Contact Lens Practice Management: Part V
Objectives of this lecture:
1. To understand how to establish a contact lens
practice
2. To be able to structure fees, hire staff,
determine lens materials and other practice management issues
CONTACT
LENS CONSENT AGREEMENT
PATIENT DATE
CL TYPE: SCL
SCL-TORIC SCL-BIFOCAL SCL-MONO SCL-TINTED SCL-OPAQUE
RGP
RGP-TORIC RGP-BIFOCAL RGP-MONO RGP-SPECIAL
WEARING SCHEDULE: DW FW EW DOMINANT
EYE: OD OS
SOLUTIONS: RENU M+ SOLOCARE
BOSTON OTHER
REPLACEMENT SCHEDULE:
BACK UP RX: Y N
SUNWEAR: Y N
SERVICE AGREEMENT: Y N
Service Agreement Solutions Dispensed: DATE:
INSERTION AND REMOVAL
_____I have worn contact lenses in the past and fully understand how to insert, remove, and properly care for my contact lenses.
_____I have completed VisionArts Eyecare's contact lens insertion, removal, and care class.
I have a clear understanding of my responsibility to properly wear and care for my contact lenses and to contact your office if any problems occur.
PATIENT'S INITIALS STAFF INITIALS
Please be advised. that a contact lens is a FDA regulated medical device used in direct contact with the eye, and has the potential to cause damage to the eye. Ongoing professional care is essential in maintaining safe use of contact lenses. Missouri State law does not require the release of a contact lens prescription to an individual, therefore, the release of your contact lens prescription is conditional upon your identification of either a licensed optometrist or ophthalmologist that will monitor and be responsible for your eye health while wearing contact lenses. Your contact lens prescription will expire I year from the 'completion of your contact lens evaluation. Annual contact lens examinations are recommended and are necessary if you plan to continue ordering contact lenses. If you have any questions regarding this policy, Dr. Vann or Dr. Greene will be available to discuss them with you.
I have read and understand the above information.
PATIENT'S NAME DATE
WITNESS DATE
Evaluation of:
Date:
Evaluated by:
This review process is a combination
of information and guidelines set forth for new associates that we have
gathered from Williams Consulting, the AOA, the MOA, and Harriet Stein practice
management resources. We have then selected which guidelines fit our practice
setting and used them to demonstrate your effectiveness as a new associate. A
scale of 1 to 5 is used with accompanying explanations:
1
being poor
2
being fair
3
being average
4
being good
5
being excellent
Statistics used in various sections
are based on patient data
Between_______________ and______________unless otherwise specified.
Signatures:
I. PUBLIC
RELATIONS
---------------
A. NEW ASSOCIATE RESIDENCE:
It is very beneficial for the new
associate to reside in the community where services intend to be rendered.
Williams Consulting has found it extremely difficult for doctors to grow their
individual practice and generate the needed referrals if they do not live in
that community.
1 2 3 4 5
B. SOCIAL/CIVIC ACTIVITIES
Involvement in the community is a
MUST. This is by far the most effective way to use public relations for the
benefit of gaining community visibility. As a new doctor to the practice, you
should be involved in a minimum of three (3) civic and/or social groups.
Consider first your primary target market, moms ages 25 to 54. This can be
accomplished partially by becoming an active member of the Chamber of Commerce,
Parent Teacher Assoc., Country Club, Church Organizations, Hospital Boards,
Women's Business Associations, Women's social organizations (sororities), etc.
Traditional men's organizations like Rotary, Lion's Club, Kiwanis, etc are now
catering much more to women as well. It is not enough to simply be a member in
these organizations, you must get involved. Spouses also play an important role
in your effectiveness in this area.
1 2 3 4 5
C. COMMUNITY SPEAKING
Speaking engagements are a great way
to use and express your expertise and put yourself in front of potential
patients. You should conduct at least four (4) significant speaking engagements
each year, with a few other small group presentations as well. These
"significant" engagements should put you in front of your target
market, women. We realize women are not your only audience, but
typically they make the decisions on where and when to purchase health care
services.
