is worth increasing? negotiable value is it making money? operational value dental practice as a...
TRANSCRIPT
Is Worth Increasing?
Negotiable Value
Is It Making Money?
Operational Value
Dental Practice as a Business
Value of ServiceMarket
Business Functions
Capital
AccessEmployees
Management
EconomyPoliticsTechnology
Competition
Leadership
CostMarketing
Dental Practice as a Business
You don’t get what you want,You don’t get what you want,
you get what youyou get what you measuremeasure..
Patients
Staff
Dentist
Business Performance
Compliance
onPARC thinks you should measure these regions of a dental practice for business success:
Who is onPARC?Who is onPARC?
Principals
Dr. Marc Cooper, DDS, MSD
Dr. William Hayden, DDS, MPH
Dr. Daniel Shugars, DDS, Ph.D., MPH
Mr. Chris Creamer
AdvisorsDr. Mike Farley
Dr. John Lohse, DDS
Dr. Mark Silberg, DDS
Dr. Randy Nolf, DDS
Technical AdvisorsDr. Daryl Rasmussen, Ph.D.
Dr. Pam Smith,Ph.D.
Who are onPARCWho are onPARC’s People?’s People?
What is What is onPARC?onPARC?
onPARC onPARC is a privately held company thatis a privately held company that provides online surveys and assessments provides online surveys and assessments that automate dental practice management that automate dental practice management and credentialing. and credentialing.
onPARConPARC’s surveys assess, report and ’s surveys assess, report and deliver actionable recommendations on the deliver actionable recommendations on the core business elements of a dental practice.core business elements of a dental practice.
• onPARConPARC is an ASP - Application Service Provider.
• onPARConPARC designs and delivers surveys that assess and report on the regions required for business performance of a dental practice, its personnel and its patients.
• onPARConPARC provides the training and direct support for their
customers to implement these surveys successfully.
What is onPARC’s Business Model?What is onPARC’s Business Model?
Driving the Business of Practice
- +FEFE- + Patients Staff Business Marketing
Dentist
Surveys Are the Gauges and Signs for theBusiness of Dental Practice
ThirdParty
PPO
Chart Review
RiskAssess-
ment
onPARC instruments assess the following areas of dental practice:
• The Patients / Patient Satisfaction or Parent-Patients Satisfaction Surveys
• The Dentist / Dentist Satisfaction Assessment
• The Employees / Staff Satisfaction Survey
• Business Management / Business Performance Assessment
onPARC’s Core PackageonPARC’s Core Package
What other surveys does onPARC provide?What other surveys does onPARC provide?
Staff Satisfaction Performance Reviews
Business Performance CredentialingChart Review
Regulatory Compliance
Dentist Satisfaction
Branched Surveys
• Private practice dentists.
• PPOs, IPAs, DPMs and DHMOs
• Companies or organizations whose customers are dentists & these associated practices are directly or indirectly tied to their success.
• Companies and/or practices that realize, enabling dentists to be successful at their business is an intelligent strategic objective.
Who are onPARC’s customers?Who are onPARC’s customers?
• Provides an online and automated practice management utility that is economical and reliable.
• Using these tools will improve a dental practice’s productivity, satisfaction and margin.
What are onPARC’s outcomes?What are onPARC’s outcomes?
• Reveal to dentists, executives and consultants, specifically where the problems exist within a dental practice’s core business functions.
• Define necessary conditions for results.
• Offer specific recommendations to the dentist - about how to correct or adjust poorly performing areas - that are identified in the surveys.
• Allow dentists to compare results over time - quality improvement.
• Remind dentists on scheduling and implementing future surveys.
How do onPARC surveys produce these outcomes?How do onPARC surveys produce these outcomes?
• Saves losing patients. Enhances attracting new ones.
• Informs dentists where and what to work on to improve business performance and practice revenues.
• Allows for successful credentialing.
• Improves staff satisfaction, retention and performance.
