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Medical
Economics Website
November 19,2001
Dispense the drugs you prescribe?
By Deborah Borfitz
Computerized systems are making it increasingly profitable to do
this in your office. Here's what you need to be successful at it.
Richard D. Loew of Stuart, FL, writes multiple prescriptions for
many of the 40-plus patients he sees every day in his walk-in clinic.
That isn't unusual for an internist and emergency physician with
a large Medicare practice. What is unusual is that he makes between
$35,000 and $60,000 per year from selling medications to many of
these patients.
Using computer software and drugs supplied by Physicians Total
Care, based in Tulsa, OK, Loew earns a profit of $4 to $6 per prescription.
His in-office dispensary offers 70 percent of the drugs he prescribes,
and accepts many of the same insurance cards that the pharmacy chains
take.
Not all physicians who do in-office dispensing earn as much from
it as Loew does. Azar A. Korbey, an FP in Salem, NH, has long been
a client of Allscripts Healthcare Solutions, which handles the lion's
share of the in-office dispensing business. In a practice that's
80 percent managed care, Korbey and his partner split about $20,000
in net profits annually on gross drug sales of $8,000 to $10,000
per month.
Whether you have a lot of managed care or not, modern systems eliminate
inventory management problems that once made drug dispensing an
economic loser. "Because of computerization, in-office dispensing
can make a lot of sense today," says Gray Tuttle Jr., a practice
management consultant in Lansing, MI.
For some physicians, the motivation for in-office dispensing goes
beyond the lure of profits. Maryland Primary Care Physicians, for
instance, was having a "terrible time" keeping track of
its prescription writing and refill requests, says FP Victor M.
Plavner, one of the Arnold, MD, group's five physicians. The sloppy
handwriting and shortcut notations of prescribing physicians were
also raising patient safety concerns.
Both issues were resolved by Allscripts' computerized medication
management system. The bonus was the drug-dispensing feature, which
has covered the group's investment plus a small profit.
Even if improving patient care is your main goal, however, bear
in mind that the ethics of dispensing to patients is a matter of
debate in the medical community. Both the AMA and the American College
of Physicians-American Society of Internal Medicine say it's okay
to dispense, but only if patients aren't exploited. (The AMA also
discourages doctors from selling nonprescription drugs that are
available elsewhere.) That means you should be sure your prescribing
patterns won't be altered by financial self-interest.
The regulatory environment can also present challenges. Massachusetts,
Montana, Texas, and Utah prohibit physicians from dispensing drugs
in their offices, according to Cliff Berman, senior vice president
and general counsel for Allscripts. Most other states regulate in-office
dispensaries just as they do pharmacies.
Is in-office dispensing for you? That depends not only on ethical
and regulatory issues, but also on how your office is set up, the
nature of your practice, and your marketing approach. It may be
harder to master the financial side of the business than the technology
itself. But turnkey dispensing systems offer a number of features
that help automate such financial chores as inventory tracking and
reordering.
How the dispensing systems work
Allscripts' dispensing system, used by 12,000 physicians, is part
of a medication management system that includes a handheld computer
with touch-screen commands, a desktop computer, and a printer. The
handheld device communicates by radio waves with the front-desk
PC, on which patient information is stored. The doctor selects the
patient, then the diagnosis from a list of ICD-9-CM codes that correspond
to the practice's most frequently seen diseases.Next, a list of
the most common medications the practice uses to treat that condition
pops up on the screen. The system also provides information on dosages,
therapeutic equivalents, drug interactions, drug allergies, and
conflicts with the insurer's formulary.
For an insured patient, the doctor clicks the "card"
button for an automatic connection to the pharmacy benefit manager
used by the patient's health plan, explains George M. Iannini, a
Connecticut internist employed by the Danbury Health Systems. Final
payment approval takes 20 seconds, he says. Office staffers can
then either dispense the medication, print out the prescription
to be filled elsewhere, or send the script online or by fax to a
local pharmacy.For a script filled in-house, the computer prints
out standard drug information for patients and labels for the bottle,
medical chart, encounter form, and audit log (which tracks what's
dispensed to whom and when).
There's little room for error. A bar code at the bottom of each
prepackaged drug alerts the person dispensing the drug if the wrong
one was picked; it also prevents labels from being printed if the
product will expire during the course of therapy. The lot number
is automatically recorded so that the drug can be tracked in case
it's recalled.
Iannini and two of his physician assistants at Primary Care of
Southbury (CT) started using the Allscripts system in the fall of
1999 and now dispense between 350 and 400 prescription drugs per
month. "You can be fairly facile with the system in a few weeks,"
he says. "It doesn't require a lot of computer literacy."
Physicians Total Care doesn't offer the capability of going online
with pharmacies. Unlike Allscripts, its main competitor, PTC is
purely a dispensing system, although it does provide prescribing
software that works on handheld devices. Physicians are provided
with a cost review and contraindications for different types of
medications, but otherwise they write scripts as usual.