1 2 3 4 5
D. PROFESSIONAL REFERRAL DEVELOPMENT
You will need to introduce yourself
to other health care professionals in the community (i.e. Physicians,
Pharmacists, Nurse Practitioners, Administrators of Care Facilities, etc.) Keep
in touch with these professionals regularly through reports, letters, referral
thank-youls, etc. as well as educate them about optometry by sending them
information from time to time regarding your abilities and/or new ophthalmic
treatments.
1 2 3 4 5
E. SCREENINGS/VISION ASSESSMENTS
Any and all types of screenings are
excellent opportunities to provide exposure for both you and the practice.
Screenings in preschools, daycares, schools, nursing homes, businesses, or in
your office are good and all contribute to practice building.
1 2 3 4 5
II. INTERNAL MARKETING/PATIENT
MANAGEMENT
-----------------------------------
Patient management is literally blending
patient care with marketing. The examination room is where 90 percent of
patient management occurs. Therefore, 90 percent of success in the patient
management process and perceptions developed by the patient, fall on the
shoulders of the doctor. The patient's perception, which is a derivative of the
patient's understanding, is what produces patient satisfaction, retention, and
referrals. The exam room experience controls patient compliance, recall, sales,
return appts., etc.
In other words, if there is a
problem with compliance, it is because of what DID NOT happen in the exam room.
If there is a problem with recall, it is again what DID NOT happen in the exam
room. If there is a problem with poor sales, it is again what DID NOT happen in
the exam room. This list goes on and on because 90 percent of all patient
experiences are a direct result of the doctor's influence.
A. SHARE THE CARE PROGRAM--This
program is designed to attract more patients internally by rewarding your
patients for helping you to see more new patients, without spending money on
expensive external advertising. The goal is to educate and expose your patients
to this program in the exam room. By demonstrating to them how much we
appreciate personal referrals, we also show them how they might receive savings
through this program in the future. Success of this program is monitored by the
number of new patients examined that credit a previously seen patient for
sending them to us.
1 2 3 4 5
B. PATIENT EDUCATION--It is crucial
that careful explanations be used to clarify conditions and procedures to each
patient. This is important for today's patient experience, but also for their
expectations in the future.
1 2 3 4 5
C. RECOMMENDATIONS TO PATIENT--The
doctor's duty is to make recommendations to the patient for eyewear and eyecare
that best suits the patient's needs. If it's good for the patient, then it will
be good for the practice. If you are truly concerned about the patient's best
quality of life, then recommendations should be made not only for specific
primary eyewear, but also sunwear, secondary eyewear, contact lenses, etc.
1 2 3 4 5
D. PRE-APPOINTING--If your mission
is to provide patients with the highest quality of care and service, then
properly managing your patients care requires more structured recall. Recall is
a part of total patient care and not part of marketing. It is the doctor's
responsibility to clearly and precisely establish "when" and
"why" a patient is to return and convey to them how it's in their
best interest. Pre-appointing also determines potential revenues for the years
ahead, and helps planning of budgets, investments, raises, and staffing for
future needs. It also creates job security, especially during slower times of
the year.
1 2 3 4 5
E. PATIENT PERCEPTION--The better
the patient's perception, the longer they will stay with you and the more
referrals they will send. The patient's perception is the only reality they
will understand and/or remember about their entire eyecare experience.
1 2 3 4 5
III. PROCEDURAL LOGISTICS
-------------------
A. FRONT DESK
Flow
sheet completion 1 2 3 4 5
Marks
recall accurately 1 2 3 4 5
Marks
fees accurately 1 2 3 4 5
Marks
billing/insurance info 1 2 3 4 5
Specifies
return appt & why 1 2 3 4 5
Specifies
doctor referring to & why 1 2 3 4 5
Prepares chart before bringing pat.
