Dr. Marc B. Cooper President/Founder Established 1984
FUTURE STRATEGIES The Future for Small Group Practice
KEYNOTE A prevailing tone or central theme, typically introduced at the start of a conference.
KEYNOTE A prevailing tone or central theme, typically introduced at the start of a conference.
Opportunity
Small group practices have the best chance for success if they understand where the industry is headed and are willing to take the risks.
FUTURE STRATEGIES
The future has yet to happen.
The future has yet to happen. So anything is possible.
This is just how I see the future of dentistry:
This is just how I see the future of dentistry: oNot the truth.
This is just how I see the future of dentistry: oNot the truth. oNot asking you to believe me.
This is just how I see the future of dentistry: oNot the truth. oNot asking you to believe me. oAsking you to consider what might in fact be a
possible future.
Possibility Opportunity Future
This is just how I see the future of dentistry: oNot the truth. oNot asking you to believe me. oAsking you to consider what might in fact be a
possible future.
This is just how I see the future of dentistry: oNot the truth. oNot asking you to believe me. oAsking to consider what might in fact be a possible
future. oYou are responsible. You are the chooser.
This is just how I see the future of dentistry: oNot the truth. oNot asking you to believe me. oAsking to consider what I saying might in fact be a
possible future. oYou are responsible. You are the chooser.
Every Choice has a Consequence
“When it comes to the future, there are three kinds of people: those who let it happen, those who make it happen, and those who wonder what happened.” John M. Richardson Jr. Professor of International Development American University
CHANGE
TYPES OF CHANGE Evolutionary
Revolutionary
TYPES OF CHANGE Evolutionary •Gradual and incremental •Elaborates and embellishes what already is; e.g. caterpillar growing larger •System stays the same; e.g. rotary phone to push button phone
Revolutionary
TYPES OF CHANGE Evolutionary
Revolutionary
•Gradual and incremental •Elaborates and embellishes what already is; e.g. caterpillar growing larger •System stays the same; e.g. rotary phone to push button phone
•Rapid, all at once •Fundamentally alters the very nature of the system; e.g. caterpillar to butterfly •Whole system is replaced by a new system; e.g. land line to cell phone
TYPES OF CHANGE (Dentistry) Evolutionary TODAY
•Pay per procedure •No real oversight •Fee‐for‐service model •Win the indemnifying game •No data •Purchaser uninformed •Model based on solo practice •Self or Bank financed – dentist holds the debt
Revolutionary FUTURE
•Pay for outcomes and value •Quality Assurance •Capitated Model •Managed care •Big Data •Purchaser very informed •Model based on corporate practice •Equity partners / Venture Capitalists – finance companies hold the debt
CHANGE Based on Assertion
Assertion vs Assumption
Assumption A thing that is accepted as true or as certain to happen, without proof.
Assertion A confident and forceful statement of fact based on evidence (proof).
Assertion Within a decade Managed Group Practice will dominate the industry.
Solo Practice
Strictly Fee of Service Family Practice
90%
Small Group Practice Managed Group Practices Corporate 20%
Other Forms
10% 2007
2020
2012 - Growth of Managed Group Practice to Family Practice was 20 to 1 (ADA and NADP)
CHANGE Reaction to Assertions and accompanying Evidence
Fear
Loss of Control
Unable to Write Your Own Story
Unable to Make Money
Or, See these Changes as an Opportunity
ADA Health Policy Institute Dental firms with more than 10 offices and the number of offices they control has increased from 157 to 3,009 (ADA; 2007)
The ADA and Health Policy Resources Center (HPRC)
…fewer but larger
Taking a bigger piece of the pie
Largest Group Practice Greatest % of Revenue Growth
ADA Health Policy Institute Percent of dentists who are ‘solo’ practitioners has declined from 67.0% to 57.5% (ADA; 2012)
Solo Practice (76%) (69%) (57.5)%
‘Run Rate’ The ADA and Health Policy Resources Center (HPRC)
Assertion Within a decade Managed Group Practice will dominate the industry.