Staffers then fill the prescription using Windows-based dispensing
software and a bar-code scanner to ensure the correct medication
is picked. The system automatically flags refill dates and prints
mailing labels, unless the patient plans to pick up the refill at
the office.
PTC connects physician offices electronically to pharmacy benefit
managers, enabling claims to be filed for more than two-thirds of
patients carrying drug cards, says Bill Janis, a regional sales
manager for the company. By tapping the same electronic data interchange
network that pharmacies use, he notes, medical offices can obtain
online verification of patient coverage and have their claims adjudicated
immediately. Claims are typically paid in less than 30 days.
Getting started is the big expense
Allscripts charges an installation fee of about $1,500 per practice.
Monthly subscription fees range from $100 to $350 per doctor, depending
on how much of the required hardware—including a handheld
prescribing device, a desktop computer, and a printer—you
already own. PTC has a one-time licensing fee of $4,000 per practice
site. The company
also charges $175 per site in monthly system support and connection
fees, and gets 9 cents per insurance card transaction. None of this
includes the cost of the equipment, including a handheld bar code
scanner (about $150), a laser printer ($300), and a computer. You'll
also have to get a software package called LapLink 2000 for Windows,
but the cost of the dispensing software is covered under the licensing
fee.
When internist Richard Loew started with PTC seven years ago, the
initial setup cost him between $10,000 and $15,000, including a
one-month supply of drugs. But sales manager Bill Janis says the
software license fee was far higher then, as was the price of computer
equipment. So with a small amount of drugs, he says, a doctor can
now get into dispensing for as little as $3,000.
Whichever dispensing system you use, you must make sure that the
cash inflow from dispensing exceeds the cost of purchasing drugs.
This isn't a problem for Azar Korbey in New Hampshire. Because drugs
are reordered at the beginning of each month and don't have to be
paid for until the end of the following month, he can afford to
keep $25,000 of inventory on the shelf. "I turn over my inventory
every four to six weeks. The drugs are paid for by the time I have
to pay Allscripts, so I'm always in a positive cash-flow position,"
he says.Korbey's stock of 250 prescription drugs, plus a handful
of over-the-counter drugs and herbal remedies, is fairly broad.
But you don't have to carry such a wide variety to be successful.
Lincoln Park Family Physicians, a two-doctor practice in Chicago,
dispenses only 50 of the more common prescription drugs, as well
as a few OTC decongestants and cough medicines.Your profit potential,
however, will be limited by the amount of inventory you carry. Iannini,
for instance, says dispensing brings in only $5,000 to $10,000 a
year for each doctor in his group. "There's not a ton of money
in this relative to the amount of work and inventory," he says.
"We carry about $6,000 to $7,000 worth of drugs, but we probably
need $10,000 to $20,000 to do it right."
Your payer mix can also have a major impact on the income potential
of in-office dispensing, notes PTC's Janis. For example, he says,
workers' comp yields an average margin of $16 per prescription vs
$4.50 per script for drugs covered by managed care plans. Straight
cash transactions ring up an average profit of $13 per medication.
Because Allscripts deals with a lot of health plans, its clients'
average margin is closer to $4 per script.
The average margin dictates the number of prescriptions you have
to fill each day to break even on the dispensing system. In Korbey's
practice, for instance, the break-even point is reached at four
prescriptions per day.
Cash-paying patients invariably save money by buying at the office
rather than local drug chains, although the doctors pay more than
pharmacies for the drugs they dispense, says Korbey. On formulary
drugs, he states, patients generally pay at least $1 less than they
would at area pharmacies.
Generic drugs can be much cheaper in the office. For example, Korbey
sells a month's supply of ranitidine for $20, less than half what
it would cost in a drugstore. Margins on generic drugs are usually
better than on brand-name medications, because many patients are
willing to pay for them in cash. This is especially true if the
copayment on the generic drug at the pharmacy is more than the full
cost of the same drug purchased in the office.
Lincoln Park Family Physicians sells mostly generics. Paid for
in cash, they generate a profit of $7 to $8 per prescription, notes
FP Steven H. Rube, compared with margins as low as $2 to $3 per
script if claims are filed with health plans. While dispensary earnings
go to the health system that owns Lincoln Park, prescription sales
affect the doctors' bottom line via productivity bonuses, says Rube.
Physicians who are considering dispensing would be wise to examine
whether reimbursement from third-party payers will cover costs,
says Philip Beard, a health care consultant in Overland Park, KS.
Margins can be pretty slim, he notes. Drugs generally can't be acquired
for less than 15 percent below the average wholesale price, and
pharmacy benefit managers typically pay 12 to 13 percent below this
wholesale price, plus a $2.95 dispensing fee.
