Best Practices in Safety Net Dental Practice Management


Published on

Best Practices in Safety Net Dental Practice Management by Mark Doherty and Lynda Riddle

Published in: Health & Medicine, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Best Practices in Safety Net Dental Practice Management

  1. 1. Mark Doherty DMD MPH Lynda Riddle DDS Best Practices in Safety Net Dental Practice Management
  2. 2. What Does Success Look Like? <ul><li>What do we seek to accomplish in our dental programs ? </li></ul><ul><li>A Vision remains just that until we attach Goals and Timelines ? </li></ul><ul><li>Use Outcomes to prove we are making our patients and programs Healthier? </li></ul>
  3. 3. The Ideal Dental Practice <ul><li>Affordable to Patients </li></ul><ul><li>Measureable and Meaningful </li></ul><ul><li>Sustainable </li></ul><ul><li>Quality Managed …..CQI and QA </li></ul><ul><li>A Nice Place to Work </li></ul>
  4. 4. IOM: Advancing Oral Health
  5. 5. IOM’s “Advancing Oral Health in America” <ul><li>Organizing Principles for a New Oral Health Initiative </li></ul><ul><ul><li>Establish high level accountability </li></ul></ul><ul><ul><li>Emphasize disease prevention and oral health promotion </li></ul></ul><ul><ul><li>Improve oral health literacy and cultural competency </li></ul></ul><ul><ul><li>Decrease oral health disparities </li></ul></ul><ul><ul><li>Explore new models for payment and delivery of care </li></ul></ul><ul><ul><li>Enhance the role of non-dental health center professionals </li></ul></ul><ul><ul><li>Expand oral health research and increase data collection </li></ul></ul><ul><ul><li>Promote collaboration among private and public stakeholders </li></ul></ul><ul><ul><li>Measure progress toward short and long-term goals </li></ul></ul><ul><ul><li>Advance goals to be consistent with Healthy People 2020 </li></ul></ul>
  6. 6. Best Practices? Mission- Finance- OH Outcomes <ul><li>They help us maintain control of our operations and systems and eliminate chaos . </li></ul><ul><li>Establish a culture of…..Management </li></ul><ul><li>Safe </li></ul><ul><li>Efficient </li></ul><ul><li>Effective </li></ul><ul><li>Equitable </li></ul><ul><li>Timely </li></ul><ul><li>Patient Centered </li></ul><ul><li>Predictable </li></ul>
  7. 7. Data <ul><ul><li>Shows you right where the practice is </li></ul></ul><ul><ul><li>Gathered through the “planned and ongoing generation of reports” </li></ul></ul><ul><ul><li>Choosing the right Data to collect is vital </li></ul></ul><ul><ul><li>The HealthCare Connections Experience </li></ul></ul>
  8. 8. Evaluation Data Gathered Number of New Patients Emergency Rate No-Show Rate Number of services by ADA code Number of Unduplicated Patients Number of Completed Phase 1 Treatments Cost per visit Revenue per visit Total Number of Visits Expenses (Direct and Indirect) Net Revenue Gross Charges
  9. 9. Goals and Accountability <ul><li>Create goals based on baseline data collected, benchmarks and experience </li></ul><ul><li>Create a culture of accountability </li></ul><ul><li>Regular meetings to report on progress </li></ul><ul><li>Trust-resolve conflict-commitment –accountability-success </li></ul><ul><li>The HealthCare Connection Experience </li></ul>Best Practice:
  10. 10. Best Practice: Managing No-Shows <ul><li>Create policy with teeth </li></ul><ul><li>Present to board, to staff and to patients </li></ul><ul><li>Distribute and enforce it consistently </li></ul><ul><li>Track No-Shows going forward: document success/failure </li></ul>
  11. 11. Best Practices: Managing No-Shows <ul><li>Other potential strategies for managing no-shows: </li></ul><ul><ul><li>Have patients sign the no-show policy: place in chart </li></ul></ul><ul><ul><li>Provide reminder messages for upcoming appointments </li></ul></ul><ul><ul><li>Schedule appointments no further out than 30-45 days </li></ul></ul><ul><ul><li>Schedule one follow-up appointment at a time </li></ul></ul><ul><ul><li>Don't schedule follow-ups for emergencies on the day of emergency treatment </li></ul></ul><ul><ul><li>Have new patients come in before they are given a new patient visit to register etc, </li></ul></ul><ul><li>The HealthCare Connections Experience </li></ul>
  12. 12. <ul><li>Create a policy that defines a “true emergency” </li></ul><ul><ul><li>i.e. pain, infection,swelling,bleeding, fever and trauma </li></ul></ul><ul><li>Implement the emergency policy, and stick to it </li></ul><ul><li>Develop a system that cares for true emergencies while preserving regularly scheduled appointments </li></ul><ul><li>Ensure that staff is trained to triage emergency patients </li></ul><ul><ul><ul><li>Develop a list of questions to ask patients </li></ul></ul></ul>Best Practice: Managing Emergencies
