come, first served basis on the third Thursday of each month between 1 and 4 p.m.

SCH also works with organizations, such as the Brady Farms, United HealthCare and FLIPA (Forward Leading Independent Provider Association), “to empower patients to make healthier choices for managing chronic conditions like diabetes and hypertension,” Baker explained.

The success of HOPE Pantry has led to the creation of HOPE Med, a program that focuses on providing patients diagnosed with chronic conditions like diabetes and hypertension access to healthier food options tailored to their needs. Patients of the health center who may struggle with access to healthy foods will be eligible to receive additional items from the food pantry. HOPE Med integrates education and resources to empower patients to better manage their health.

“Our goal is to ensure no one has to choose between paying bills and eating well,” Baker said. “These programs go beyond addressing hunger they focus on dignity, empowerment and building healthier lives.”

Through collaboration and innovation, Baker and her team are breaking barriers and setting the foundation for a healthier, more equitable future.

Advances In Cardiac Technology:Diagnosis, Treatment, And Monitoring

Data from the World Health Organization indicates that cardiovascular diseases (CVDs) are responsible for approximately 17.9 million or 32% of deaths worldwide, necessitating continuous innovation in diagnostic and therapeutic technologies. Recent advances in cardiac technology have significantly improved patient outcomes, with breakthroughs spanning early detection, minimally invasive treatments, and personalized care.

Advancements in Cardiac Imaging: Enhancing Diagnostic Accuracy and Treatment Planning

One of the most significant advancements is the use of Cardiac Magnetic Resonance Imaging (MRI). Cardiac MRI is an essential tool for assessing myocardial viability, scar tissue, and heart chamber functionality. A breakthrough in MRI technology, Late Gadolinium Enhancement (LGE) imaging allows for highly accurate detection of myocardial infarction and fibrosis. This non-invasive imaging modality provides details on heart tissue structure, enabling clinicians to better predict patient outcomes and guide therapy decisions.

Another notable advancement is 3D Echocardiography. Unlike two-dimensional echocardiograms, 3D imagining allows for a more precise evaluation of cardiac morphology, valve function, and hemodynamics. This is especially beneficial when assessing mitral valve diseases and congenital heart defects, facilitating improved surgical planning and postoperative care.

Minimally Invasive Cardiac Interventions: Revolutionizing Treatment, Reducing Recovery Time, and Improving Outcomes

One of the most significant developments in recent years is the evolution of Transcatheter Aortic Valve Replacement (TAVR). TAVR, a procedure in which a catheter replaces a damaged aortic valve without open-heart surgery, has gained widespread acceptance for the treatment of aortic stenosis, particularly in elderly and high-risk patients. Advances in valve design and catheter technology have significantly improved the success rate and reduced the risk of complications, making TAVR an increasingly preferred option over traditional valve replacement surgery.

Similarly, left atrial appendage closure (LAAC) devices, such as the WATCHMAN™ device, offer a minimally invasive solution for stroke prevention in patients with atrial fibrillation. By occluding the left atrial appendage,  thrombus formation is prevented and reduces the risk of stroke, eliminating the need for long-term anticoagulation therapy in certain patients.

The Rise of Digital Health: Wearable Technology and Remote Monitoring

 Wearable devices have become integral to the management of cardiovascular diseases. Technologies such as smartwatches with built-in electrocardiograms (ECGs) can detect arrhythmias, including atrial fibrillation (AF), in real time. Devices like the Apple Watch® and KardiaMobile® capture high-quality ECG readings that can be instantly transmitted to healthcare providers for analysis, allowing for earlier detection of cardiac abnormalities and timely interventions.

Additionally, remote monitoring systems are improving the management of heart failure. Implantable devices, such as Cardiac Resynchronization Therapy CRT) devices and implantable cardioverter-defibrillators (ICDs), can continuously monitor heart function and send data to clinicians for analysis. This allows for personalized adjustments to treatment regimens and early intervention when abnormalities are detected. The use of artificial intelligence (AI) to analyze large datasets from these devices further enhances clinical decision making, making care more proactive and individualized.

The Landscape of the Future

Cardiac technology continues to make tremendous strides, improving the ability to diagnose, treat, and monitor cardiovascular diseases. Advances in imaging techniques along with minimally invasive procedures have revolutionized management of heart disease. Furthermore, wearable technologies and remote monitoring systems are ushering in an era of personalized, continuous care, enabling better management of chronic conditions like heart failure and atrial fibrillation. As technology continues to evolve, these innovations promise to further transform cardiovascular care, improving patient outcomes and quality of life.

Working Together to Fight Seasonal Influenza

Generated by OpenAI. (2024), ChatGPT (40 mini)
Edited by Kimberly Graf, Marketing Consultant & Contributing Writer

As healthcare providers, we must champion effective strategies to fight influenza as it remains a public health concern. Together, we can help mitigate the impact of the flu, which includes prevention, early diagnosis, antiviral treatment, and patient education.

