Q: We are a blended clinic. Where do we begin evaluating our operational efficiencies?
A: “Service times, resource allocation, and staffing issues are appropriate starting points.”
A: “Everyone needs quality monitors; operational efficiencies drive quality monitors. Identify what is not up to standard, such as physician coding or wait times.”
A: “Much depends on whether or not you are blended from the start––if you have occupational medicine and are adding urgent care, or the other way around. If you are adding urgent care, for example, identify what is different in urgent care and determine how to blend it in.”
Q: What standards are available to compare our operations?
A: “First ask yourself what you want to benchmark against.”
A: “The NAOHP has program standards and national benchmarks that cover six areas. If you are a member, you can ask Madeline (mtan@naohp.com) to send them to you.”
A: “Standards are also in the eye of the beholder. Get feedback from your constituents, such as what they think of your program’s efficiency and what can you do to enhance it.”
Q: Who decides what to review first when looking at operations?
A: “Start with hot spots such as complaints. But strike a balance with something you feel is going well.”
Q: Who should be involved in reviewing operational efficiencies?
A: “It should be conducted by someone who runs in that circle.”
A: “If service times, involve numerous staff; break down service time by segment (lobby, etc.)”
Q: How do we get provider buy-in to work on clinical processes?
A: “Promise them on outcomes and feedback. See that their suggestions are passed on.”
A: “Measure how much time is spent gathering productivity monitors, add that in to your productivity.”
Q: When do we know we have done all we can?
A: “Unlikely to ever reach that point, but plan to review things at least quarterly.”
Q: Are monthly meetings appropriate? Are there exceptions and what goes on in those meetings?
A: “In multiple-site programs, individual site meetings monthly, with a combined meeting quarterly. Encourage networking within staff, call for issues before each meeting, include an educational piece per meeting, and publish minutes for those unable to attend.”
A: “Develop graphic trend lines. Beware of numbers that just float out there…”
Q: What tends to be the most prevalent operational efficiency deficit?
A: “Staff productivity is most critical.”
A: “Not getting input from people at client companies that you regularly deal with such as supervisors––as opposed to H.R.”
