Improving Patient Outcomes through Clear Comprehensive - - PowerPoint PPT Presentation

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Improving Patient Outcomes through Clear Comprehensive - - PowerPoint PPT Presentation

Jan 01, 2023 379 likes •1.85k views

Improving Patient Outcomes through Clear Comprehensive Communication Protocols Rem Jackson, CEO Top Practices Rem@TopPractices.com Conflict of Interest Disclosure Rem Jackson is disclosing the following financial relationships. These

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Improving Patient Outcomes through Clear Comprehensive Communication Protocols

Rem Jackson, CEO Top Practices Rem@TopPractices.com

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Conflict of Interest Disclosure

Rem Jackson is disclosing the following financial

  • relationships. These relationships may or may not apply to

this lecture:

CEO:

  • Top Practices Marketing Mastermind

Group

  • Top Practices Practice Management

Institute

  • Top Practices Virtual Marketing Director

Services

  • Top Practices Patient Newsletter Program
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Send a Text to: 17177270217

Rem Jackson Rem@TopPractices.com

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My Goal

Is that you are #1 in Your Market

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  • Internet
  • Referral Sources
  • “Your list”
  • The Community

Patients Can Only Come From…

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Internal Marketing Database

Internet

External Marketing

Shoe Leather (Referral)

4 Pillars for Communication

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What are your goals?

  • More new patients? How Many?
  • 20% or more 80/20
  • Double/Triple/More?
  • 1 doctor -$1.2M collections
  • Focus on specific Procedures?
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What should you shoot for?

  • Look at your trend line last year VS this year
  • Create monthly goals BASED on your own trend
  • Still lost? 12% or more
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Excellent Communication Begins Before they Visit Your Office

  • Online where they are searching for

help

  • On the Phone
  • Any written communication
  • A Smile and a Greeting as they enter
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Internet

  • 1. Local Search and Reviews
  • 2. Website with Good SEO and

Analytics

  • 3. Social Media
  • Blogs
  • Video
  • Facebook
  • Google+
  • Twitter
  • RSS –Hoot Suite
  • Pinterest
  • Instagram
  • 4. Google Adwords/ Facebook

Advertising

WEB

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Christmas in July:

What did it do for us?

  • Highest number of patients ever
  • 50% increase in reviews
  • Increased interaction on social media
  • Overall increase in patient enthusiasm
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FACEBOOK

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FACEBOOK

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FACEBOOK

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Internal Marketing Database

Internet

External Marketing

Shoe Leather (Referral)

4 Pillars for Communication

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COMMUNICATING TO YOUR PATIENT LIST

  • Email messages (1/week)
  • Newsletters (1/month)
  • Social Media
  • Time sensitive content on your website
  • Articles, Blogs, Videos, FAQ’s, Contests, Games,

Current Events, Product Specials

  • Nurturing your entire list to visit your web

properties

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Email Communication Review Strategy

Email analytics help you make informed decisions based

  • n hard evidence. It gives you information about what is

and isn’t working and helps you track your future performance. Primary Performance Measurements:

  • Email Opens
  • 15-25%
  • Email Clicks
  • 10-25% of emails opened
  • Email Conversions
  • 5-10% of email clicks
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Internal Marketing Database

Internet

External Marketing

Shoe Leather (Referral)

4 Pillars for Communication

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v

  • 10% will become solid

referring sources

  • 100/MO = 10
  • 150/MO = 15
  • 250/MO = 25

Effectiveness of Referral Marketing

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How much is a new patient worth?

  • In year one?
  • Lifetime?
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Effectiveness of Marketing

  • New Patient = $450
  • 1 New Referral Source @1/week = $23,400
  • 5 New Referral Sources @ 1/week =$117,000
  • 10 New Referral Sources @ 1/week = $234,000
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Send a Text to: 17177270217

Rem Jackson Rem@TopPractices.com

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It Don’t Come Easy

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What is Your Excellent Goal?

  • What do you have a passionate desire for?
  • Build Buffers to protect you from not executing
  • Make execution effortless
  • Execute in 12 week plans
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The Slight Edge

Be here, actively immersed in the process, one year from now

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The Decision to Start Today is the Most Important Decision

  • f Your Next 10 Years

TopPractices.com

17177270217 Rem Jackson Rem@TopPractices.com

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Ensuring Your Practice Is ‘Ready For Takeoff’ Each Day

Andrew Schneider, DPM President-Elect, AAPPM Education Chair, AAPPM Private Practice, Houston, TX

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Conflict of Interest Disclosure Andrew Schneider, DPM is disclosing the following financial

  • relationships. These relationships may or may not apply to

this lecture:

  • None

The content of this presentation is that of the speaker’s, as well as any products or services mentioned is not endorsed by the AAPPM

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Takeoff

  • Steady stream of

patients coming in

  • Need to do planned

and unplanned procedures

  • Walk-ins
  • Staff absence
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How Efficient Is Your Practice?