Adoption Curve
Tipping Point (15%‐18%)
Malcolm Gladwell – “The Tipping Point”
Adoption Curve
Tipping Point (15%‐18%)
Malcolm Gladwell – “The Tipping Point”
Adoption Curve
Large Managed Group Practices 2015
2020
Malcolm Gladwell – “The Tipping Point”
SAME PAGE Begin with Common Language
Definitions CORPORATE DENTISTRY A variety of practice modalities in which management services, at a minimum, are provided in a manner that is organizationally distinct from the scope of activities performed by a dentist within only his or her practice.
EQUITY FIRM oAn outside, for‐profit investor oRaises capital for the DSO oPrivately or publically‐traded
EBITDA and EBITA oEarnings Before Interest, Taxes, Depreciation, or Amortization oHow equity firms (for‐profit) determine market value oResale value in five years or so versus net revenue
DENTAL SERVICE ORGANIZATION (DSO) DENTAL SERVICE ORGANIZATION oStructure which deals with the delivery of patient care oCan be a large group practice or multiple PC units oOften contract with a MSO for management services oMembers of a DSO ‐ anyone who directly touches the patient (anyone who puts on gloves)
DSO – Internal Management o Dentist practice owners are the shareholders of the DSO o Common mission, values, guidelines/protocols set by Board (Board represents ownership’s interests) o Business management through a centralized, internal team
BOARD WORK: BOARD WORK Governing Health Care Organizations by Dennis Pointer & James Orlikoff
DENTAL MANAGEMENT SERVICE ORGANIZATION (DMSO) ORGANIZATION A structure where both business decisions and patient care are combined.
DMSO (With Management Contract) Without Outside Equity Owners
DMSO (With Management Contract) With Outside Equity Owners Business Services Contracts
MANAGEMENT SERVICE ORGANIZATION (MSO) oTop‐tier structure for decisions affecting the overall business aspects of the corporation oMakes money from the DSO components
Why Is This Occurring?
Context
Decisive
Managed Group Practice
The context of dental practice is rapidly changing.
STEP I – “LEARNING” GROUP Evidence of Contextual Shift o Rapid Growth of Managed Group Practices o Explosion of Consolidations and Acquisitions o Affordable Health Care Act – Exchange Program o Quality Assurance, Peer Review and Chart Review o Big Data o Midlevel Providers o Loss of Individual State Licensing o Itinerant Specialists
STEP I – “LEARNING” GROUP Evidence of Contextual Shift o Disease and Risk Management o Reimbursement – Moving from Fee‐for‐Service to Outcome/Value o Tremendous Infusion of Cash (EP and VC) o New Dental Schools o Emergence of Payer‐Provider Enterprises o Change in Dental Insurance – Embedded o Shift in Mind‐Set of New Dentists
STEP I – “LEARNING” GROUP
Capital Pouring In
STEP I – “LEARNING” GROUP Dental Practice Management In the last decade, more than 25 private equity firms have invested significantly in this changing healthcare sector, of which certain large DPM companies already have annual revenue exceeding $100 million. Such investments are paying off for private equity firms. A Sageworks analysis found DPM investments generated the highest return on equity of the industries they examined.
STEP I – “LEARNING” GROUP
Healthcare Private Equity Investment — Five Areas to Recommended in 2014: Hospitals and Health Systems, Pain Management and Anesthesia, Ambulatory Surgery Centers, Urgent Care and Dental Practice Management. Scott Becker, JD, CPA, and Tim Fry, JD January 13, 2014 Becker’s Hospital Review
Context Entire System
CONTEXT Context determines what
Decisive succeeds & what fails
Context Shifts System Changes
System Changing
Primary Stakeholders in the System
80 / 20 Rule
Managed Group Solo Small Group Practices
80 / 20 Rule
Solo Managed Group Small Group Practices
Irreversible Change Underway
80 / 20 Rule
Solo
Group
System Change Economics Change
STEP I – “LEARNING” GROUP
Current Data
Average Annual Growth Rate
Average Annual Growth Rate
Dental Expenditure per Capita
Per Capita Spending (Down)
National Dental Expenditure
Patient Expenditures (Flat)
Average ‘Per Patient’ Revenues
Per Patient Spending (Flat/Down)
Expenditure by Patient Age Patient Revenues; 65+ (Down) Patients 21 – 64 (Down)
Children 1‐ 20 (Up)
Dentist Earning Net revenues are trending downward
GDP
Not Busy Enough
Patient Wait Time
STEP I – “LEARNING” GROUP Dental Insurance The ADA recently reported that nearly 73% of all dental patients last year had some form of dental plan. Meaning 73% of the available dental patient market either has insurance or is on Medicaid/State Program.
