How can a Practice Advisor Diagnose a Clinic, Urgent Care or ASC?
Many are not able to determine the kinds of initiatives, changes in logistics, protocol or personnel that foster a seamless approach to generating patient satisfaction, lots of favorable online reviews, profitability and quality assurance directives that are easy to implement.
Typically, the issues start with operational parts that aren’t moving cohesively, such as the nurse who fails to return patient calls; or a new patient care coordinator at the front desk who needs help with telephone scripting. Sometimes the easiest solution is to provide the front desk with easy-to-read bulleted information on the procedures, tests and offerings of a practice. Or with insurance based practices, another easy fix is to have the front desk confidently handling inquiries regarding out-of-network insurance issues, co-pays.
That takes good training.
It’s amazing how many practices aren’t prepared to disseminate information. Imagine how this confusion gets trickled down to the patient.
As an advisor who has diagnosed the underlying issues within hundreds of medical practices, I found the best solution is to ask the same question of different people who work or triage patient care. “I want you to tell me how we can improve patient care.”
The answers lead to revelations, common threads.
And, it’s essential to listen to each person who is part of the patient experience chain. Forget the surveys as the only reliable tool for measuring patient satisfaction…for many are flawed due to a variety of reasons.
People who face patients on a given day—at the front desk; a phlebotomist; an ultrasound tech; medical assistants; nurses and nurse’s aides—are the frontline caregivers. And, an advisor keeps asking until he or she finds the right answers. It’s a discovery process.
Next, the advisor creates a blueprint for change with the practice owners and management. Those recommendations are compiled into an improvement strategy for patient care, satisfaction, and delivery of services. Recommendations may include suggestions for personnel change or delineation of responsibilities that follow a logical protocol.