Part 1: Begin with solid policies and procedures. By Linda Martien, CPC, CPC-H, CPMA Being a practice manager means you must know where the buck stops in your facility or office: Who is accountable for what? Can you measure staff performance? What is your policy for conflict resolution, collections, appointment no shows, absenteeism, etc.? These ...
Depending on whom you ask, it costs between four and 10 times more to acquire a new customer—or, in the case of a medical practice, a new patient—than it does to keep an existing one. The precise cost matters less than the simple fact that it’s much more expensive to attract new patients than to ...
Turn patient woes into corrective action. By Judy A. Wilson, CPC, CPC-H, CPCO, CPPM, CPC-P, CPB, CPC-I, CANPC, CMRS Most healthcare professionals dread handling patient complaints. I used to hate it when I’d receive a page, saying that someone with a complaint wants to speak to the office manager. I’d think, “This is a waste ...
Feb 1st, 2013
Create a schedule model that fulfills patient scheduling needs, reduces no-shows, improves front staff workload, and allows provider flexibility. By David J. Moore, MD, MS Thinking from the health care administrator’s perspective, wouldn’t it be nice if a patient scheduling model and throughput existed that could: Fill available schedule blocks; Decrease no-show rates; Reduce appointment ...
In Billing
Mar 23rd, 2011
Missed appointments, which include no-shows and last minute cancellations, can cost a practice in different ways. First, take the lost revenue from the missed appointment itself, add the cost of employees who spend time scheduling the appointment and making follow-up calls with the patient, and then add the empty time that could have been filled ...