Patient Education for Chiropractic Practices
Complications Does the complexity of Dr. Ben’s patient education needs require a complicated solution? “It’s nice to be in someone else’s restaurant for a change,” Carmen remarked. “Someone else will have to do the cooking and the dishes!” “Rough day at the pizzeria?” “Not a bad day,” said Carmen, “but this time I’m being affected by new governmental medical regulations.” “What?” Ben was taken aback. His chiropractic office dealt with medical regulations frequently, but he couldn’t see how they could affect his wife’s pizza parlor. “We have to provide full nutritional information on our menus now.” Carmen sat back, waiting for Ben to share her outrage. “That’s a good thing,” Ben said. “People should know what they’re doing when they order that sausage and pepperoni thick crust with extra cheese.” “But that’s just the point! We don’t offer a couple dozen dishes the way this restaurant does. People can order their pizza with half a dozen different kinds of meat, twice that many vegetables, several different crust options, five different sauces, plus extra this or hold that — there are thousands of different combinations.” Ben was taken aback. “I hadn’t thought of that. But the research I’ve been doing on patient education has me convinced that people really do need full health information presented to them. My patients have to understand their diagnosis or disease, plus the treatment options we’re considering, as they relate to the specific part of the body where the patient is having trouble. That might have as many permutations as your pizza ingredients.” Their waiter arrived and Ben and Carmen ordered, pausing in their conversation to discuss their choice of dishes. Carmen jumped back in as soon as the waiter turned away. “Most people don’t even look at the menus, anyway — they know what kind of pizza they like. And they know that pizza is a bit of an indulgence. Maybe they just had a salad for lunch and plan to go roller skating after dinner. How is it my responsibility to police their health choices?”“It’s not about policing,” Ben objected. “It’s about giving people the information they need to make good choices. I see that the nature of your product makes it hard to provide the information you’re being asked to provide, and that’s true for my patient education situation, too, but that doesn’t make it any less of a good idea.” “Have you found a solution?” Carmen asked. “Maybe it’ll work for me, too.” Ben smiled. “I’ve found this amazing library of 3-D medical images and animations. It’s in the cloud, so we can all access them from every room–” “Unlike anatomical models or charts,” Carmen put in. Ben nodded. “We can email patients custom reports to help them keep up at home — and it’s fully integrated with that new software system we’ve been planning to implement. That means that it’ll fit into the workflow instead of changing it — and I know the whole team will be happy about that. It’s a simple, elegant solution to a complicated problem.” “It sounds perfect!” “I think it will be. Ah, here’s our dinner. Now we can see about coming up with a solution for your health education issue.” Does the complexity of Dr. Ben’s patient education needs require a complicated solution? Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.
Chiropractic Software Patient Education Promotes Compliance
Getting Past No Can Dr. Ben get past the negativity and work out a solution for his patient education needs? Carmen was helping Jonathan with his homework when Ben arrived home from work. He hadn’t expected kindergarten to have homework — but he also hadn’t expected the meeting at his practice to go so badly. Ben gave a feeble smile over Jonathan’s head as the little boy excitedly told him all about his day, and Carmen responded with a concerned look. Ben was able to set aside the workday as Jonathan described the wonders of kindergarten to him, and the whole family finished up the homework and put it carefully into Jonathan’s backpack. “He’s really enjoying school,” Ben observed as Jonathan ran outside to play. “I know! It’s such a relief — I was worried that he wouldn’t like it,” said his wife. “And of course he’d have to go anyway.” Ben nodded gravely. “Looks like you didn’t really enjoy work today,” Carmen prodded. “And I had to go anyway!” Ben chuckled. “Actually, it was great up until the meeting at the end of the day. I hate meetings.” “You were so well prepared! How come it didn’t go well?” “Actually, the partners had some good points,” Ben admitted. “I guess that’s why I’m so frustrated by it. Somehow when we get together, we just end up in one big negative group mood, listing all the reasons ideas won’t work. I left pretty convinced that my idea won’t wor “So you went in and told them that patient education would increase compliance, and that you need some kind of tool that’s more versatile than a skeleton. Then what?” Ben leaned in. “They said that the body is a very complex system, and we all went to school for years to know what we know. Our patients can’t expect to understand it more fully than they do, and no special tools are going to make it completely clear.” Carmen frowned. “There’s a difference between being a doctor and being an informed patient. Just because patients don’t always fully understand the explanations they’re getting right now, that doesn’t mean that they couldn’t understand enough to help them see the value of adhering to their treatment