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Independent medicine brings meaningful autonomy, but it also brings challenges that can feel difficult to solve alone. How can a practice create new revenue opportunities? Which technology is worth the investment? How can leaders navigate payer requirements, staffing issues, or changes in patient access? These are the questions independent physicians and practice managers wrestle with every day, often without an easy place to turn for answers. Sometimes the most valuable answer begins with a conversation. A Connection That Changed a Practice For Dr. Eveline “Dede” Waring, President of IndeDocs, one IndeDocs connection helped her endocrinology practice move forward with chronic care management. After hearing former IndeDocs Board member Dr. Morris Brown speak about the program at the annual Summit, Dr. Waring and her partners began exploring whether it could work for their own practice. Chronic care management is not a small undertaking. It requires new workflows, new staff training, and a clear understanding of the billing and compliance requirements involved, all of which can feel daunting to take on without guidance. An IndeDocs industry sponsor then connected them with another endocrinologist who had already implemented chronic care management successfully. That physician welcomed Dr. Waring’s practice manager into his office to observe the process firsthand, walking through exactly how the program worked day to day. The connection made a new initiative feel less overwhelming. With mentorship from someone who had already navigated the process, Dr. Waring’s practice launched chronic care management, creating another way to support patients and help prevent costly

Large health systems have dedicated IT departments, security teams, and compliance officers whose entire job is protecting patient data. Independent practices typically do not have that infrastructure, which makes them an increasingly attractive target for cybercriminals. According to the U.S. Department of Health and Human Services, healthcare data breaches have risen sharply in recent years, and small practices are disproportionately affected because they often lack the layered defenses larger organizations take for granted. The good news is that strong cybersecurity does not require an enterprise budget. Most of what protects a small practice comes down to a handful of consistent habits and a clear understanding of what HIPAA actually requires. Start With a Risk Assessment HIPAA’s Security Rule requires every covered entity, regardless of size, to conduct a periodic risk assessment identifying where patient data lives, how it moves, and where it could be exposed. This is not just a compliance checkbox. It is the single most useful exercise a practice can do to understand its own vulnerabilities. A risk assessment should account for every place protected health information touches your practice: your electronic health record, your billing system, email, text messaging with patients, cloud storage, and even the laptop a staff member takes home to catch up on charting. Many independent practices are surprised to find how many entry points exist once they map it all out. Passwords and Access Controls Matter More Than People Think A significant share of healthcare breaches trace back to weak or reused passwords

Ask most patients what they want from healthcare, and the answer rarely involves the name of a health system logo on the building. They want to feel heard. They want continuity with the same physician over time. They want their concerns taken seriously without being rushed. Across South Carolina, more patients are finding that independent practices are where those expectations are actually being met. This shift is not accidental. It reflects real, structural differences in how independent practices operate compared to large, hospital-owned systems, and those differences are increasingly visible to the patients experiencing them. Continuity Builds Trust In many large systems, physician turnover is common and patients often see whichever provider has an opening rather than the physician they know. Independent practices tend to have significantly lower staff and physician turnover, which means patients build relationships with the same doctor over years, sometimes decades. That continuity matters clinically, since a physician who knows a patient’s history can catch things a first-time provider might miss, and it matters emotionally, since patients are more likely to be candid with a physician they trust. More Time, Less Rush Independent physicians set their own visit lengths and scheduling policies rather than working within productivity targets set by system administrators. This translates directly into the patient experience. A patient who feels like their physician actually has time to listen is more likely to disclose the full picture of their symptoms, ask the questions they were hesitant to bring up, and follow through on the

Healthcare is no longer defined by the hospital campus. According to Deloitte, care is increasingly shifting to “alternative sites of care,” including physician offices, ambulatory surgery centers, retail clinics, urgent care, virtual platforms, and even patients’ homes. This evolution is being driven by technology, cost pressures, workforce challenges, and patient demand for more convenient and accessible care. While large health systems are now investing heavily in these models, independent practices have long operated in these environments. As care continues to decentralize, this shift creates meaningful opportunities for physician-led, community-based care. Patients Want Care That Fits Their Lives One of the biggest drivers of alternative sites of care is consumer preference. Patients want care that is easier to access, closer to home, and delivered with minimal disruption to their daily lives. Long hospital visits, complicated scheduling, and fragmented care are increasingly out of step with expectations. Alternative sites of care offer: Independent practices are often best positioned to deliver these advantages. Many already provide accessible, relationship-based care that aligns with what patients are seeking. Lower-Cost Care Creates Opportunity for Independent Physicians Payers and employers are pushing for care to move into lower-cost settings when clinically appropriate. Alternative sites of care often reduce facility fees, decrease unnecessary utilization, and improve care efficiency. Independent practices naturally fit this model. Physician offices, independent ambulatory centers, and community-based clinics frequently deliver high-quality care at a lower total cost. This shift creates opportunity for independent practices to: These services strengthen independent practices as central hubs of care. Independent

