In the first part of our embezzlement series, we discussed the who, what, and why of embezzlement. This second part will focus on lowering your chances of becoming an embezzlement victim.

The Perfect Target

David Harris, CEO of Prosperident, a company of experts investigating dental embezzlement, believes that no one can prevent the crime but that dentists are often easy targets because of their single-minded focus on producing dentistry, with little concern over the practice’s revenue cycle (D. Harris, personal communication, May 23, 2024). Harris says that the embezzler enters the practice looking for the strength of the owner’s oversight. Specific owner characteristics embolden the embezzler to act:

• Is the owner comfortable with viewing pre-printed day sheets?
• Who enters treatment?
• Does the doctor track the top-line revenue?
• Does the accountant receive pre-printed day sheets and other reports?
• Does the doctor have account access to third-party payers, vendors, etc?
• Does the office staff have too much control?
• Does the doctor allow office staff uninterrupted access to all parts or consecutive parts of the revenue cycle?
• Are doctors tracking month-end revenue numbers?

Owners who exhibit a lackadaisical attitude about the business of dentistry are prime targets for embezzlers because they fit the embezzler’s profile for a successful scam.

How do they do it?

According to Harris, embezzlement is a crime of adjustment, not cash theft, in our technologically dependent environment. Doctors seldom do more than glance at a manager-printed day sheet. Inattention to the account adjustments leaves owners vulnerable to continuously losing revenue. Since the average embezzlement is detected after two years of theft, doctors can lose a significant chunk of their assets before discovering the scheme. Additionally, Harris cites that accountants often only receive documents produced and delivered by the office staff, which allows the falsification to go undetected.

Delegation vs. Abdication

Fraud prevention plans start with a commitment by practice owners to manage their practices. Too often, owners divest control to the office manager so they do not have to wade into tiresome financial details. Preferring to practice clinical skills, many dentists unwittingly open the door to embezzlement because they abdicate their responsibilities under the guise of delegation (Prosperident, 2020). Dentists are unprepared in their business, management, and oversight training. They often rejoice when a competent office manager arrives and condones the hands-off management style. However, few office managers have formal training either. This creates a “perfect storm” scenario for would-be embezzlers. A dentist with no desire to exercise accountability and who extends trust to them allows embezzlers to thrive. Harris (2023) has this to say about practice ownership:

“If you want to own a dental practice and enjoy the numerous financial and lifestyle advantages of practice ownership, you must concurrently accept the responsibilities of being an owner. And one of the biggest responsibilities is oversight (p.134).”

Prosperident (2020) offers these helpful insights on owner accountability:

• Accountability is not abstract but actionable: Owners should design office operations around a culture infused with trust and verification.
• Accountability requires knowledge and time investment: Prosperident (2020) quips, “Administration is not a cruel joke that the world has played on the dental profession; it is a vital link in the chain between the treatment of patients and your financial well-being.”
• Accountability means operational decisions rest with you: In some cases, office managers begin to feel ownership of the office, often acting as a surrogate who knows what the owner wants. Lack of oversight allows those managers greedy for illicit gain to foil any initiatives owners pursue. Dental offices thrive in the team mentality, but remember who owns the team!
• Accountability thrives in an oversight environment: Owners must set up policies and stick to them. Set up job expectations and make sure they are performed as prescribed. Cross-train other team members so that no one holds the keys to all information and access. Allow only legitimate and infrequent unsupervised work opportunities. Ask managers to print reports while you stand by for them instead of letting the employees do it within their own timeframe. Print reports yourself and study them carefully for any discrepancies.

Dentists who have never required accountability may fear that employees will feel discredited. When introducing accountability measures, owners must ensure that employees understand the intent of the new oversight policies and procedures. Assure the staff that these positive changes will facilitate best business practices and assist operations when employees transition out of the office. Let the team know that you better understand your owner’s duties, including proper oversight, and that you will intentionally protect the office’s future, which helps preserve their jobs. Listen to their concerns but remain firm that the new operational tactics will be enforced.

In our next blog post, we will look at some tips on making operational changes to your office protocols to assist you in exercising appropriate accountability planning and oversight.

 

References

Harris, D. (2023). Healers versus stealers: How to outsmart the thief in your dental practice. Tellwell Talent. Kindle Edition.

