How can your Practice Overcome Front Desk Burnout.pptx
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Medical practices nationwide are facing hurdle after hurdle when it comes to front office staff burnout. Overcoming these obstacles requires pinpointing the causative factors and narrowing down practical solutions that’ll create a stress-free front office. Ignoring the reality of staff burnout will only lead to frustration, staff shortage, dissatisfied patients, and financial setbacks. Thousands of medical practices have successfully eradicated front office fatigue by automating administrative operations via digital solutions. We’ll have an inside look at what digital solutions offer, how they work, and what to expect. Learn more visit, https://mconsent.net/blog/staff-shortage-healthcare-office/
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352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
running around, and patients are now accustomed to a minimum 1-2 hour wait before being seen. If one
nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
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This presentation highlights the weaknesses inherant in today's medical answering services and introduces the concept of medical answering service automation.
Tele Reminder Slideshow.
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352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One.
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two registered nurses, Vivian Halliday, and Maria Costa, to help him.
Usually, one nurse takes care of the front desk while the other nurse assists the doctor during the patient
visits. They rotate duties each day. Front desk duties include all administrative work from answering the
phone, scheduling appointments, taking prescription refill requests, billing, faxing, etc. So if on Monday
Nurse Halliday is helping the doctor, then it is Nurse Costa who takes care of the front desk and all office
work. The two nurses are constantly busy and running around, and patients are now accustomed to a
minimum 1-2 hour wait before being seen. If one nurse is absent, the situation is even worse in the clinic.
The clinic has three examination rooms so the owner is now looking into bringing a new physician or nurse
practitioner on board. This would help him grow his practice, provide better service to his patients, and
maybe reduce the patients’ waiting time. Dr. Thompson knows that this will increase the administrative
overhead and the two nurses will not be able to manage any additional administrative work. He faces
several challenges and cannot afford to hire any additional staff, so Dr. Thompson has to optimize his
administrative and clinical operations. The practice is barely covering the expenses and salaries at the
moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One ...
352018 IFSM 305 – Case Study Page 1 Midtown Fami.docx
3/5/2018 IFSM 305 – Case Study Page | 1
Midtown Family Clinic
Case Study
In 1990, Dr. Harold Thompson opened the Midtown Family Clinic, a small internal medicine practice, in an
area with an increasing number of new family residences. Dr. Thompson has been the owner and manager
of the medical practice. He has two nurses, Vivian and Maria, to help him. Usually, one nurse takes care
of the front desk while the other nurse assists the doctor during the patient visits. They rotate duties each
day. Front desk duties include all administrative work from answering the phone, scheduling appointments,
taking prescription refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it
is Maria who takes care of the front desk and all office work. The two nurses are constantly busy and
running around, and patients are now accustomed to a minimum 1-2 hour wait before being seen. If one
nurse is absent, the situation is even worse in the clinic. The clinic has three examination rooms so the
owner is now looking into bringing a new physician or nurse practitioner on board. This would help him
grow his practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr.
Thompson knows that this will increase the administrative overhead and the two nurses will not be able to
manage any additional administrative work. He faces several challenges and cannot afford to hire any
additional staff, so Dr. Thompson has to optimize his administrative and clinical operations. The practice
is barely covering the expenses and salaries at the moment.
Dr. Thompson’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing insurance,
the front office nurse has to fax all the needed documentation to a third party medical billing company at
the end of the day. The medical billing company then submits the claim to the insurance company and
bills the patient. The clinic checks the status of the claims by logging into the medical billing system,
through a login that the medical billing company has provided the clinic to access its account. There is no
billing software installed at the practice, but the nurses open Internet Explorer to the URL of the medical
billing company and then use the login provided by the third party medical billing company. Of course, the
medical billing company takes a percentage of the amount that the clinic is reimbursed by the insurance.
Although the medical practice has the one PC with the scheduling software and an internet connection, it
does not have a Web site or any other technology, and essentially still operates the same as it did in 1990.
One problem that is immediately noticeable is ...
Diagnotes medical-answering-service-weak-links
This presentation highlights the weaknesses inherant in today's medical answering services and introduces the concept of medical answering service automation.
Tele Reminder Slideshow.
Missed appointments are a major problem for medical practices, costing them revenue from unused appointment slots and potential future referrals. The document recommends using an automated appointment reminder system to contact patients via phone, email, text, and mail to confirm upcoming appointments and remind them, which can significantly reduce no-show rates. It argues the best approach is to combine different communication methods to maximize the chances of reaching patients and that regularly reminding patients to schedule follow-up appointments ensures continued revenue for the practice.