Prevention: The First Line of Defense
Vaccination remains the most effective way to reduce the incidence of influenza. The Centers for Disease Control and Prevention emphasizes annual flu vaccinations for everyone six months and older, particularly high-risk groups such as the elderly, children, pregnant women, and those with chronic conditions like asthma, diabetes, and cardiovascular disease.

• Vaccination:
Encourage patients to get vaccinated early in the flu season, ideally before the end of October. Even if the vaccine doesn’t completely prevent infection, it can significantly reduce the severity of illness and risk of complications.

• Hygiene Practices:
Advise patients to practice good hygiene—handwashing with soap and water, using hand sanitizers, covering coughs and sneezes with a tissue, and avoiding close contact with sick individuals.

• Masks and Social Distancing:
Recommend mask-wearing and maintaining social distance in crowded areas. Early Diagnosis and Symptom Management Early recognition of symptoms can mitigate the severity of the illness and limit spread to others. Influenza often presents fever, chills, cough, sore throat, muscle aches, fatigue, and headaches. Because other viral infections, like COVID-19 and RSV, may share similar symptoms, rapid diagnostic tests (e.g., molecular assays or antigen tests) can help distinguish influenza from other respiratory illnesses and guide treatment decisions.

• Differential Diagnosis:
Not all respiratory infections are influenza, and testing can help differentiate between viral causes. PCR-based tests and rapid antigen tests remain essential in confirming the diagnosis.

•Symptom Management:
Recommend hydration, rest, and over-the-counter medications (e.g., acetaminophen or ibuprofen) to manage fever and aches. Remind patients not to give aspirin to children due to the risk of Reye’s syndrome.

• Antiviral Treatment:
Antiviral drugs, when started early (within 48 hours of symptom onset), can reduce severity and duration of flu symptoms. Oseltamivir (Tamiflu®), zanamivir (Relenza®), and baloxavir marboxil (Xofluza®) are FDA approved antivirals that can be used to treat uncomplicated flu, especially in patients at high risk of complications.

• Indications for Antivirals:
Consider antiviral treatment for patients with severe symptoms, underlying health conditions, or those who are immunocompromised. It is especially important in preventing complications such as pneumonia, hospitalization, and death.

• Early Intervention:
The key to effective antiviral use is early intervention. Educate patients that starting antivirals within 48 hours of symptom onset provides the best outcomes. Delayed treatment may offer limited benefit.

Patient Education:
Empowering Communities Educating patients about flu prevention, recognition, and treatment is crucial. Ensure patients are aware of the importance of vaccination, early treatment, and seeking care if they experience complications such as difficulty breathing, chest pain, or worsening symptoms.

Community Outreach:
Consider hosting flu vaccine clinics, providing informational materials, and using social media platforms to encourage vaccination and proper hygiene practices.

• Addressing Vaccine Hesitancy:
Engage in open discussions with patients about their concerns regarding the flu vaccine. Provide evidence based information on vaccine safety and efficacy to dispel myths and misinformation. Monitoring and Surveillance Stay informed on flu activity in your region through resources like the Centers for Disease Control and Prevention and World Health Organization. Monitoring trends can help you anticipate outbreaks, implement preventive measures in your practice, and allocate resources appropriately.

By staying proactive in our approach to flu prevention, diagnosis, and treatment, we can reduce the burden on our patients and healthcare systems.

Arnot Health and Cayuga Health Unite as Centralus Health:

A New Era for Healthcare in the Southern Tier, Finger Lakes & Central New York Regions

Arnot Health and Cayuga Health formally announced their new affiliation, which will now operate under the name Centralus Health. Two media events were held—one at Cayuga Medical Center in Ithaca, NY, and another at Arnot Ogden Hospital in Elmira, NY— to mark the milestone, showcasing the partnership’s vision for transforming healthcare delivery across the Southern Tier, Finger Lakes and Central New York Regions.

“This partnership represents a shared commitment to expanding access to high quality care for the communities we serve,” said Dr. Martin Stallone, CEO of Cayuga Health and CEO of Centralus Health. “Together, we are strengthening our ability to offer a wider array of services, reach underserved populations, and invest in the future of healthcare delivery – locally. We are already planning for increased access to primary care in Chemung and Tompkins counties, while preparing for the upcoming launch of EPIC and MyChart to enhance patient care through technology.”

The rollout of EPIC, an industry-leading electronic health record system, will begin in March 2025. EPIC’s integration across Arnot Health and Cayuga Health locations promises enhanced patient and workforce experiences. Additionally, MyChart, the patient portal powered by EPIC, will empower individuals to manage appointments, communicate with healthcare providers, and engage more effectively in their care.