up 1 2 3 4 5
Prepares pat before bringing pat up
1 2 3 4 5
Complete pink sheet if pats
gets meds 1 2 3 4 5
Completes CL 1/2 sheet w/
solns,SA,etc 1 2 3 4 5
B. CLINIC
Sees
patients in timely manner 1 2 3 4 5
Completes
CL orders completely 1 2 3 4 5
Handles
SA details with patients 1 2 3 4 5
Educates
pat re: spec options 1 2 3 4 5
Manages
pat care throughout office 1 2 3 4 5
Understands
various insurances and
helps
pat use benefits wisely 1 2 3 4 5
Explains
meds usage 1 2 3 4 5
Explains
conditions & uses handouts 1 2 3 4 5
C. DISPENSARY
Marks
spec info for disp 1 2 3 4 5
Marks
DMERC, safety, etc for disp 1 2 3 4 5
Determines
& discusses eligibility
w/
pat before gets to disp 1 2 3 4 5
Specifies
lenses discussed w/ pat 1 2 3 4 5
Specifies add-ons discussed w/ pat 1 2 3 4 5
Specifies
special pat needs 1 2 3 4 5
IV. PERSONAL
PERFORMANCE
-------------------
A. KNOWLEDGE
OF WORK--Consider knowledge and understanding of all phases of this and closely
related jobs.
1
Needs frequent instruction, even on routine jobs
2
Has fair knowledge but needs more training or experience
3
Has a good working knowledge of the job assigned
4
Well informed on all phases of
job
5
Has a thorough knowledge of job
assigned
B. QUANTITY
OF WORK--Consider volume of work produced.
1
Quantity of work low and is usually behind schedule
2
Fair amount, however quantity should be increased
3
Steady producer, regularly meets expectations
4
Consistently turns out more volume than most.
5
High volume output of work and seeks other work in other
areas when
assigned work is not available.
C. QUALITY
OF WORK--Consider accuracy, neatness and thoroughness with which completes
work.
1
Below standard. Requires constant checking.
2
Usually acceptable, but requires more than normal checkup
3
Average quality, but normal follow-up required to check
4 Well above average in accuracy, neatness, and
thoroughness. Seldom necessary to check work.
5 Constantly maintains the highest quality of
work. Exceptionally accurate, neat, and thorough.
D. INITIATIVE--Consider individual's
originality, selfreliance, and motivation to get the job done & go beyond
what is generally expected.
1
Lacks originality and self-reliance. Needs constant guidance in
normal work & never seeks new
work.
2
Little originality and self-reliance. Occasionally, but rarely, will
do more than is directly requested.
3
Normal originality and self-reliance. Does only enough to meet
average expectations.
4
Above average originality and self-reliance. Suggests some new ideas
and sees that new projects are carried
through.
5
Exceptionally original and self-reliant. Often suggests new ideas and
techniques; devises methods of improving operations, and sees that they are
implemented from start to finish.
E. DEPENDABILITY--Consider
ability to get assigned work done promptly and correctly without follow-up.
1
Infrequently dependable. Requires close supervision.
2 Fairly dependable but requires
more than normal followup
3 Dependability is good. Can count
on the results of work
4
Dependability well above avg. Always does a good job.
5 Thoroughly reliable on all
assignments regardless of difficulties &
always does an excellent job.
F. COOPERATION--Consider
individual's interest in work and willingness to cooperate with supervision and
associates.
1
Fair interest. Reluctant to cooperate with supervision.
with
supervision and associates.
3
Good interest. Usually cooperates with supervision/assoc
4
Well above interest. Works well with supervision/assoc.
5 Exceptionally interested. Goes out of the
way to cooperate and promote company interests.
G. PERSONAL
HOUSEKEEPING--Consider individual's attention to maintaining an orderly work
area.
1
No attention given to work area. Disorganized & untidy.
2
A tendency to be careless and untidy.
3
Usually neat and organized.
4
Above average attention to an orderly work area.
5
Area is exceptionally organized, neat and tidy.
H. ATTENDANCE/PUNCTUALITY--Consider
absenteeism and promptness in reporting to work.
1
Unreliable. Frequently absent and/or late.
2
Occasionally absent and late for work.
3
Normally present and on time.
4
Very prompt and regular in attendance.
projects
requiring extra hours.
V. Strengths
VI. Weaknesses
VII. Goals