"Unless you're in a market or specialty that has relatively
high-priced drugs, it may be more hassle than it's worth,"
says Beard. The only way to compete with "Wal-Mart margins"
on basic scripts, he contends, is to dispense in volume.
Doctors calculating the cost-benefit ratio of an in-office dispensary
also should be mindful of the potential impact on staffing. It could
mean extra duties for the office nurse, who often pulls the drug
and handles the labeling, and the receptionist, who collects payments
or copays. Hiring a person dedicated to the dispensary makes financial
sense only if your practice will be dispensing lots of drugs.
Patients like the convenience of in-office dispensing
One ancillary benefit of in-office dispensing is that it saves
patients a trip to the pharmacy. Rube says, "Some well-off
patients are willing to pay up to $50 out of pocket to fill their
prescription in the office rather than make a $10 copayment and
wait for hours at the pharmacy," especially if they're sick
and toting kids.
Iannini says he was initially concerned about how patients would
respond to his dispensary, largely because everything he'd read
suggested that the bill they left the office with—including
the portion for drugs—would be perceived to be entirely for
doctors' services. "What I found is that patients absolutely
love it," he says. The convenience of one-stop shopping "has,
without question, helped the practice."
Patients also consider confidentiality a "big plus" of
an in-office dispensary, says Korbey. "They don't want everyone
in the world to know they're on Prozac or Zoloft or taking something
for constipation or herpes."
According to Janis, dispensing drugs in the office is associated
with a 30 percent increase in medication compliance. This is partly
because patients actually get their prescriptions filled. Also,
says Janis, doctors are better than chain pharmacists at giving
patients directions on how to take drugs correctly.
The risk of drug theft is small, dispensing doctors say, because
they don't stock controlled substances stronger than codeine-enhanced
Tylenol and cough medicines, and because everything is kept in a
lockable drug cabinet. Rube's cabinet has two-inch-thick doors and
giant padlocks and "there's an alarm and infrared beam on everything.
Plus, we stock antibiotics and hypertension drugs—not big
targets for break-ins." Automated inventory control makes even
a single stolen bottle hard to miss.
Dispensing doctors say they're not exposing themselves to any additional
malpractice liability. In fact, some expect their malpractice insurance
premiums will eventually drop. "A few companies offer a premium
cut of 3 to 5 percent if you have an electronic medical record,"
says Iannini. "I think that's on the horizon for in-office
dispensing, too," because it provides electronic documentation
of prescriptions.
Regulations and ethical rules for dispensing
Most states regulate in-office dispensing through either a board
of pharmacy or a board of medicine. Like pharmacists, physicians
in these states must comply with requirements related to drug storage,
packaging, labeling, and record keeping. Many states also require
some type of licensure.
State oversight of in-office dispensaries "varies tremendously,"
says Todd Wormington, manager of regulatory support for Overland
Park, KS-based AccessMED, which provides pharmaceutical support
services. "Some states, like California and Florida, are highly
regulated. In Nebraska, you have to be licensed in the same manner
as a retail pharmacy. In Missouri, regulations are very loose and
there's not a lot of information." In a few states, including
Vermont and New Hampshire, there are no regulations specific to
in-office dispensing at all.
Especially if you live in a state without detailed dispensing rules,
adds Wormington, you should become familiar with federal regulations
regarding drug packaging and labeling and consultation with patients.
Doctors also need to be mindful of safe harbor regulations if they
accept Medicaid reimbursement, points out Michael Brown, president
of Health Care Economics in Indianapolis. They must give patients
the option of filling their prescriptions elsewhere, and they need
to follow Medicaid price lists that average about 10 percent above
cost. At that rate, he says, "in-office dispensing doesn't
make any sense for Medicaid-oriented practices unless you practice
in a remote area and do it strictly for patient convenience."
Federal legislation governing Medicare also requires that patients
be allowed to choose between having their prescriptions filled in
the office or at a local pharmacy, says Janis. This is typically
handled via a sign in the waiting room, which also includes state-mandated
language regarding the availability of generic medications and patient
counseling.
There's certainly nothing to stop "unethical" doctors
from overprescribing, says Iannini, any more than there's a way
to control excessive ordering from an in-office lab or radiology
facilities. But most physicians are "creatures of habit"
and prescribe accordingly, he maintains.
Korbey's prescribing habits are not influenced by the presence
of his in-office dispensary, he says. But if his first-choice medication
is out of stock, he will offer his patient a formulary-compliant
alternative that's in his dispensary. "Chances are that the
copay is the same," he says. "But will I change a drug
without telling them? Usually not."
The author is a freelance writer based in Vero Beach, FL.
Deborah Borfitz. Dispense the drugs you prescribe?. Medical Economics
2001;22:44.
Copyright © 2001 and published by Medical Economics Company
at Montvale, NJ 07645-1742. All rights reserved.
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