Name of Practice: Neuroscience Specialists
Location: Oklahoma City, Oklahoma
President: Stanley Pelofsky, MD
Number of neurosurgeons: 14
Other physicians: 4 physiatrists, 1 pain specialist
Number of employees: over 50
Number of medical centers served: 8
Practice philosophy
Patient service and a “you bet”attitude is at the very heart of this very busy practice. We make an effort to see referred patients as quickly and efficiently as possible. We also make a very real and conscious effort to communicate with our patients, our referring physicians and third party payers. If we have any problems, we pick up the phone and solve the problems quickly. We all diligently try to dictate our consultations and follow-up notes to our referring doctors the same day.
Most innovative back office management solution
We develop our leadership from within and empower our area managers and staff to identify problems, develop solutions and then implement them. We have found that when you give the right people the power to create change, the results are rather remarkable. We hire bright, intelligent employees and develop some of them into area managers if they show the talent and desire. Once a week, I try to meet with our area managers to discuss problems that need to be solved in a coordinated effort with the practicing neurosurgeons. We pay our employees very well and have an exceptionally low turnover rate. This is a very high pressure, high volume, and high stress practice. We place enormous responsibility on our staff and expect them to perform.
Most innovative approach to managing external relationships
We use the telephone. A personal conversation often is critical to getting things done quickly and efficiently. When a neurosurgeon picks up the phone and makes a call, constructive things usually happen. A neurosurgeon can accomplish in minutes what often takes an employee hours or days to get done. We try to use our office time in the most efficient manner. Neurosurgeons need to see patients in the office. Occasionally, however, they need to advocate for a patient or for their practice. The phone works wonders.
Biggest investment in the practice in recent years
Our group is developing the Neuroscience Institute in Oklahoma City, which specializes in the treatment and diagnosis of neurological disorders. This 50,000 square foot pyramid facility has been architecturally tailored to serve the needs of our patients, as well as our own. We currently lease space in this facility and will move into it in the next three months.
Advice for neurosurgeons starting their own practice
Neurosurgery is not only a profession, it is also a business. Along with an individual neurosurgeons’ talents, skills, education and expertise, he or she also must develop business acumen and run an efficient, cost-contained business operation. The neurosurgeon entering practice should certainly become involved in their state neurosurgical societies as well, most importantly, the Council of State Neurosurgical Societies — where more business knowledge is exchanged in the field of neurosurgery than anywhere else in the universe. Young neurosurgeons must take professional development courses in office management, building a neurosurgical practice, coding, etc. They also must make certain that a professional who is knowledgeable in the day-to-day workings of a busy surgical practice is managing their office.
Future of neurosurgical private practice
Bigger is not only better but may be the only way. In this day and age, large groups cannot only accomplish economy of scale but also can develop contracting advantages. The solo practitioner and small practice groups will find it very difficult to compete against the large groups in the future.
Closing thoughts
My partners and I respect and admire each other. We work hard and we share profits equally. We are very happy to be practicing in Oklahoma City.