Systems Protocols

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What are Systems and Protocols?

  • A Step by step process
  • The way YOU want

patients to be treated

  • The way YOU want to

treat your patients

  • Systems = Office

Functions

  • Protocols = Patient Care
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Your Systems and Protocols Manual

  • Your systems and protocols must

change as your practice changes

  • They MUST be available to your entire
  • ffice team and updated as you bring

in new modalities or discontinue

  • thers
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Your Systems and Protocols Manual

Serves as a training tool for both new and existing TEAM members

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Why do I Need Protocols?

  • Improves patient care
  • Consistency between providers
  • Keeps your entire TEAM on the same page on how a

patient is treated, why you are approaching it that way, and how it will be the best way for your patient’s condition to improve

  • Improves practice use of ancillary services, DME, etc.
  • Effectively incorporates new treatment modalities
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Characteristics of a Well-Designed Treatment Protocol

  • 1. Will the protocols enhance patient outcomes?
  • 2. Are the protocols logical and evidence based?
  • 3. Will I be able to document effectively and set up

templates to assure compliance? (DME, referrals to ancillary services)

  • 4. Will the protocol make the staff and my life easier?
  • 5. Will the protocols maximize revenue?
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Your First System…

  • Start with your first impression
  • How will your phone be answered??

Good morning/afternoon to Tanglewood Foot Specialists, This is _______. How may we help you?

  • Write it in your Manual…accept NO OTHER ways.
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Tanglewood Foot Specialists Systems Manual Topic: Answering a Website Contact Goals:  To quickly and efficiently respond to website contacts  To convert website contacts into office patients  To start the new patient off on a “raving fan” experience in the office Specific Step-by-Step Approach:

  • 1. Every team member will check their office email at least twice a day
  • 2. The contact area of the website will send appointment requests to EVERYBODY on the team.
  • 3. The contacts to respond to will have the subject: Tanglewood Foot Specialists Web Contact Form Completed
  • 4. Do NOT respond to emails with the subject: Book/Report: One Step Ahead: A foot Owner’s Manual….those are handled

automatically

  • 5. WEBSITE CONTACTS MUST BE RETURNED WITHIN 12 hours. Contacts received after hours or on weekends should be

returned on the next business morning.

  • 6. The person responsible for returning the contact is Jessica M. Back up if out/ill is Neeta.
  • 7. Unless the contact wishes otherwise, the best way to contact is by telephone. “Hello, my name is _________ calling from

Tanglewood Foot Specialists. We received your information from our website and am following up.”

  • 8. If contact specifically requests contact by email, please do so with similar language as #7. If you feel that Dr. Schneider

needs to answer the question directly, let him know.

  • 9. Be mindful that some of the contacts may be emergencies and will need a priority appointment. That’s why we have a

website.

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Protocols

  • Develop a treatment

protocol for your top diagnoses

  • Spell out initial and

subsequent visits

  • Be specific
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Takeoff

  • Steady stream of

patients coming in

  • Need to do planned

and unplanned procedures

  • Walk-ins
  • Staff absence
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Answer is Simplicity

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Why a Checklist?

  • Routine and mundane

matters are often

  • verlooked when there

are more pressing events

  • Missing one key thing can

negate any effort put in

  • People can lull

themselves into skipping steps which don’t USUALLY happen

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Checklists remind us of the MINIMUM necessary steps to make them explicit

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October 30, 1935

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Pilot’s Checklist

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Some Hospitals Have Embraced Checklists

  • 2011 – Johns Hopkins Hospital
  • Developed a checklist to minimize central line

infections

  • Previous infection rates were 11%
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Central Line Checklist

Wash hands with soap Clean the patient’s skin with chlorhexidine Put sterile drapes over entire patient Wear a mask, hat, sterile gown, and gloves Put a sterile dressing over the insertion site once the line is in

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Observations

  • Prior to the checklist being implemented, nurses

were asked to observe for a month

  • Given the checklist and recorded how often they

carried out each step

  • At least one step was skipped more than 1/3 of the

time

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Implementation

  • Nurses were authorized

to stop a doctor if they saw them skipping a step

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Results

  • Central line infections rates dropped from 11% to

ZERO

  • Using this ONE checklist in ONE hospital prevented

43 infections and 8 deaths in one year

  • Cost savings of $2 million
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Where Can Checklists Be Used In Podiatry Practices?

  • Morning Opening
  • Treatment Room Setup
  • Procedure Setup
  • Treatment Room Turnover
  • End of Day Close
  • Preop
  • Supply Ordering
  • Month Closing
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How Much Does One Missing Item Per Patient Cost You?