Prosperident. (2020, July 20). Delegation versus abdication. Delegation versus Abdication – Prosperident

Imagine this: Dr. Thompson had built a thriving dental practice over twenty years ago. He’d weathered staffing changes and insurance headaches. But nothing could have prepared him for the devastating discovery—a trusted employee had been embezzling for years. Unfortunately, this story isn’t unique. While staffing shortages and low reimbursements dominate headlines, a more insidious threat lurks within dental practices: embezzlement.

Most are unaware of its occurrence, and many deny it could happen to them. William Hiltz (2023) says dentistry is one of the most embezzled professions, citing that 60% of dentists have been embezzled sometime during their careers. Other experts offer sobering statistics, as well. A 2019 ADA Council on Dental Practice survey found that about 49% of respondents had been embezzled, a staggering 22% more than in years past. In Healers versus Stealers: How to Outsmart the Thief in Your Dental Practice, David Harris (2023), CEO of Prosperident, a team of dental embezzlement experts, states that 70% of dentists will eventually experience this crime of relationship.

The incidence of embezzlement is increasing over time. In our exclusive interview, Mr. Harris (D. Harris, personal communication, May 23, 2024) cited a 2007 ADA survey, which found that 35% of dentists had already experienced embezzlement. He noted that by 2019, that number had risen to 47%. Further, the COVID pandemic brought a sharp uptick in the number of calls Prosperident received from concerned doctors. Harris attributes this increase in call volume to the shutdowns forcing doctors to learn their practice management software to post payments or enter emergency treatment without the usual support staff.

What Embezzlement Is

Embezzlement is a subset of fraud. Harris explains that it is a scheme of stealing and concealing the theft. It is an intentional and repetitive theft often perpetrated by diverting incoming funds called “skimming.” However, some bad actors steal time and resources or tamper with payroll. Harris remarked that the front office staff target revenue; however, the back office embezzles gold from crowns, endo files, handpieces, and supplies, which they resale. Embezzlers commonly use more than one scheme at a time, and some are serial fraudsters who move from office to office to avoid detection. From his experience, Harris (2023) finds that embezzlers make off with 2%-4% of the practice’s collections through a series of ongoing small thefts. Before they are discovered, the average thief will swipe $109,000!

Why Embezzle?

In our interview, Harris revealed that, in his experience, embezzlement is a crime of greed or need. He notes that the proportion of those who steal for greed versus need is a function of the current economic conditions. Harris believes that in our post-COVID environment and current economic downturn, the ratio is shifting toward need as people experience growing financial insecurity.

 Who Embezzles?

Citing the ADA Council of Dental Practice survey, Harris (2023) notes that embezzlers are more likely to occupy administrative roles (71%) than clinical roles (29%). Administrative staff who embezzle often occupy supervisory positions (36%) or are administrative assistants, treatment coordinators, or financial coordinators (32%). Some embezzlers are doctors who steal from their partners (10%). The commonality among the embezzlers is that they enjoy and often adamantly pursue trusting relationships with their victims.

Harris (2023) says embezzlers use one or more rationalizations to acquit themselves of their consciences. From idealizing themselves as the engine in the practice’s success to believing themselves entitled to more, equivocating that other people embezzle, or insisting they did not take very much, embezzlers deny responsibility or injury to the owner and normalize their misdeeds.

It is common for the embezzler to position themselves in the practice as the owner’s go-to for keeping the practice running smoothly. Often, these employees are seemingly dedicated to the office, staff, and patients. They may be hard workers willing to go the extra mile or work after hours. They may shun vacations and reject the help of others to perform tasks. They are often well-liked by other employees and patients and are known to be givers. In most cases, these behaviors are performed by conscientious employees who are what they seem. Unfortunately, embezzlers sometimes model these characteristics to keep their true intentions from being revealed.

Myths and Red Flags

Many dentists mistakenly believe they will never be embezzled. They cite several reasons, which include the following (Harris, 2023):

• I live in a suburban area or a small town.
• I pay my staff well, so their compensation keeps them loyal to me.
• My staff members are good people, and we are all on the same team with the same goals.
• I check day sheets regularly so I know if there are discrepancies.
• We don’t have many cash transactions, so there is little to steal.
• My practice management software prevents embezzlement from happening.
• I would notice the revenue decreasing if I were being embezzled.
• My accountant would notice any fraudulent activity.
• I call references when employees are hired.
• I know what is going on in my office.