“Our collaboration isn’t just about joining forces—it’s about reimagining how we can best serve our communities,” said Tom LiVigne, Chairman of the Board of Directors for Cayuga Health. “This partnership is rooted in shared values, a deep commitment to local communities, and unwavering focus on delivering superior healthcare. Together, we’re ensuring better access to the critical medical services our patients need.”

The exploration of a collaborative relationship between Arnot Health and Cayuga Health was first announced on April 14, 2023. Since then, both organizations have conducted comprehensive evaluations, held extensive discussions, and gathered feedback from stakeholders including patients, staff, and community leaders.

“As health systems face increasing financial and workforce challenges, this partnership enables us to leverage shared resources, increase efficiencies, and ultimately lower operational costs,” said Jonathan Lawrence, CEO of Arnot Health and Executive Vice President of Centralus Health. “Centralus Health will continue to focus on deepening community connections and setting a higher standard for personalized care in every service we provide.”

Centralus Health is committed to investing in capital improvements across its facilities and workforce. The partnership will expand access to a full spectrum of services, including specialized care that may have been challenging to provide independently. These services encompass emergency care, critical cardiac care, cancer care, labor and delivery, NICU, outpatient care, behavioral health, substance use rehabilitation, long-term care, home nursing, durable medical equipment, and emergency transportation.

“We are excited about the opportunities this partnership creates to deliver even more value to our communities,” said Jan van den Blink, Chairman of the Board of Directors for Arnot Health. “The combined strengths and complementary expertise of both organizations position Centralus Health to better meet the needs of our patients while enhancing the care we provide.”

Centralus Health in Numbers:
• 6,500 Employees
• $1 billion in annual medical services
• 1,800 births per year
• 15,600 hospital visits annually
• 86,400 emergency room visits annually
• 847,000 outpatient appointments annually

Collaboration That Leads to Quality Care

For Dr. Nicholas Massa, vice president of medical affairs at Excellus BlueCross BlueShield, collaboration and quality have been cornerstones of his remarkable 25-year medical career. As a dedicated local physician, he began his journey as a graduate, resident, and practitioner of pediatrics at Upstate University Hospital, where he fostered partnerships, developed innovative programs, and prioritized affordability.

“My priority has always been on the patient’s health and well-being, and this commitment has driven me to foster strong partnerships with our community organizations, health plans, doctors, and hospitals,” says Massa.

Today, he uses this focus on high-quality patient care in his current role at Excellus BCBS. At the nonprofit health plan, he collaborates with 24 other physicians and is a leader among the hundreds of clinical staff, including pharmacy, nursing, and social work team members. Together, they establish a framework for doctors and hospitals to work in unison
with the insurance company, developing best practices that impact access to high quality care.

At Excellus BCBS, positive and collaborative relationships are essential to providing quality, accessible and affordable care to its 1.5 million members across 39 counties of upstate New York. Ninety-eight percent of all local doctors and hospitals are in the insurer’s provider network. These doctors provide high-quality health care, and their work helps the insurer fulfill its mission: To help people in our communities live healthier and more secure lives through access to high-quality, affordable health care.

“When I think of our mission I keep coming back to collaboration because it’s key to how we address the rising costs of healthcare while also maintaining the level of care our members need and deserve,” says Massa.

The team at Excellus BCBS has made collaboration a priority for the betterment of their members by:
• Providing education on the benefits of health screenings and vaccinations

• Supporting community organizations and providers who are breaking down barriers in health care related to race, ethnicity, or social determinates of health

• Connecting its members with a range of support to meet their needs, using internal resources and external partnerships.

“That’s why we’re here. That’s one of the strengths of a local, regional, nonprofit health plan,” Massa adds. “Our focus at Excellus BCBS is on our communities, on quality of care, and on providing it to our members in a way that is as affordable as possible.”

Quality of Care

That focus on quality is what recently earned CNY Family Care in Syracuse an honor from Excellus BCBS known as the “Circle of Excellence Innovation Award.”

Four years ago, CNY Family Care implemented a diagnostic tool for diabetic patients called Retina Vue. “We are very progressive with various types of testing and education,” says Dr. Joseph Augustine, a primary care physician at CNY Family Care.

With diabetes cases on the rise, Retina Vue provides a quick, in-office scan of the retina, allowing physicians to advise patients on next steps within minutes. This proactive approach shows how primary care practices like CNY Family Care prioritize the prevention of complications associated with diabetes.

“Trust is crucial between a provider and patient. The most significant aspect for doctors and patients is building a relationship and diligently following up on conversations, especially regarding diagnoses,” Augustine explains.

“This quality care is measured by health plans like Excellus BCBS, who recognize the importance of that relationship and trust,” says Tony Vitagliano, VP, provider network, Excellus BCBS.

