front office management jeff steele, ldo, cpot spokane community college
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Front Office Management
Jeff Steele, LDO, CPOT
Spokane Community College
Objective
Explore the duties and responsibilities of the front office staff and manager
Prepare the student for management position in a clinical or optical situation
Managing the Practice
Staff management Delegation and Time Management Telephone Management Scheduling/ Appointment Management Patient Record Management Fee Management
Management of the Practice
Collections management Managing Patient Recalls Managing Patient Follow-up Inventory Management Computers in the Practice
Important Message!!!
Loyal, well trained staff members are the most valuable management mechanism for any practice.
Staff must be motivated and willing to learn Technical skills can
be taught Importance of
enthusiastic, professional staff with positive attitudes
Staff Training Program
One article or chapter of technical book per week or month
Allocate time during weekly staff meeting
Study time offered during office time
Delegation and Time Management Well managed time
means money Utilizing staff is like
doubling your time… Doubling your time
means generating more income
Delegation, Delegation, Delegation“ The road to genuine
efficiency is paved with delegation even though most of us are dragged into it kicking and screaming in a futile effort to maintain what we perceive to be control”
Robert Nelson, economist
Excuses For Not Delegating
My staff lacks experience It takes more time to explain than to do the job
myself A mistake by one of my technicians will be too
costly My patients will pay more attention to me There are just some things I shouldn’t delegate
to anyone
Excuses For Not Delegating
My staff lacks the overall knowledge necessary to make proper decisions
They are already too busy They just aren’t ready to accept more responsibility I’m concerned about lack of control when I
delegate I enjoy keeping busy and making my own
decisions
Excuses, Excuses, Excuses
Delegation needed for quality vision care
Provides better service
More productive use of professional time
Profitable bottom line
Part of The Management Team
Staff help better manage all areas
All contribute different things
One coach
Telephone Management
Opportunity calling First point of contact
with the practice One person should be
assigned the task Minimum of 2 phone
lines are needed Answer before the third
ring
Telephone Management
Define an initial greeting Every employee to use this standard
greeting
Telephone Management
Identify the practice Identify the person
answering Offer an opportunity
for the patient to continue speaking: “How may I help you?”
Develop Telephone Scripts
Scripts can be used by staff members to answer the most commonly asked questions
Use as guides ( not word for words)
“Hold On, Could You?”
Do you care for the patient standing in front of you first?
Do you take care of the caller first?
Exercise good judgement
First case: “Thanks for your patience”
Second Case: “Thanks for your patience”
Telephone Management
Screen calls based on urgency or importance
Provide priorities for interruptions Take messages whenever possible to
avoid interrupting the office patient flow
Telephone Management
Politeness Kindness Consideration Respect Smile! Use the patient’s
name
Get the Whole Scoop
Pull patient’s chart and attach telephone message the chart to provide needed background information
Staff can manage many of the telephone inquiries and questions
Delegate when possible Locate the info immediately or offer to return
the call once you have the needed information
Scheduling/ Appointment Management Ensures smooth,
efficient day to day flow
Effective scheduling is managing time well
Scheduling Appointment Management Time parcel Allocation by type of
appointment Allocate specific time
blocks to new patients, follow up exams, C/L disp, refitting C/L
Scheduling Appointment Management New patient comprehensive exam = 1 hour New C/L fitting = 1/2 hour additional Patient care & handling instructions = 1 hour Follow-up = 15- 30 minutes Additional time for elder or child = 15 minutes
Scheduling Appointment Management
Scheduling the first appointment correctly is critical to gaining a lifelong patient
Scheduling Appointment Management
In today’s busy world… the first appointment is best scheduled within one week
Later - The patient may forget, or schedule conflicts occur
Scheduling Appointment Management To ensure the patient arrives for the first
appointment and impress them with quality careFax or email a map or directionsMail, fax or email an office brochureMail, fax or email a note of welcomeSend the website addressTelephone or mail in advance the complete the
health history information
Scheduling Appointment Management Confirm the appointment 1-2 days prior One person should be responsible for
keeping the appointment book full The key-the flow- the daily operation of the
practice - IS The APPOINTMENT BOOK
Scheduling Appointment Management Never rely on memory Computerize
appointing system All patient files are
easily computer linked In a smaller practice, a
manual system works
Scheduling Appointment Management
Offer two appointment times First available , one alternative
Keep the practice busyEnsure the patient turns up based on their
selected convenience
Scheduling Appointment Management
Reconfirm 1-2 days in advance Offer method of reconfirmation at time
for appointment setting Discourage “drop ins” as they will
interrupt daily flow
Smart Scheduling
Single most effective means to establish efficiency with the patient OR NOT
Shows respect
Smart Scheduling
The commodity of the new millennium is time
If only I had more time, I could do more……
Time has great value….