  • 1 minute lost to getting missing supply
  • 30 patient = 30 minutes
  • How many patients do you seen in 30 minutes?
  • 3 patients/day
  • 15 patients/week
  • 60 patients/month
  • 720 patients/year
  • Think About Your PVV and multiply by 720
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Checklists vs. Systems and Protocols

  • Systems are very specific and very detailed
  • Checklists cannot be too long or detailed
  • Will slow you down
  • Focused on common oversights
  • Keep tweaking your checklist
  • Keep training your team
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Morning Opening MA

Turn on Computers Turn on x-ray processor Turn on treatment room lights Check treatment room setup and stock Check email Check schedule and plan flow

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Implementing Checklists In Your Practice

  • Start with one at a time for each staff position
  • Have team help to develop checklists
  • TRAINING, TRAINING, TRAINING!!!!
  • Require hard copy to be used and handed in
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Ensure a Problem-Free Landing

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aschneider@aappm.org

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Quality Metrics to Improve Your Patient Care

John Guiliana, DPM, MS Executive Vice President, NEMO Health Fellow, American Academy of Podiatric Practice Management

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We Often See Only What’s on the Surface And blame the WRONG thing!

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Too often, we jump to conclusions… We focus on “X” when “Y” and “Z” are the REAL problems!

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Jumping to Conclusions…

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Benefits of Providing Quality Services

  • Increasing customer satisfaction with subsequent

increase in market share and revenues/profits

  • Reducing the cost of poor quality
  • Increasing staff productivity to increase morale by

the standardization of work processes

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The 3 Aspects of Quality Care

  • 1. Measurable Quality
  • Is the aspect of care which can be judged by the provider through

comparative measures between the actual performance versus the standard

  • ne.
  • 2. Appreciative Quality
  • Is the aspect of care which can be charged by the experienced practitioners

who rely not only on standards but on their personal judgments and experiences as well.

  • 3. Perceptive Quality
  • Is the aspect of care which is perceived or judged by the recipient of care.
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Perceptive Quality- Important!

  • Quality perceived by the patient is generally

based on the degree of caring expressed by the healthcare providers rather than on the physical environment and technical competence

  • The later two are essential to prevent

dissatisfaction but do not necessarily lead to patient satisfaction

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Key Dimensions of the Quality of Care

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Key Dimensions of the Quality of Care

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Key Dimensions of the Quality of Care

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The Concept of Value

  • Today, consumers and insurers are demanding

proof that the quality of purchased care is worth the dollars that are paid.

Value = Quality/Cost

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The Single Most Important Fundamental Leading to Quality?

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Processes and “Measurables” (KPIs)

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Why is A/R Management So Critical?

FACT: The lo longer it it takes a cla laim im to get paid id, , the more lik likely it it is is that it it will ill NEVER be paid id!

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 30 days 60 days 90 days 120 days

  • ne

year

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Top 5 Reasons for Denials

  • Improper demographics
  • Wrong Insurance
  • Untimely Submission
  • CCI Edit Errors
  • Stall Tactics
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 Total AR = not more than 2x monthly charges  Aged claims (>90) not more than 20% of AR

Benchmark s

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Gross versu sus Net Colle llectio ion Ratio io (Collections + Adjustments/ Charges) x 100 >95%

Benchmark s

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Benchmark s

Days in in Receiv ivables (Total AR / gross charges) x 360 < 45 days

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Fir irst Pass Denia ial l Rate <3%

Benchmark s

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The Appeals Process

Fee Schedule le Confirmation Accuracy can be as lo low as 68.08% (AMA)

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Frequent Billing Pitfalls

Know you

  • ur util

tilization dis istribution

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7 steps to improve revenue cycle efficiency

  • 1. Select a practice management system (PMS) that fits your needs
  • 2. Verify insurance eligibility before every patient appointment
  • 3. Submit claims electronically to save time and money
  • 4. Determine the status of your submitted claim
  • 5. Leverage electronic remittance advice (ERA)
  • 6. Review electronic payment options
  • 7. Maximize collection of patient payments
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Root Cause Analysis of Quality Metrics

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A/R Too High

  • Poor Collection Policies
  • Failure to Adjust
  • Low Clean Claim Rate
  • Factors Outside of Our Control
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Denials Too High

  • Processes broken
  • Lack of education
  • Lack of resources (technology, APMA CRC)
  • No appeal Process

UNHAPPY PATIENTS!

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Declining Per Visit Revenue (PVR)

  • Payer Mix
  • Lack of Integrated Services
  • Low Collection Ratio (net)
  • Staffing Issues

UNHAPPY PATIENTS!

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Questions…

John@nemohealth.com

Thank You For Enduring!

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