Benchmarking performance, structuring patient and information processes, training and task assignment, reporting performance, and continually refining through feedback are all aspects of practice management in the medical office.
FREMONT, CA: Apart from the medical examination, the practice manager is in charge of all other aspects of the patient contact. From patient flow organization and optimization to office routines, procedures, and tasks. The following functions are divided into various roles and assignments: front office scheduling, eligibility, authorizations; clinical pre-exam and examination; back-office revenue cycle management and collections; referral desk, and check-out. A manager's most visible responsibilities include hiring, training, and organizing office employees; financial management of cash flow; compliance; and ensuring engagement and patient happiness. The practice manager's role is to relieve the doctor of administrative duties, allowing him or her to concentrate on patient care. A medical practice manager's principal responsibility is that the physician is compensated appropriately for services done. A practice manager's responsibilities span administrative, legal, financial, and technology areas. The software that enables an astute practice manager to fulfill this task efficiently and effectively is called practice management software.
Forecasting and Measuring Performance: Managing a modern medical office is very similar to the classic management model that dates back to the industrial revolution at the turn of the twentieth century when a scientific approach to tasks and organization resulted in significant improvements in worker and organizational performance.
There are numerous evaluation methods, but success is always a collaborative effort. A front-office, back-office, and medical staff must work intelligently and diligently to keep the practice operating at peak efficiency. All staff members can accomplish this by having relevant, quantifiable goals and KPIs for each practice area. Metrics implemented effectively can also assist practice managers in identifying areas where their practice succeeds and those that require work. The following are some perspectives on quality measurement.
Back-office quality measures may include the timeliness and accuracy of insurance verification, the first-pass recovery rate—the "cleanliness" of code that results in prompt payment, the proportion of accounts receivable addressed within 60 days, and the regularity of weekly deposits. Front-office effectiveness can be measured in terms of timely patient verification, consistency of appointment reminders, promptness of the check-in procedure, collection of patient fees upon arrival, and customer service.
Metrics for healthcare professionals—nurses, physician assistants, and others, include the accuracy with which patient visits are coded, the number of patients seen, patient satisfaction levels, and documented contributions to workflow operations. Physician metrics such as prompt commencement of patient visits, cost of personnel per visit, cost of supplies per visit, and on-time completion of medical records are considered by practices.
Notably, data on physicians can be utilized to fine-tune budgeting, staffing, and financial regulations. When given as blinded comparisons of in-house colleagues, physician data can also be an effective motivator.