The Circle of Excellence award is not a financial incentive award, but rather a peer-nominated award. The award highlights visionary, quality, and health equity thought leaders in the Excellus BCBS provider network who have made significant impacts on health care delivery and the lives of the health plan’s members.

“We developed the Circle of Excellence awards to recognize those who work in partnership with us and look at different ways to deliver accessible and high-quality care,” Vitagliano said. “Because of doctors like those at CNY Family Care, patients are getting the care they need, when they need it. It’s partnerships like these that make us incredibly proud.”

Access to Care

When providers and insurers work together to improve access to care, they can significantly impact their communities.

“Just as coordination and collaboration have better ensured quality care for patients, they have also helped us to address health disparities,” Massa says. “Part of being a good doctor means getting to know your patients; we recognize that our network of providers has strong relationships with the people they care for, and that trust leads to better outcomes and greater access.”

A prime example in Central New York is Cayuga Health Partners (CHP), a proud partner of Excellus BCBS. This clinically integrated network of primary care and specialty physicians, in conjunction with Cayuga Health System, has established a closed-loop referral process. This process integrates social needs screening, connects patients directly to community resources, and provides direct feedback to providers.

“CHP, an Ithaca-based organization, sets the bar high for the work it has done to help underserved populations through healthcare and social services interventions,” Massa says. CHP CEO Rob Lawlis couldn’t agree more. “We are leading the region with our commitment to health equity and developing health equity capabilities,” Lawlis says. “By addressing unmet social needs, CHP is taking steps to address major barriers to health and wellbeing for vulnerable populations in the community.”

One such step is through a program called “We Ask Because We Care,” in which patients are invited to answer optional questions about race, ethnicity, sex at birth and current gender identity.

Dr. John-Paul Mead, medical director at CHP, adds, “With the data, we can see if there’s a problem with a group that isn’t getting tested in the Ithaca area. We can look at that group and ask, what’s the mammogram rate for that subpopulation?’”

After spending three years mining the data among their patient population— with 80% responding—CHP has identified specific groups it can target for preventive diagnostics. That rate of response means the data is valid, so CHP can get to work.

“We Ask Because We Care represents an innovative way to address health inequities,” Vitagliano says. “By leveraging community partnerships like this, we are able to work together to ensure everyone has a chance to live a healthy life.”

Mead is justifiably proud of the program and its partnership with Excellus BCBS. “Excellus BCBS, like CHP, is truly working to help their members—our patients,” Mead says. “Their support allows us to make an impact on patients’ lives. We both understand that it’s not 

Affordability of Care

just about saving money, but instead about saving lives and preventing disease.”

 

While ensuring that members receive the best possible clinical outcomes and access to care, Excellu
s BCBS is also dedicated to making health care as affordable as possible.

Through programs that work directly with members, their doctors, and the health plan, these collaborations, as Massa explains, allow Excellus BCBS to provide more comprehensive, coordinated, and, at times, even more convenient care for high-risk members while reducing the need for expensive health care services.

REACH Kidney Care
ElenaMarie Burns, an Excellus BCBS employee, faced the challenges of navigating chronic kidney disease (CKD) when her father suffered a stroke in his 50s that led to the discovery that his kidneys were not functioning properly.

She remembers times when her father would stop taking his medication or resist following the doctor’s dietary instructions. “We didn’t have someone to sit and talk to him, like a care management team to have that coordination of care. I think he could have benefited from that,” says Burns. Within a couple of years of diagnosis, her father began dialysis. “The dialysis really did a number on him.”

REACH Kidney Care didn’t exist when Burns was going through this stressful time with her father. Today, this kidney health management program partners with Excellus BCBS and its network nephrologists to provide its members with stage 4-5 chronic kidney disease services that help them to navigate their care and follow their physician’s treatment plan.

Knowing what is available to patients and caregivers now, she says, “I think that education (provided by the Excellus BCBS care management team and REACH Kidney Care) would have given my father a better quality of life.”

Through REACH, members work one-on-one with a multi-disciplinary care team that provides personalized support to help members make the most of their care and manage their CKD. The REACH program is offered virtually, over the phone and in-person at no cost to members that have this benefit included in their plan.

“This program allows us to improve the health of our CKD patients and keep them out of the hospital, decreasing the cost of care,” says Dr. Philip Ondocin of Nephrology Associates of Syracuse. “Excellus BCBS members who are eligible for the program are offered social support and psychological services, which are hard to get for dialysis patients.”

WellBe Senior Medical

WellBe Senior Medical has partnered with Excellus BCBS to bring care directly to the homes of some of the most vulnerable Medicare Advantage members, helping to reduce unnecessary medical costs and improve quality of care.