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11/29/2015 IFSM 305 – Case Study Page | 1
UMUC Family Clinic Case Study
In 1980, the UMUC Family Clinic was opened in a growing family area near UMUC, Maryland, by Dr. Tom
Martin, a University of Maryland graduate after he retired from the US Navy. It is a small internal
medicine medical practice. Dr. Martin has been the owner and manager of the medical practice. He has
two nurses, Vivian and Manuella, to help him. Usually, one nurse takes care of the front desk while the
other nurse assists the doctor during the patient visits. They rotate duties each day. Front desk duties
include all administrative work from answering the phone, scheduling appointments, taking prescription
refill requests, billing, faxing, etc. So if on Monday Vivian is helping the doctor, then it is Manuella who
takes care of the front desk and all office work. The two nurses are constantly busy and running around
and patients are now accustomed to a minimum 1-2 hour wait before being seen. And, if one nurse is
absent, the situation is even worse in the clinic. The clinic has three examination rooms so the owner is
now looking into bringing a new physician or nurse practitioner on board. This would help him grow his
practice, provide better service to his patients, and maybe reduce the patients’ waiting time. Dr. Martin
knows that this will increase the administrative overhead and the two nurses will not be able to manage
any additional administrative work. He faces several challenges and cannot afford to hire any additional
staff, so Dr. Martin has to optimize his administrative and clinical operations. The practice is barely
covering the expenses and salaries at the moment.
Dr. Martin’s practice operation is all paper-based with paper medical records filling his front office
shelves. The only software the doctor has on his front office computer is a stand-alone appointment
scheduling system. Even billing insurance companies is done in a quasi-manual way. For billing
insurance, the front office nurse has to fax all the needed documentation to a third party medical billing
company at the end of the day. The medical billing company then submits the claim to the insurance
company and bills the patient. The clinic checks the status of the claims by logging into the medical
billing system, through a login that the medical billing company has provided the clinic to access its
account. There is no billing software installed at the practice, but the nurses open Internet Explorer to
the URL of the medical billing company and then use the login provided by the third party medical billing
company. Of course, the medical billing company takes a percentage of the amount that the clinic is
reimbursed by the insurance. Although the medical practice has the one PC with the scheduling software
and an internet connection, it does not have a Web site or any other technology, and essentially still
operates the same as it ...
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NO REFERENCES writing on paper like you work everyday
Answer Highlighted Questions in paper.
No References, make it personal.
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Clinical Documentation
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What are some of the difficult aspects of documentation? When clients leave the room for U/A or One-on-One Therapy Session etc.
Include a de-identified example of your documentation in this week’s paper (e.g., progress note, treatment plan). 1. give the topic of the group, 2.write a progress note, 3.write a summary from therapist professionally.
Meet with Supervisor once a week. Tuesday or Thursday sometimes after group if she has time.
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- 1. How can your Medical Practice Overcome Front Desk Burnout?
- 2. Does your Medical Practice struggle with front office exhaustion that leads to Frustration and stress 1 Financial setbacks 2 Dissatisfied Patients 3 Negative work sentiment 4 Staff shortage 5
- 3. An Athenahealth study hit this point on the mark “Front office staff reported more negative sentiment toward their workplace” than the back-office staff or management.1 Source: 1Athenahealth study
- 4. What 3 Main Factors Cause Front Desk Burnout? Traditional Patient Intake Forms Manual Appointment Reminders Inadequate Patient Communication What’s the #1 solution? Streamlining operations with Digital innovation. Let’s go through how it works…
- 5. 1 Patient Intake Forms Paper forms create a heavy load on your front desk Long waiting time on patients to fill out paperwork Disorganized storage system Running after patients for missing signatures Illegible handwriting Searching for lost charts Administrative burdens Exhaustion and patient dissatisfaction High staff turnover rate
- 6. Collecting or scrambling through paper forms Manually inserting patient demographics into the computer Deciphering illegible handwriting Running after patients for missing signatures Searching for lost charts Keeping forms organized Shredding files With Paperless intake forms, your front office can finally say goodbye to Paperless forms resolve these challenges, cutting down 35% of documentation time
- 7. Paperless Intake forms have served as a key magnet in improving front office satisfaction and efficiency Customizable, branded forms are available in Digital Systems. Patients can remotely complete all online forms, along with capturing: Patients e-sign and submit, all before the visit Directly integrates into Athenahealth EHR system Slows the spread of viral transmission Reduces waiting room time Decreases staff burnout - no manual labor IDs Insurance cards Photos Medication list Creates environmentally friendly practices Cuts down on paper-related expenses Provides convenience for patients Benefits of paperless forms include
- 8. 2 Appointment Reminders Are you finding that your front desk is spending hours on the phone trying to juggle appointment reminders, and all the other daily tasks at once?
- 9. Pre-scheduled reminders received by patients via text/email Send Intake Forms with Reminders Patient Confirms Appointment & Provider Instantly Receives Confirmation Response Integration with Athenahealth Fully Secured & HIPAA Compliant Lighten their load and eliminate staff exhaustion with Automated appointment reminders No More Phone Tag with Patients Improves Customer Satisfaction Customizable Appointment Reminders
- 10. 3 Patient Communication Benefits of 2-Way SMS Answer Patients’ Questions Appointment Reminders & receive confirmation replies Rescheduling Appointments Request Insurance Card, ID & Documents Why keep your staff tied to the phone when your office can connect better via Instant 2-Way SMS? Billing reminders / Invoices Send and receive attachments Recovery care instructions Important Notifications Send Educational Resources Relevant medication info
- 11. mConsent will optimize your operations with How to get started Paperless Intake Forms Automated Appointment Reminders 2-Way SMS And so much more Join over 5000 practices that have successfully made the transition to becoming top-of-the-line in efficiency and productivity with mConsent software
- 12. Contact us to Learn More www.mconsent.net