• Improves dentist’s satisfaction and well being.
• Offers a reliable, economical and reproducible practice management system.
What is onPARC’s ‘value proposition’ for dentists?What is onPARC’s ‘value proposition’ for dentists?
How does How does onPARConPARC compare? compare?ASSESSMENTS
PROVIDEDonPARC Press-
GaneyAmerican
DentalAssociation
Delta Dental
Patient Satisfaction YES YES NO YES
Staff Satisfaction YES YES NO YES
Dentist Satisfaction YES NO YES NO
Referral Satisfaction YES YES NO NO
Business Performance YES NO NO NO
Patient Dissatisfaction YES NO NO NO
Partnership Satisfaction YES NO NO NO
Associate Performance YES NO NO NO
Staff Performance Reviews YES NO NO NO
Individual Custom Designfor Individual Situations
YES NO NO NO
Private Practice YES YES YES YES
PPOs YES NO NO NO
DPMs YES NO NO NO
Payers/3rd Parties YES NO NO NO
BACKGROUND OFEXPERIENCE
onPARC Press-Ganey
AmericanDental
Association
Delta Dental
Decades of experience in Dental Practice Management
YES NO NO NO
Years of experience in surveying dental offices
YES NO NO NO
Designed by Dentists YES NO YES NO
Tested and calibrated in dental offices
YES NO NO YES
Live "Pre-Assessment Orientation" by Practice Management Consultants
YES NO NO NO
Live "Report of Findings" of assessment by Practice Management Consultants
YES NO NO NO
Methodology based and calibrated on statistical and scientific valid methods
YES YES YES YES
TECHNOLOGY onPARC Press-Ganey
AmericanDental
Association
Delta Dental
Total Internet architecture YES NO NO NO
Provides an automated report of findings - analysis and specific recommendations
YES NO NO NO
Report of Findings delivered as PowerPoint presentation
YES NO NO NO
Measured - Proven frequency of use
YES NO NO NO
How do the surveys work?How do the surveys work?
The survey process:The survey process:
Website 1
Marketing or Conferences
Sales or Rep Support Call
E-mails
Dentists directed to a WebsiteDentists directed to a Website
Word of Mouth
Articles and Presentations
Dentists Clearinghouses, 3rd Parties & Suppliers
Or hyperlink tocustomer’s Website
onPARC’sWebsite
Online Practice Management Survey Tools Assess your dental practice’s core business functions.
Produce “actionable” information which can directlyimprove:
• Patient Satisfaction and Referrals
• Staff Satisfaction and Performance
• Business Performance - Revenues and Collections
• Dentist’s Personal and Professional Satisfaction
• Referral Satisfaction of Specialists
Provide immediate impact.
An easy to use and economical solution for practice management.
Find out what’s working and not working in your practice and what -you can do about it.
Patient | Staff | Business | DentistPatient | Staff | Business | Dentist
Surveys
Patient Satisfaction
Staff Satisfaction
Business Performance
DentistSatisfaction
Referral Satisfaction
Clientlogin
1-800-555-9723
ABC Insurance CompanyDentistry You Can Count On
OOnline practice business performance assessment tools provided to our members:
• Assess your dental practice’s core business functions.
• Produce “actionable” information which can directly improve staff performance, management, marketing and financial performance.
• Provide immediate impact.
• Easy to use and an economical solution.
– Please go to ABC’s Practice Performance Tools Overview.