For 95-year-old member “Ms. D” who was ready for hospice but didn’t qualify based on her diagnoses, WellBe being a part of her care meant she could spend her final days at home with her daughters by her side.

“Ms. D’s WellBe clinical team collaborated closely with her family as an added in-home resource and when her daughters placed an urgent call to WellBe as her mother was having trouble walking and breathing,” says Nurse Practitioner Liz Vasquez, WellBe’s clinical director. “We were able to recognize signs of congestive heart failure and discussed hospital stabilization or hospice enrollment.”

Despite not qualifying for hospice through her existing diagnoses and lack of an echocardiogram, the WellBe team used the Framingham CHF Criteria to diagnose her condition accurately, enabling Ms. D to then qualify for hospice care at home.

“This is just one example of how we focus on patients with serious chronic illnesses, or who are either homebound or home-limited, meaning that it’s difficult for them to get out of the house for appointments,” explains Dr. Raghu Ram, WellBe regional chief medical
officer.

Eligible Excellus BCBS members benefit from personalized in-home care as needed, help managing prescription medications, and in home urgent care services available 24/7.

WellBe collaborates with the patient’s primary care physicians, so they are seen, in the home, between office visits. The goal of this collaboration is to improve outcomes and health care quality, reduce unnecessary medical costs, and provide exceptional member experience.

Additionally, by visiting patients at home, providers can address issues such as personal safety, fall risk, and food insecurity. “We’re often able to see things that may be of concern that wouldn’t otherwise be seen in an office setting,” Ram says.

Excellus BCBS Pharmacy Concierge Program

High drug prices are challenging health plans, employers, patients, and the entire health care system. This upward trend, which is projected to continue in the coming years, has serious consequences for millions of Americans, as one third of the U.S. population reports not taking medication as prescribed because it is just too expensive, according to the American Hospital Association.

The high cost of prescription drugs and the resulting burden on members led Excellus BCBS to develop Pharmacy Concierge, an innovative approach to improving care while reducing costs.

“Pharmacy Concierge makes a powerful difference for our members,” says Massa. “We’re proud that a program now exists that ensures our members are using the most appropriate and cost-effective therapy options.”

The concept of improving care and reducing pharmacy costs by identifying lower-cost generics or modifications to dosages is not unique. “What is unique about Pharmacy Concierge is our focus on health outcomes and safety,” says Excellus BCBS Pharmacist Supervisor Lindsey Shuler.

“It is much more than an algorithm. The program includes a clinical review of every savings intervention and ensures both safety and savings,” she adds.

This past year, the Excellus BCBS clinical team identified a member on an inefficient dosage of a brand name antidepressant. The member was prescribed two tablets daily, despite availability of a higher dose, which would allow for one tablet to be taken daily. The team reached out to the member’s doctor, suggested a change, and today the member is taking the dosage once daily, ensuring a better outcome, as well as saving $3,500 per year.

“We ensure that our recommendation would never result in more out-of-pocket costs for the patient and always ask, ‘What are the most cost effective options that are also the safest for our members?’ We work directly with the prescriber to discuss and suggest alternatives, but the final decision is between the prescriber and patient,” Shuler says.

And with the cost savings often comes medication adherence.

“As a provider, I know that if a patient can afford a medication, they’ll take it more consistently, which provides them a better outcome in the long term,” says Massa.

Collaboration is Key

Excellus BCBS’s strength lies in its commitment to the communities it serves, the doctors and hospitals that it partners with, and the members who rely on them for care.

While costs are increasing in all areas of our lives, from the grocery store to the gas pumps, health care is no exception. But together with its many partners, Excellus BCBS is eager and ready to continue working to prioritize the overall experience and outcomes for their members, providing access to quality care to all people.

“We want our members to have access to the care they need, when they need it, and we do this through strong partnerships, innovative programs to improve affordability, and a relentless focus on our members,” says Massa. “Collaboration is essential in health care because it allows us to leverage strengths and improve where there are weaknesses. By working together, we can create a seamless experience for patients, and ensure they receive the right care at the right time.” 

To learn more about these and the many other programs offered through Excellus BCBS, visit excellusbcbs.com.

Who’s Taking Care Of The Physicians?

MSSNY’s Peer Coaching Program Combats Stigma, Offers ‘Safe Space’ for Docs Battling Demons

By: Bari Faye Dean

It’s no secret that physicians live in a pressure cooker of stressors. They want to provide the highest quality care to patients, give the most of themselves to their families and personal life and, all the while, find themselves buried in paperwork and the inexplicable frustrations brought on by the technology required to balance healthcare regulations and insurance red tape.

“Doctors aren’t weak. We are strong and resourceful,” said Frank Dowling, MD, a psychiatrist in private practice on Long Island. “But even steel has a breaking point.”