  13. 13. <ul><ul><li>Why Manage Emergencies? Control </li></ul></ul><ul><ul><li>Defined schedule for emergency care with understanding that the efficient handling of emergencies results in increased potential to finish patients treatments who have regularly scheduled appointments </li></ul></ul><ul><ul><li>Preserves the integrity of the appointment for patient who has made regularly scheduled visit </li></ul></ul>Managing Emergencies cont.
  14. 14. <ul><li>Documenting the number of emergency visits helps the practice understand: </li></ul><ul><ul><li>% of overall visits that were emergencies </li></ul></ul><ul><ul><li>Demand for emergency care </li></ul></ul><ul><ul><li>Impact of emergencies on the dental practice </li></ul></ul><ul><ul><li>Control or chaos? </li></ul></ul><ul><li>The HealthCare Connections Experience </li></ul>Managing Emergencies cont.
  15. 15. Best Practice: Scheduling <ul><li>Allows us to predict and control volume for each day in practice </li></ul><ul><li>Allows us to create designated access for patients in focus groups such as children, pregnant females, HIV, homeless….. </li></ul><ul><li>Allows us to provide care to focus groups that are beneficial to practice i.e. children </li></ul><ul><li>Provides continuity of care for patients receiving services that require multiple visits. </li></ul>
  16. 16. Scheduling <ul><li>Some factors that affect scheduling policies: </li></ul><ul><li>Demographics and needs of the patient population </li></ul><ul><li>How far in advance appointments are scheduled </li></ul><ul><li>Appointment lengths </li></ul><ul><li>Number of appointments available </li></ul><ul><li>The creation and use of designated access </li></ul><ul><li>The stated outcome and financial goals of the practice </li></ul>
  17. 17. Scheduling Best Practices <ul><li>Schedule appointments no further out than 30-45 days </li></ul><ul><li>Use designated access </li></ul><ul><li>Schedule appointments one at a time </li></ul><ul><ul><li>Exception: patients undergoing complex procedures that require multiple visits to complete </li></ul></ul><ul><li>Determine basic appointment length by service provided: 30-45-60 minutes </li></ul><ul><ul><li>Additional 10-15 minute increments for procedures requiring additional time </li></ul></ul>
  18. 18. Best Practice: Management of Self-Pay Patients <ul><li>Elements of a good Self-Pay Management Policy: </li></ul><ul><ul><li>intelligent crafting of Sliding fee scale that is mutually beneficial to practice and patient </li></ul></ul><ul><ul><li>Education of the patient related to the importance of their financial contribution i.e. nominal fee or co-pay </li></ul></ul><ul><ul><li>Friendly customer service yet firm with SP policy </li></ul></ul><ul><ul><li>Policy defining the maximum amount of money owed to the practice by a patient at which time treatment is postponed </li></ul></ul>
  19. 19. Managing Self-Pays and Co-Pays <ul><li>Established, posted policy for self-pay patients </li></ul><ul><li>Co-pays always collected at the time of the visit </li></ul><ul><li>Give the right message and the same message to all </li></ul><ul><li>Educate patients and staff about the value of care provided at Usual and Customary fees </li></ul><ul><li>Policies drive expectations </li></ul><ul><li>Lack of policies leads to failure </li></ul>
  20. 20. Key Elements to Effective Self Pay Management <ul><li>Communication and Education </li></ul><ul><li>Developing and implementing sound policies </li></ul><ul><li>Creating scripts </li></ul><ul><li>Establishing Accountability </li></ul><ul><li>The HealthCare Connections Experience </li></ul>
  21. 21. Quality Care <ul><li>Quality Assurance </li></ul><ul><li>Are we doing things right? </li></ul><ul><li>Quality Improvement </li></ul><ul><li>Are we doing the right things? </li></ul>
  22. 22. <ul><li>Personal OH care in context of family, culture and community </li></ul><ul><li>Primary OH Care is an entry point into the larger HC system </li></ul><ul><li>Primary OH Care incorporates needs, risks, strengths, resources and cultures into clinical practice. </li></ul><ul><li>Clinical </li></ul><ul><li>Financial </li></ul><ul><li>Social </li></ul><ul><li>Educational </li></ul>I. Quality of Care
  23. 23. Quality <ul><li>The degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge. </li></ul>Doing the right thing for the right patient at the right time in the right way to achieve the desired health outcomes
  24. 24. Partnering to Strengthen and Preserve the Oral Health Safety Net 2400 Computer Drive, Westborough, MA 01581 Tel: 508-329-2280 Fax: 508-329-2285 A PROGRAM OF THE