Dr. Waring’s opinion piece regarding the non-compete bill appeared in the Post & Courier

Healthcare delivery is moving beyond the traditional hospital setting. According to Deloitte, inpatient services are declining as a share of overall health system revenue, while outpatient, home-based, and virtual care continue to expand. This shift is being driven by advances in clinical technology, payer pressure to use lower-cost settings, and growing consumer preference for convenience and accessibility. While much of this conversation is framed around health systems adapting to change, the reality is that independent practices are already aligned with this model. In many ways, the future of care delivery looks a lot like the care independent physicians have been providing all along. Independent Practices Are Built for This Moment Independent physicians have always focused on accessible, community-based care. As more services move out of hospitals, patients are increasingly seeking care in physician offices, outpatient centers, and through virtual visits. These are environments where independent practices excel. This shift allows independent practices to: Because independent practices are often more nimble than large systems, they can adopt these models quickly and tailor them to their patient populations. Lower-Cost Settings Align with Independent Medicine Payers are encouraging care to move to lower-cost settings whenever clinically appropriate. Independent practices are naturally positioned to meet this demand. Care delivered in physician offices and ambulatory settings often reduces overall healthcare costs while maintaining high quality and continuity. This creates an opportunity for independent physicians to demonstrate value. By keeping patients out of unnecessary hospital admissions and managing conditions proactively, independent practices can play a central role in

Recently, the South Carolina House of Representatives passed H.4767, a bill that would prohibit non-compete clauses in physician contracts and protect the doctor-patient relationship. The vote followed a hard-fought debate, ultimately passing by narrow margins before advancing to the Senate Labor, Commerce and Industry Committee. For many physicians, this may sound like a policy update. But for those currently employed, this legislation could represent something much more meaningful: flexibility, opportunity, and the ability to choose what is best for your patients and your career. Non-compete clauses have long limited physician mobility. They can restrict where you practice, prevent you from caring for established patients, and make it difficult to explore new opportunities, even when those opportunities would improve access and continuity of care. These restrictions often impact not just physicians, but the communities they serve. If passed, this legislation would help remove those barriers. Physicians would have greater freedom to remain in their communities, continue caring for their patients, and explore new practice models without being limited by geographic or contractual constraints. This shift could also encourage more innovation. When physicians have the flexibility to consider independent practice, partnerships, or new care models, it expands what is possible. Across the state, we are already seeing growing interest in physician-led care, collaborative independent networks, and community-based access models. Removing non-competes could accelerate that momentum. For employed physicians, this is an important moment to follow closely. Even if you are not currently considering a change, this legislation speaks to professional autonomy and

IndeDocs continues to grow, and with that growth comes stronger physician leadership. We are proud to welcome three new board members who bring diverse experience, innovation, and a shared commitment to independent medicine: Dr. Fiona Rahbar, Dr. Ted Swann, and Dr. Laura Lee Kinney. Dr. Rahbar brings expertise in dermatology, integrative medicine, and service to underserved populations, along with leadership as co-founder of an independent practice. Dr. Swann offers a strong background in family medicine and innovation, including his leadership during the pandemic through development of a widely utilized SARS-CoV-2 testing program. Dr. Kinney contributes decades of experience in internal medicine and a long-standing commitment to high-quality, patient-centered care in Charleston. Together, these physicians represent the strength and diversity of independent medicine across South Carolina. Their perspectives will help guide IndeDocs as we continue to support physician autonomy, expand access to care, and strengthen independent practices. Welcoming new leaders is more than growth for the organization. It is a reflection of the continued momentum behind independent medicine and the physicians committed to preserving it. If you’d like to learn more about IndeDocs and how to join our membership, please visit our website at IndeDocs.com/Membership.