Without intervention, stress and burnout can lead to severe health issues, including depression, PTSD, substance abuse and even suicide. No question about it: something has to give – before a practitioner gives in to stress, burnout or a personal challenge that has been threatening to sideline them. The bottom line, wonders Bonnie Litvack, MD, a Mount Kisco, NY-based radiologist who specializes in breast imaging, is this: “Who’s taking care of the physicians while physicians take care of everyone around them?”

Confidential Assistance from Trained Peer Coaches
The Medical Society of the State of New York’s (MSSNY) Physician Wellness and Resilience Committee launched a Peer 2 Peer (P2P) program. This program offers a vital lifeline to physicians, residents and medical students who are having emotional difficulties but have decided not to seek help because they are afraid of the stigma attached to mental healthcare – especially for physicians who are “supposed to be able to handle everything,” Dr. Litvak said.

When a participant reaches out for help, they are connected with a P2P Program peer supporter, a fellow medical professional, who has been trained to actively listen and offer feedback during one or two phone calls or video chats.

“We are providing psychological first aid,” said Dr. Dowling, who has been a peer supporter since the inception of the MSSNY program. “It’s therapeutic because it provides support and empathy, but it’s not treatment. If the participant needs a clinical referral and agrees to take one, they will be connected with the help they need.”

To date, almost 100 physicians have been successfully trained in crisis management by MSSNY’s P2P Program. During three-hours of training, peer supporters are trained to know what resources are available and how to guide a physician to get the help they need moving forward. If you would like to learn more about becoming a peer supporter, contact Emily Rento, Program Coordinator, at erento@mssny.org.

“Too many doctors are suffering in silence because they fear that if people knew what was going on in their heads, others would look at them differently,” Dr. Dowling said. “The P2P Program allows doctors to help our peers manage their battles confidentially.”

Indeed, the entire program is 100 percent confidential. There is no paper trail. There is no reason to fear retribution at work. If you need help, reach out now. You can get connected with a peer supporter by emailing P2P@mssny.org or by calling 844-P2P-PEER (844-727-7337).

P2P Provides a Safe, Judgment-Free Space
“There is a real need for this program. Many other fields have these types Physicians are human beings and they need a safe space, where they can be validated and talk about their feelings without judgment,” explained P2P Program peer supporter Dr. Litvack.

Dr. Litvack was president of MSSNY in 2020 2021 during the height of the COVID-19 pandemic, when the P2P Program was launched. “COVID exacerbated everything physicians are dealing with at work and in their personal lives. I am proud we were able to start the P2P Program then, Dr. Litvack said. “But it’s a few years later and we see those life stressors haven’t gone away. Physicians faced them long before COVID and we will be facing them long after.”

Take It From Someone Who’s Been There
Janine L. Fogarty, MD, a diagnostic radiologist in Rochester, NY, is not only a trained peer supporter, but she knows first-hand how a career in medicine can cause a level of stress that can engulf a physician. She has been there and retired from that.

“I retired from a long medical career in 2022 because I was burned out beyond repair,” Dr. Fogarty said. “At work, I had all the responsibility and no control. I couldn’t affect change for my patients. I couldn’t do it anymore. I was so emotionally isolated. No one around me knew I was struggling. My work environment wasn’t healthy for me so I couldn’t reach out there. I could talk with friends but they didn’t really understand because they are not physicians.”

Dr. Fogarty remembers the days of the physicians’ lounge, when a step away, a cup of coffee and a quick chat with a colleague could do wonders to calm a stressed doctor down. Those days are long gone, she said. “You put your head down and move forward. You don’t want to disappoint patients or coworkers.”

This combination, she said, is a recipe for disaster in a physician community where shortages are rising at record rates. Bringing back a sense of comradery could be a real solution for physicians who are struggling and need connection, she said.


At the same time, physicians don’t reach out for help because of the stigma they believe is alive and well throughout the medical community.

“Every day, doctors choose to suck it up and don’t get the help they need,” Dr. Dowling said. “If doctors can get help earlier, without anyone knowing, it can make all the difference. The P2P Program has done this for many physicians all around New York.”

If you need someone to talk with or a physician you know is struggling, MSSNY’s P2P Program is here to help. For more information, email P2P@mssny.org or call 844-P2P-PEER (844-727-7337).

Changing Weather Patterns and the Potential Impaction Environments and People

By Kathryn Ruscitto, Advisor

This week I had the opportunity to talk to two science experts who I have asked to be part of a panel on restoration of parks and landscapes after two recent hurricanes. The Garden Club I belong to in Florida works to raise money to restore pollinator gardens and native plantings, and we will be sponsoring a panel to help people plan for the future.

The scientists listened and observed and said, be sad for what is lost but move on. Our weather patterns are changing, and what worked in the past needs rethinking. What survived, and what didn’t, and how do you use resources and time to plan for the future.

Sobering but great advice.

