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.