STEP I – “LEARNING” GROUP Dental Insurance 92% of all dentists are contracted with several major PPO plans as participating as in‐network dentist. That leaves only 8% out there that are true fee for service practices. Even among the 8% fee for service, even those practices see a good majority of insured patients.
Shifts in Reimbursement Increase in Government
Decrease in 3rd Party
Decrease in Out of Pocket
Dentist Ownership Only 20% of new dentists entered into some sort of dental practice ownership structure upon graduation in 2006 vs. 26% in 1989. Between 1989 and 2006 the number of dentists who work as employees has increased from 50% to 75%.
Dentist Ownership Percentage of all dentists who are part of a larger company is greatest in the youngest cohort, below thirty‐five years of age.
Albert H. Guay et al. J Dent Educ 2012;76:1036-1044
CONSOLIDATION
INTENTION OF CONSOLIDATION o Increase Top Line Revenue ‐ Production o Decrease Costs – Fixed and Variable Expenses o Increase P/E ratio o Increase EBITDA o Enhance Marketing o Economies Scale (Contracting/Purchasing/Staffing)
Consolidation will only work when linked to Collaboration
CONSOLIDATION Structural
COLLABORATION Relational
Collaboration Most Dentists Fail at Collaboration
STEP I – “LEARNING” GROUP Domains of Being Dentist
Individual I/Me
Dental School
STEP I – “LEARNING” GROUP Dentist
Individual
Dental School
I/Me Relationship You and Me
Associate or Beginning Practice
STEP I – “LEARNING” GROUP Dentist
Individual
Dental School
I/Me Relationship You and Me Group Us
Associate or Beginning Practice Practice Owner
STEP I – “LEARNING” GROUP Dentist
Individual
Dental School
I/Me Relationship You and Me Group
Associate or Beginning Practice Practice Owner
Us Organization We
Senior Executive Board Director
STEP I – “LEARNING” GROUP Dentist
Individual
Dental School
I/Me Relationship You and Me Group Small Group Organization
Associate or Beginning Practice Practice Owner
Us Organization We
Senior Executive Board Director
STEP I – “LEARNING” GROUP Dentist
Individual
Dental School
I/Me Relationship You and Me What’s Best For Us
Group
What’s Best For Company
Organization
Associate or Beginning Practice Practice Owner
Us
We
Senior Executive Board Director
Build a Corporate Structure Board MSO
Board DSO
CEO
President of DSO
COO, CFO, HR, IT, VPs
Subcommittees
Marketing, Facility
Formulary, Lab. QA, Recruitment
Dentists Regional Managers Office Managers Administrative Staff Assistants
Patients
Build a Corporate Structure Board MSO
Board DSO
CEO
President of DSO
COO, CFO, HR, IT, VPs
Subcommittees
Marketing, Facility
Formulary, Lab. QA, Recruitment
Dentists Regional Managers Office Managers Administrative Staff Assistants
Patients
Can You Make the Leap?
Make the Leap Practice Leader to Corporate Leader
Make the Leap Practice Manager to Senior Executive Manager
Make the Leap Director of a Board
Make the Leap Corporate Leader Senior Executive Manager Director of a Board
FUTURE STRATEGIES
Dr. Marc B. Cooper President/Founder
[email protected]