Health experts are beginning to look at the issue of changing weather patterns and its impact on health as well. Research suggests more respiratory and cardiac- related chronic conditions, spread of parasites and pathogens, as suggested by increases in tick-borne diseases, West Nile and Dengue, and more foodborne illness, as suggested by the recalls we are experiencing due to outbreaks from food across the country.

For those patients who work outside, the exposure is leading to more risks related to heat and cold. Many clinicians were trained in a period where climate impact on patients was not part of anyone’s curriculum. That has changed.

The American Medical Association in November issued stronger statements on this topic:

“Climate change has adversely affected people’s physical and mental health. Climate- related risks are not distributed equally. The AMA recognizes that minoritized and marginalized populations, children, pregnant people, the elderly, rural communities, and those who are economically disadvantaged will suffer disproportionate harm from climate change.”

The American Hospital Association has developed tools for organizations to look at their behaviors and policies to promote sustainable practices and reduce environmental impacts.

It’s a broad topic that leads us to consider both personal and professional implications. How do I adjust my behaviors and even my investments of time and resources in renewable technology and research.

Sobering issues, but we should focus on what we can do individually to improve our education and actions.

Resources:
Climate Doctors: https://www.youtube.com/ watch?v=bgvMYCMy57w

•AHA Survey on Climate Change: https://
www.aha.org/news/headline/2024-01-24 survey- most-clinicians-support-hospital efforts-address- climate-change

AMA Advocacy on Climate Effects: https:// www.ama-assn.org/delivering-care/ public-health/advocacy-action-combatting- health-effects-climate-change

Kathryn Ruscitto, Advisor, can be reached at linkedin.com/in/kathrynruscitto or at krusct@gmail.com

Physician Burnout: Seeing Improvement but Still a FixableCause for Medical Errors

By: Jenn Negley, Vice President, Risk Strategies Company

Physician burnout is not a new phenomenon, but its prevalence has recently reached alarming levels. According to a 2021 survey by Mayo Clinic and Stanford Medicine, 62.8% of physicians reported experiencing burnout. While the numbers have improved, with a more recent AMA study showing that 50% of physicians are now struggling with burnout, the issue remains far from solved. The lingering effects of the COVID-19 pandemic, growing mistrust in medical science, and misinformation continue to place added stress on healthcare providers, making burnout a critical issue that affects both physicians and patients.

The Lasting Impact of Administrative Challenges

A key factor fueling burnout in physicians is the increasing administrative burden they face. Constantly changing regulations, including the often-onerous prior authorization (PA) processes, have been cited by physicians as major contributors to job dissatisfaction. The American Medical Association (AMA) has voiced concerns about PAs, describing them as a “barrier between patients and necessary care under the guise of controlling costs.” According to the AMA’s latest survey, 95% of physicians reported that the PA process either somewhat or significantly increased their burnout.

While administrative tasks are a challenge in many professions, in healthcare, the stakes are much higher. When physicians are overwhelmed by paperwork, their ability to provide optimal patient care is compromised, which directly impacts patient safety. Medical errors, which are already a significant concern, are further exacerbated by burnout.

Physician Burnout and Its Link to Medical Errors

The relationship between physician burnout and medical errors is well documented. In a study led by Daniel Tawfik and published in Mayo Clinic Proceedings, it was revealed that rates of medical errors tripled in work units where physicians reported high levels of burnout—even in units with top safety ratings. This data makes it clear: burnout doesn’t just affect physician well-being—it directly impacts the quality of care they provide.

Though healthcare systems have made progress in improving patient safety through system-level interventions, we cannot overlook the role of the physician’s mental health. If physicians are experiencing burnout, even the most well-designed systems will fail to prevent medical errors. In fact, burnout could undo many of the safety gains achieved through system-level changes. To reduce errors and improve care, we must address the root cause of burnout.

Addressing the Root Causes of Burnout

There are clear steps that can be taken to reduce burnout and improve both physician well-being and patient care. First and foremost, healthcare organizations must create a culture where mental health is prioritized. This begins by fostering an open dialogue about burnout, encouraging physicians to seek help when needed, and ensuring they have access to mental health resources.

While individual support is crucial, systemic changes are just as important. The administrative burden physicians face must be reduced by streamlining processes such as prior authorizations and cutting down on redundant tasks. Physicians should be allowed to focus on patient care, rather than spending countless hours on paperwork. Furthermore, healthcare leaders must listen to the needs and concerns of their staff, ensuring that burnout is addressed not just as a personal issue but as an organizational one.

• To make a lasting impact, addressing burnout requires collaboration among all stakeholders, including healthcare systems, insurance companies, the government, and technology providers. Solutions should include adjusting workflows, improving reimbursement rates, and eliminating unnecessary administrative barriers. If we tackle these issues, we can create an environment that supports physicians and, in turn, improves the quality-of-care patients receive.