Sample
Backroom
Provider
ABC Preferred Provider Organization
Empowering Our Dentist’s Success
Example
Website 1
Marketing or Conferences
Welcome/Orientation Page 2
Sales or Rep Support Call
E-mails
Content of page describes the step-by-step process:Content of page describes the step-by-step process:
Orientation / OverviewOrientation / Overview
Website 1
Marketing or Conferences
Welcome/Orientation 2
Registration 3
Credit Card Transaction
Credit Card ProcessedPassword Issued
Sales or Rep Support Call
E-mails
RegistrationRegistration
RegistrationRegistration
Website 1
Marketing or Conferences
Welcome/Orientation 2
Registration 3
Credit Card Transaction
Survey -Completed
& Submitted 4
Credit Card ProcessedPassword Issued
Sales or Rep Support Call
E-mails
Online SurveyOnline Survey
Website 1
Marketing or Conferences
Welcome/Orientation 2
Registration 3
Credit Card Transaction
Survey -Completed
& Submitted 4
Credit Card ProcessedPassword Issued
Sales or Rep Support Call
E-mails
Report Delivered 5Data Analyzed
Reports Generated
Automatedor
Facilitated
Four Interconnected Elements
• Data Reporting
• Data Analysis
• Characteristics of Condition
• Recommendations
Report of FindingsReport of Findings
Report of FindingsReport of Findings
• Reports delivered to meet the customer’s requirements.
• Reports can be configured in numbers of forms. Graphs, text and numbers.
The purpose of this survey is to inform dentist-owners of the condition of ‘patient satisfaction' in their practices.
The survey discloses and measures those areas that are essential for patient satisfaction:
- Relationship to Dentist and Staff
- Quality of Care
- Perceived Value
- Financial Management
Patient Satisfaction SurveyPatient Satisfaction Survey
Here is how you scored by category on a 100% scale(10%=Completely Disagree and 100% = Completely Agree):
Relationship 97.6 80 -100 Good to Excellent
Quality 95.9 65 - 80 Fair
Value 95.8 50 - 65 Poor
Finances 91.2 0-50 Failing
OVERALL 95.1
S C A L ED O M A I N
Patient Satisfaction SurveyPatient Satisfaction Survey
FINANCES:
7) Explanation of financial arrangements for treatment.
18) Speed in processing my dental insurance claims.
19) Attention paid to billing concerns.
REFs 10 9 8 7 6 5 4 3 2 1 %ile
7 26 7 6 2 1 2 91.1
18 21 3 1 2 3 1 91.0
19 16 5 4 2 91.5
Staff vs. Doctor Comparison
8375
8388
74 7584 85 84
95
72 74
0102030405060708090
100
Staff
Doctor
Comparison Staff vs. Doctor - Overall Categories
Staff Satisfaction SurveyStaff Satisfaction Survey
0
10
20
30
40
50
60
70
80
90
100
Servic
e
Appre
ciatio
n
Lead
ersh
ip
Mar
ketin
g
Comm
unica
tion
Man
agem
ent
Front
Back
Doctor
Comparison (Front & Back) and Doctor
Staff Satisfaction SurveyStaff Satisfaction Survey
Staff Satisfaction “Snapshot”
Overall Score: Each Category - “Struggling” Practice
SERVICE
0
20
40
60
80
1 2 3 4 5 6 7 8 9 10
APPRECIATION
0
20
40
60
1 2 3 4 5 6 7 8 9 10
LEADERSHIP
0
20
40
60
1 2 3 4 5 6 7 8 9 10
COMMUNICATION
0
20
40
60
1 2 3 4 5 6 7 8 9 10
MANAGEMENT
0
20
40
60
1 2 3 4 5 6 7 8 9 10
MARKETING
0
20
40
60
1 2 3 4 5 6 7 8 9 10
COMMUNICATION
0
10
20
30
40
50
60
Outstanding Good Fair Poor Failing
6 3 5 1 The doctor shares information the staff needs to perform their jobs.
3 6 6 The staff feels free to express their view s to the off ice manager.
7 4 1 2 1 The staff feels that the doctor really listens to them.
5 5 3 2 Staff 's questions are effectively answ ered by the off ice manager.
