Questions: The OM Clinic Model
Who should be involved in determining the revision of the model for services?
What are the factors that drive the model changes you determine for the occ med program?
What is the process for adding services to the model?
How do you determine costs?
What drives the billing structure?
What impact does the State Practice Act have on the model?
What client input is necessary for a successful model re-evaluation?
April 20th Clinic Models Dos and Don’ts M a Ehrlich, M Schmidt, Dr. Earl– slides
Audio:
Hello and welcome. Wherever you might find yourself in the constantly evolving landscape of healthcare, be it in an occupational health clinic or managing an urgent care facility, the ability to adapt and change with time is vital. It’s especially critical when it comes to structuring your clinic model or adding new services. In this blog post, we share expert insights gained from our recent Town Hall meeting held on April 20th, titled “Clinic Models: Do’s and Don’ts.”
Key Takeaways from our Experts
We had the pleasure of hearing from Donnelly Gagnon, along with Mary Alice Erlich, Mike Schmidt, and Dr. Lawrence Earl, who provided valuable insights based on their rich experience in managing healthcare facilities of various models.
Mary Alice emphasized the importance of seeking input from multiple stakeholders, not only from within the organization but also from existing and potential clientele. When considering revisions to the clinic model, it’s important to consult everyone from administrative leadership to clinical staff, augmented by insights from the literature on contemporary model changes.
Mike highlighted the significance of conducting a market analysis before deciding to add new services. This includes understanding the demographic profile of the population, assessing the level of competition, and estimating potential revenues.
Dr. Earl reiterated that the decision to add new services or to alter the clinic model needs to be both strategic and data-driven. From understanding the state law with regards to practice licenses to performing a detailed cost-benefit analysis of adding the service, every aspect should be meticulously evaluated.
Dealing with Regulatory and Compliance Issues
Even though adding new services might appear as a golden opportunity in certain instances, understanding the regulatory landscape is crucial. Issues like panel credentialing for clients, licensure, and certification of medical personnel can greatly influence the viability of the new services.
Mike also emphasized the importance of staff adaptability to cross over to different states in areas that border multiple states, as the rules and licensing requirements often vary across jurisdictions.
The Finances of it All
Dr. Earl asserted that when it comes to profitability, one cannot overlook the impacts of overhead costs and the State Practice Act on how services are priced. In some cases, seemingly minimal variable costs like supplies and one-time staff training can tip the scales of profitability.
Mary Alice pointed out an often overlooked, yet significant cost factor – inventory control. The sometimes unintentional oversight of seeing supplies walk out the door can eat into the revenue significantly.
The Human Variable
Amid all this examination and calculation of profit margins, we must not forget the human factor. The idea is to not just provide a service but to provide a service excellently. And to achieve that, we need to have a team that’s on board with the change. Transparency and open communication are key – staff should be informed and prepared for the introduction of new services or changes in the existing ones.
When to Say Goodbye
Mary Alice, in her closing remarks, highlighted the necessity of knowing when to say goodbye to a service. She urged to not hold on blindly to services that have become obsolete or are no longer profitable, regardless of how much time and effort had gone into establishing them initially.
It’s important to remember that each healthcare facility is unique in its patient demographic and service offerings. The conversation we had at the Town Hall is not a one-size-fits-all solution. Depending on the specifics, different aspects would take precedence over others. But what remains common among all is the requirement for a strategic, data-driven, and patient-centric approach when it comes to making changes to your clinic model.
References:
Additional Services
Here are some of the other methods we discussed in this session to help define your market opportunity and services – market analyzer, surveys, and telemarketing:
Occupational Medicine Assessment. – this is a full onsite assessment, we can also help with any of the components
Clinic Operations & Care Mapping
TABLE OF CONTENTS
Scheduling 2
Flow Process for Injury Management 3
Flow Process for Employer Services 4
Pre-Placement Examinations 5
Administrative Clinical Reports 6
Non-Work Related Illness/Injury 7
Functional Recovery and Return to Work 8
Administrative Protocols 10
Physician’s First Report of Injury 11
Report of Worker’s Compensation Injury Treatment 12 Disability Reports 13
Prevention, Instruction and Supervision 19
Occupational Health Case Tracking 22
Treatment of the Injured Worker 28
Sample of Care Maps 30
Employer Service Flow Chart 31
Injury Management Flow Chart 32
Follow-Up Visit Flow Chart 33
Hazmat, Interim, Periodic 34
Initial Injury Flow Chart 35
Dot Physical Examination Flow Chart 36
Drug Screen Flow Chart 37
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Thanks to Our Premier Sponsor for Town Hall – UL
UL’s SYSTOC Kiosk, automatic appointment reminders and no show notifications to the employer, help streamline the front desk workflow.
Download here: SYSTOC Kiosk for occupational medicine