Smart Scheduling
“Fill up” the patient’s time if needed
Utilize staff, educational materials
Make “use” of the time…. Value it..
Smart Scheduling
Be observant Be flexible Your time is the
patient’s time
The Reception Area
Utmost importance to office ambiance
The first /overall impression of the office
Office flow and efficiency is evident
The Reception Area
Nothing succeeds like success A small area, filled with people,
comfortably, is more impressive than a large area that is empty
Balance perception, patient flow, workload to achieve a pleasant profitable, schedule
Managing Patient Records
Alphabetical simplest alpha sequence according to last name watch for spelling
errors! Results of mis-filing
Managing Patient Records
Numerical More complex Assign patient file numbers Corresponds to cross-
reference Tracks more recent
patients Former patients can be
reassigned Old # = need for recall
Managing Patient Records
Color Coding Nearly impossible to
misfile Contrasting color stands
out One letter designated as
color A=red, B=blue, C=green If numeric, color identify
patient segments
Managing Patient Records
Daily TaskAll staff should be able to fileOne person to take lead to manageFile each day to prevent pile upFile each day to prevent lost charts Identify those charts that doctor has
Fee Management
Written fee statement Clearly indicate total Clearly indicate
breakdown No charge items
separated Fees as package or
individual items
Fee Management
Fee Agreement List out items Patient review & type
of payment noted Patient signature for
agreement of responsibility
Fee Management Payment Policies Diplomacy & grace Believe in your fees Use skilled staff Discuss fees
comfortably Encourage payment
at time of service
Offer variety of payment plans
Most common : 50% down, 50% on next visit
Monthly payments accepted by discouraged
Collection Management
“Accounts Receivable”
Large amount is detrimental
Collect at time of service or delivery
Costly staff time to collect later
Collection Management
Send out billings routinely
30,60,90, then to collections
Accept credit cards Offer credit card
instead of payment plan
Medical Bills are last
Patient Recall Management
Patients busy, need reminder
Recall ensures ocular health
Eye health is important
Keep reminder simple, efficient
Patient Recall Management
Encourage attitude of regular follow-up Set the recall appointment “now” or Notify when you will recall
Preappoint and then remind Notify by mail, email or telephone
Combine methodsReinforce why the should return
Patient Recall Management Telephone Benefits Immediate Book appointment in
one step If no answer,
implement another method
Have script, “This is, Dr. indicated, would MTF be best?”
Patient Recall Management
Less responsive patients, use variation
Simple card file will work well if computer not available
Patient Recall ManagementComputer Benefits
Tracks better Easy Predesigned software
recall packages Set variables Date is most common
Patient Recall ManagementComputer Benefits
Designs database rather than strict index card or log
Special recalls Promote new product or
service Emphasizes patient
benefit Emphasize exam without
red eye or pain
Patient Recall Management
Reinforce Follow-upPatient Education
Initial visit begins education of follow- up Explain Frequency of return visits Manage effective recall Plant ideas for future options
Patient Recall management
Cost containment packagesProfessional care packagesDiscounted Care PackagesBulk contact lens purchase packagesService agreements
ENSURES HEALTH OF PATIENT and THE PRACTICE
Managing Patient Referral
Remember to Say, “Thank-you” 1 satisfied patient = 10
more KISS – Simple referral
reward system
Managing Patient Referral
Simple NoteHandwritten or personalized by practitionerSent out soon after referralDifferent notes for each new referral
Managing Patient Referral
Gifts of GratitudeShow special attentionResults in more referralsDetermine when note isn’t enough (4,5?)Flowers, coupon, other ideas?
Managing Patient Referral
Keep record of referrals with chart
Mention when they come into office
Make personal comment,”your friend, Mrs. Stanley………”
Inventory Management
Track all supplies ordered in the office Expendable Nonexpendable Capital
Larger inventory means better service Reduced rates by wholesale company
Inventory Management
Methods Just in time Direct shipment to
office/ to patient
Record shipment dates
Check with Sales representative
Computers In the Practice
Convenience Time Me/ Help Now/ Not later
Computers and Other Communication Links Websites Email Mail lists Search Capabilities Education
Proper Management ……
Brings Balance to a Pleasurable, Profitable Work Day.
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