Typical Data Delivered in Report of Findings
Example: Successful Practice Profile Example: Struggling Practice Profile
STAFSAT 100-80-% 80-65% 65-50% 50-0% STAFSAT 100-80-% 80-65% 65-50% 50-0%
SER SA SB SC SD SER SA SB SC SD
APP AA AB AC AD APP AA AB AC AD
COM CA CB CC CD COM CA CB CC CD
LDR LA LB LC LD LDR LA LB LC LD
MGMT MA MB MC MD MGMT MA MB MC MD
MKT MKA MKB MKC MKD MKT MKA MKB MKC MKD
Benchmarking - Best PracticesBenchmarking - Best Practices
BUSINESS PERFORMANCE MATRIX
Question Domain Score Context Recommentations
LEADERSHIPThe staff is able to communicate the practice mission in their own words.
Leadership Leaders bring a future present now. Leaders have a vision of the future. Leaders are on a mission to make this future happen. They walk the talk. When leaders make the vision and mission real, staff is inspired, outcomes improve as well as satisfaction.
No vision, no possibility. No mission, no power. A vision is a future that the dentist holds as really possible to achieve. A mission is the action that needs to occur to make that vision real. Neither a vision or mission is about 'you.' If you don't
We routinely meet as a staff to plan innovative ways to grow the practice.
Leadership Participation leads to ownership, responsibility and team spirit. If you are not including the staff in creating the future, they won't be committed to making it happen.
Recommendation: Have staff meetings specifically to talk about possible ways to improve your care and your service to patients. Choose one or two items that can be implemented. Generate a plan and take action.
Comparing today’s practice to 2-3 years ago, we have significantly changed our strategic position in the marketplace.
Leadership Technology, science and materials are moving at rapid speed. If you are changing with the times, you are constantly reconfiguring what you do and how you do it. Your market is interacting with other systems that are changing with the times. They'll expec
Most people don't like "change," but the job of leadership to create change. Can't create change for change-sake. A leader creates change in order to better fulfill the vision and achieve the mission. Recommendation: Generate an authentic vision and com
Our practice regularly focuses on identifying future customers.
Leadership For most, your patients are your customers. For others, 3rd parties or DHMOs. Either way, your customers fund your future. Customers are changing. They are "connected" to information that allows them to know what they need, and they are therefore much
Recommendation: Have staff meetings to talk about your customers and who will be your customers in the future. Spend time learning about general changes in the "customer." Consider patient satisfaction surveys and focus groups as a means to achieve this
Our practice regularly focuses on improving efficiency.
Leadership Efficiency is a fundamental way of making money. Efficiency is a way to increase productivity, battle rising costs and get more done in the same time. Efficiency always improves quality and longevity. If processes or systems are left unattended, they wi
Efficiency is a product of a commitment to continuously improving the quality of operations or care. The more efficient, the better the quality of care, the lower the cost and the less effort required for achievement. Examine the various systems and pro
Operational decisions are based upon the core values of the practice.
Leadership Core values are the foundation of the practice. Keeping your core values in the forefront as you make your management and marketing decision is critical. If you disregard your values, the integrity of the practice is diminished. Loss of integrity has h
Recommendation: Define your core values and stick to them. If not yet articulated, have a staff meeting to define your core values. When your making clinical or business decisions, weigh them against your values. If they undermine your values, don't do
BRANCH: Have you written your 'core values?' If not - it is urgent that you do. For starters, write down you top five core values. A core value is something you'd "go to 'war' for."
Leadership
STAFF MANAGEMENTWe hold staff meetings on a weekly basis. Staff
MgmtStaff and doctors who don't stay in communication, generate many more problems and are less productive and profitable, than practices that do. Given you need high performance from the staff, not communicating individually and in group is a sure way of de
Recommendation: Communication is key to high performance, retention and satisfaction. Use a valid communication model and use it in the office. Attend programs on communication. Or if communication is "out," hire a facilitator or consultant to develop th
We use written agendas for our staff meetings.
