This is how I evaluate the efficiency of my physiopractice
60 invoiced recipes per full-time employee and month: You don't have to have studied business administration to find your way in the supposedly confusing world of key figures.
With simple calculations from everyday practice, every owner with his practice can benefit from the findings.
A simple calculation based on the most frequently prescribed remedy physiotherapy (KG) serves as an illustration:
Basis: 7 hours of therapy per day with a 40-hour week
3 patients / treatments per hour
21 patients / treatments per day
105 treatments per week
450 treatments per month
450 treatments / 7 units = 64 invoiced prescriptions
The size, which a practice owner should roughly orientate himself by, is 60 settled prescriptions per full-time employee and month. At this point, the owner takes advantage of the current remedy reports and determines the number of patients in his catchment area. These are usually presented in patients per thousand health insurance members. According to the Remedies Report of 2017, approximately 0.5 inhabitants take advantage of physiotherapeutic services once a year. With a catchment area of 20,000 inhabitants, this means 10,000 patients per year and 833 per month. If one assumes six resident practices at the location, this corresponds to 139 patients per practice. With an average supply of physiotherapy in the catchment area, each of the six practices could work with 2.3 full-time therapists each in order to maintain a healthy weighting of patient potential to full-time therapists.
If the turnover is most often calculated according to Heilmittel KG and the private health insurance accounts are initially disregarded, then the practice would have a turnover of 16,250 euros per month (2.3 therapists times 139 prescriptions times 117 euros prescription value KG) or 7,050 euros per therapist. For comparison: with a 30-minute cycle, the turnover is only 4,710 euros per month and therapist. The turnover is compared with the expenses of the practice, for example rent, additional costs, contributions, insurance and personnel costs.
In this way, the profitability or viability of the company is roughly assessed. A too high cost structure or a too low average of billed prescriptions per month quickly has an effect on the profitability of the practice - a restructuring must take place here.
At first glance, key figures seem rather dry and theoretical. However, if you take these figures and the knowledge gained from them into account, you gain an advantage: This creates the opportunity to build a future-oriented and modern practice that defies the shortage of skilled workers and takes advantage of the self-payer sector.
This contribution is based on: Spalt J, Krause M. 2019. key figures in physiotherapy - better than its reputation. pt_Erfolg 3:10-11 www.pt-erfolg.de