Conclusion: Physician Burnout Is a Fixable Problem

While physician burnout rates have improved, they remain alarmingly high and continue to contribute to medical errors. This is a crisis that cannot be ignored. The good news is that burnout is a fixable problem—one that requires the collective effort of healthcare leaders, administrators, policymakers, and the broader healthcare system. By addressing the root causes of burnout, such as administrative burdens, and fostering a culture of mental health support, we can reduce medical errors and ensure that physicians are able to provide the best possible care to their patients.

For more information, please contact Jenn Negley, Vice President, Risk Strategies Company at 267-251-2233 or JNegley@Risk Strategies.com.

Tackling Drug Costs In New York State

New York Governor Kathy Hochul signed legislation amending subdivision five of Section 280-a of the New York Public Health Law (“PHL”) and announced new regulations that aim to protect New Yorkers from the rising cost of prescription medications. Both target the operations of Pharmacy Benefit Managers (“PBMs”) by prohibiting business practices that raise the cost of prescription drugs and by increasing opportunities for independent pharmacies to compete with large, PBM-affiliated pharmacies. 

What are Pharmacy Benefit Managers?

PBMs are third-party ‘‘intermediaries’ that help negotiate costs and payment of prescription drugs between the major players in the prescription drug supply chain: health insurance providers, drug manufacturers, wholesalers, and pharmacies. PBMs determine which drugs are accessible to consumers, at what cost, and often by what pharmacies. 

PBMs contract with health insurance providers to manage prescription drug benefits for insured beneficiaries. PBMs do this by creating and maintaining formularies, which are lists of prescription drugs covered by health insurance plans. Each insurance plan has a unique formulary. When creating a formulary, PBMs negotiate discounts and rebates with drug manufacturers. That determines the prices insurance plans pay for prescription drugs and payments pharmacies receive for distributing drugs to consumers insured by the plan. 

When PBMs negotiate rebates with drug manufacturers, they typically retain a percentage of the rebate as profit, rather than passing the full amount to consumers. Because prescription drugs with higher prices often have higher rebates, PBMs are incentivized to include higher priced drugs on their formularies.

PBMs also play an administrative role for insurance providers by directly reimbursing pharmacies for dispensing drugs. PBMs receive administrative fees for these services from insurance providers and profit from ‘spread pricing.’ When a PBM receives a higher payment from an insurance provider than the amount the PBM pays to pharmacies, the PBM retains the difference. Legislators have identified spread pricing as a factor in increasing costs of prescription drugs for consumers.

The Federal Trade Commission reports that only three PBMs manage approximately 80% of all prescriptions filled in the U.S and that pharmacies affiliated with those PBMs account for nearly 70% of all specialty drug revenue. Critics argue that the tightly controlled marketplace has led to increased costs to patients and the closure or sale of independent pharmacies. 

PBM Regulation in New York 

In January 2022, Governor Hochul signed a first-of-its kind law in New York, providing for licensure and registration of PBMs. The law also set new standards that PBMs are required to comply with when operating in the State. In addition to reducing costs for consumers, Governor Hochul cited increased transparency regarding PBMs’ operations as a chief goal of the law.

The State Department of Financial Services is empowered to enforce the law and can receive complaints of violations of the law by PMBs from New Yorkers, pharmacies, and health care providers.

Impact of Amended PHL and New Regulations 

On September 27, 2024, the Governor signed legislation that eliminated the ‘gag clause’ that had prohibited pharmacists from telling consumers about negative reimbursements charged to pharmacies for prescription drugs. Negative reimbursements cause pharmacies not to stock certain drugs, limiting access to essential prescription drugs for consumers. By lifting the gag clause, pharmacists can explain why they cannot stock certain drugs, and consumers can use that information to petition their health insurance provider to increase access. 

The Governor recently announced new regulations governing market conduct for PBMs that:

• allow home delivery of prescription drugs by in network pharmacies;

• mandate PBMs to publish formularies and pharmacy directories;

• require PBMs to establish customer service lines;

• prohibit PBMs from steering patients to affiliated pharmacies;

• prevent PBMs from passing losses onto pharmacies when the PBM mistakenly approves a dispensed drug;

• permit small pharmacies to submit and receive electronic communications from PBMs; and

• require PBMs to apply the same audit standards to all in network pharmacies, helping small pharmacies compete with PBM affiliate pharmacies.

The regulations, supported by the Pharmacist Society of the State of New York, are anticipated to empower consumers, increase access to prescription drugs, level the playing field for small pharmacies and lower costs of prescription drugs across the State. 

For questions, contact Lippes Mathias attorney Sarah E. Steinmann by phone at 315-477-6232 or by email at ssteinmann@lippes.com.