StaffMgmt
Failing to plan is planning to fail. A meeting agenda forces you to consider and declare the purpose, intended results and issues. A written agenda allows everyone to be on the same page. An agenda is a clear map of a meeting - its starting point, its
Recommendation: For meetings, write an agenda that has a clear purpose and clearly stated intended results. List items that need to be handled to achieve the purpose and produce the results. The more staff participates in the creation of the agenda, the
We routinely meet as a staff to plan innovative ways to
grow the practice.
Participation leads to ownership, responsibility and team spirit. If you are not including the staff in creating the future, they won't be committed to making it happen.
Recommendation: Have staff meetings specifically to talk about possible ways to improve your care and your service to patients. Choose one or two items that can be implemented. Generate a plan
and take action.
onPARC’s “Black Box”
Instructions:Here are the scores from the assessment. At the end of each category there are boxes
for stating the action steps the dentist will take to remedy or improve the situtation or condition and a space for when they will be completed.
LEADERSHIP
The staff is able to communicate the practice mission in their own words.
1
50 (1-100)
We routinely meet as a staff to plan innovative ways to grow the practice.
2
40 (1-100)
Comparing today’s practice to 2-3 years ago, we have significantly changed our strategic position in the marketplace.
3
70 (1-100)
Our staff regularly focuses on identifying future customers.
4
50 (1-100)
Our practice regularly focuses on improving efficiency.
5
70 (1-100)
Operational decisions are based upon the core values of the practice.
6
70 (1-100)
By When
STAFF MANAGEMENT
We hold staff meetings on a weekly basis.
7
30 (1-100)
We use written agendas for our staff meetings.
8
30 (1-100)
Each staff member is responsible for tasks to improve operational efficiencies.
9
30 (1-100)
Targets are clearly defined for:
Revenues
10a
30 (1-100)
Collections
10b
30 (1-100)
New Patients
1)
2)
3)
What three things are you going to do to improve leadership in your practice?
Survey: Business PerformanceDate:Dr. Dennis Clayton
SURVEY / ASSESSMENT REPORT
CONTEXT RECOMMENDATIONS / REQUESTS
ISSUES IDENTIFIED RECOMMENDATIONS / REQUESTS
Below Is The Context/Conditionfor each statement below 80%
Below are the recommendations for the Context/Condition
Technology, science and materials are moving at rapid speed. If you are changing with the times, you are constantly reconfiguring what you do and how you do it. Your market is interacting with other systems that are changing with the times. They'll expect these changes from you. If you aren't ahead of these changes, then you’re behind. Harder to adapt to these changes later on, since the learning curve is steeper then. If you haven't reconfigured your strategy, odds are increasing you will lose market share and the asset value of your practice will decrease.
Most people don't like "change," but the job of leadership to create change. Can't create change for change-sake. A leader creates change in order to better fulfill the vision and achieve the mission.
Recommendation: Generate an authentic vision and compelling mission for the practice. A vision that you believe in and your staff is willing to commit to achieving. Then look at what changes you need to make to fulfill the vision and accomplish the mission. Then work on these changes.
Comparing today’s practice to 2-3 years ago, we have significantly changed our strategic position in the marketplace.
Score: 40
What one thing about patient service would you most like to see improved?
“Commitment to seeing patients on time.”
“We (doctors and staff) tend to forget to continue to treat patients the way we do when we signed them up.”
“I feel we do an outstanding job, but we can always improve in communication.”
“Permanent hours they can count on.”
“Assistants talking to parents at each visit.”
“Staying within treatment time.”
“Paying attention to every patient the entire time they are in the office - speaking with the patients, both on a personal level and about their treatment, not amongst ourselves (staff & doctors) or about other patients.”
“Pt. seems to have to wait in chair for Dr. for long periods of times.”
“See a little more improvement in patient not having to wait to long to see a doctor.”
“Better structure around late appts (re-appointing) & pts. with broken items (reschedule).”
“Some way to keep the doctors motivated to staying on time.”
“In Their Own Words” - Open-ended Answers
In business and in life,In business and in life,
you get what you measure.you get what you measure.