Sadly, these ideas mistakenly keep dentists from noticing red flags that signal they are paying someone to victimize them. Some red flags that dentists may see include the following (Hiltz, 2023):

• Bringing the Bling: Embezzlers might exemplify standards of living that are disproportionate to their income. Buying luxury cars and expensive jewelry, enjoying elaborate vacations, or splurging on concert tickets for multiple friends is unlikely on a dental office salary. Some embezzlers even use the stolen funds to generously pay for others’ debts or give excessive gifts.
• Debt, Divorce, or Down on Their Luck: Financial hardships are intense pressures. Employees getting frequent collection calls or complaining about their money woes or debt load can be tempted to help themselves to your money.
• Corner Cutters: Sometimes embezzlers use situational ethics when handling patient and insurance charges. Beware of employees who cut ethical corners and feel entitled to do so. Be sure you don’t cut corners, like taking cash without reporting it or falsifying personal expenses as office expenses.
• Job Control: Employees who frequently ask to come in early or stay late to catch up may have legitimate reasons for the requests; however, embezzlers need privacy to work their scams. Fraudsters often resist changes in office policies or practices, especially changing practice management software, accountants, bookkeeping software, insurance posting, and patient billing. They frequently balk at getting additional help, stating the helper may interfere with their system. They may be slow to respond to requests for documents relating to the financial side of the practice.

While it is difficult to embrace, you cannot fully protect yourself from becoming a fraud victim. However, there are operational controls that, when implemented, may alert would-be embezzlers that their schemes are not likely to go unnoticed. If you are curious about embezzlement statistics, click here.

 

References

American Dental Association. (2019). 2018 CDP survey on employee theft in the dental practice. Center for Dental Practice.

Harris, D. (2023). Healers versus stealers: How to outsmart the thief in your dental practice. Tellwell Talent. Kindle Edition.

Hiltz, W. (2023). It’s a fact. Dentistry is one of the most embezzled professions. The Profitable Dentist. It’s a FACT. Dentistry Is One of the Most Embezzled Professions – The Profitable Dentist

 

Is your dental office feeling the squeeze? Rising costs and staffing woes are plaguing practices nationwide. But fear not, you’re not alone! Here are 5 key signs your dental practice needs a refresh, along with solutions to get you back on track:

1. You’re Struggling to Find Staff:

• Having trouble filling hygienist, assistant, or even front office manager positions? You’re not alone. The 2023 Dental Economics survey found hygienist shortages are at a staggering 79% in the Midwest! This can seriously impact your practice’s efficiency and production.

Solution: Rethink your recruitment strategy. Offer competitive salaries and benefits, and consider flexible scheduling options.

2. Patients Aren’t Coming in as Often:

• Short staffing can lead to longer wait times and a decline in patient care timeliness. Additionally, inadequate front office coverage can lead to communication breakdowns and missed appointments.

Solution: Streamline your scheduling and communication processes. Invest in technology that can automate tasks and keep patients informed.

3. Your Profitability is Taking a Hit:

• DeStefano (2023) reports that practices with staffing shortages experienced a 10% drop in collections in 2023. This could be due to reduced patient flow, inefficient billing processes, or outdated fee schedules.

Solution: Analyze your current fee structure. Consider raising fees by 5% annually to keep pace with inflation. Don’t be afraid to renegotiate with insurance providers, and consider alternative payment models like membership plans.

4. You’re Stuck in a PPO rut:

• While PPO plans offer predictable patient traffic, they often come with limitations on fee increases. This can leave your practice struggling to maintain profitability.

Solution: Explore alternative payment models like fee-for-service or membership plans. These models often offer more flexibility when it comes to setting fees. Also, make sure to contact your PPO payers and request a fee audit for your area. Use these ADA resources for help. This link will open to resources on renegotiating a contract and how to terminate relationships with payers. ADA Insurance Contract Support

5. Your Fees Haven’t Budged in Years:

• Inflation is a reality, and your fees need to reflect that. The 2023 Dental Economics survey found 65% of practices raised fees in the past year.

Solution: Conduct a thorough cost analysis and update your fee schedule accordingly. The survey provides a fee table by region as a helpful reference point.

Bonus Tip:

• Check out the 2023 Dental Economics Fee and Staffing Survey and our other blogs for even more insights and resources! Dental Economics 2023 Fee and Staffing Survey