plan. Especially with some kind of visual or hands-on support. I know those things make a difference when I’m training new workers.” “That’s a good point,” said Ben. “I guess just deciding that it’s hopeless doesn’t make a lot of sense.” “What else did they say?” Ben sighed. “At one point someone said that our patients should just trust us, and that it was all the fault of the internet.” Carmen laughed. “I know it sounds funny, but at the time, we were all getting into that discussion. Some of us are more committed to patient education than others, but even I joined that complaint fest. It does seem as though noncompliance is getting worse.” “So patients with a little information are deciding that they don’t have to do what their doctors say?” Carmen scoffed. “Even if that’s true, the solution surely would be more education, and more accurate information. You can’t stop people from finding information online, but you can be the most trusted source of information.” “You’re making a lot of sense here,” Ben said. He was feeling more cheerful. “I think I can go back with these points, once everyone has had a chance to think about it. I guess a lot of the negative reaction was just about change.” “Change is stressful,” Carmen agreed. “Even if it’s going to be better, it’s more trouble to change than to keep doing what you’re doing.” “What we’re doing isn’t working as well as it should,” Ben said. “I guess I went in with an idea and no real solution, and when everybody went into the usual naysaying, I got swept up in it.” “That’s probably why you hate meetings,” Carmen suggested. “But sometimes people just automatically shoot down an idea even though, with more thought, they’d see the value. I think you should go ahead and identify the tools you need. Make sure they’ll fit into the practice’s regular routine, and bring it up again.”
Do You Know Your Practice Management Metrics
Too Many Variables How can Dr. Ben effectively put his information and ideas into his chiropractic practice? Ben closed his office door gently and pulled his chair up to the desk. He pulled his wife’s crayon-made chart from his pocket and smoothed it out on the desktop. Carmen knew a lot about business, he thought. He had to admit that he found that part of his job challenging, but he was also confident that he’d be able to take control of this aspect of the practice now that he had some direction. With medical information, he could look at a few pieces of data and see what was going on — or what else he needed to know to find the answers to his questions. If he needed additional information, he knew where to look for it. And generally speaking, the patients’ charts had the data he needed in the places where he expected it to be. His own experience with that data made it instantly meaningful. It didn’t seem to work that way with practice management. So Carmen had grabbed one of their son’s crayons and drawn him a chart. Ben chuckled. Ben copied the chart into a spreadsheet and hit “print.” He heard “Dr. Ben?” at his door and just had time to put away the original chart before Pam entered. “Dr. Ben, we have another last-minute cancellation.” Pam handed Ben the patient folder. “She’s done this before, hasn’t she?” he asked, checking the file. “She does it pretty regularly,” Pam admitted. “She always says something about work, but I wonder whether maybe she just finds herself short before the appointment comes up, and makes excuses so she won’t have to pay.” “Do we have other patients who work at the same place she does? Do we have the same kinds of problems with them?” “That’s a good question. I’ll check on that. I hate to have to charge her if it’s work-related and she can’t help it.” “If we take that position, though,” Ben pointed out, “we’d never charge anybody for cancelling, even though we have a sign out there explaining the policy. Everybody probably has a reason they think is important.” “I know, but if the cancellations are caused by financial problems, then charging…” Pam continued, but Ben had stopped listening. “This is paralysis by analysis,” he interrupted. “What?” “I mean, we’re looking at so many possibilities and so many hypotheticals that we’re never going to be able to make a firm decision. If cancellations are enough of a problem to us that we have a policy, we ought to follow that policy. She could go to her boss and explain that she’ll lose that $35 fee if she cancels, and then it would be in the boss’s court. Or if it’s financial, she could level with us and we could work out a payment plan for her. All those things about her life are just muddying up the waters for us.” Pam nodded. “You’re right.” “Or if our data shows that cancellations don’t really make any difference to the bottom line, then we could get rid of that policy. But let’s narrow this in to the most basic information we need for the decisions, instead of broadening it out to include all the possibilities we can imagine.” Pam left looking satisfied, but Ben remained in the office, lost in thought. It sounded good when he said that, but the truth was, he didn’t know what no-shows cost him and whether they needed to be firm or not. He didn’t even know how often this particular patient had made a last-minute cancellation or not shown up for an appointment, and Pam simply had a feeling about it, not hard facts. This was definitely a case in which having fast access to the KPIs would improve decision-making at his chiropractic practice. In fact, if he or Pam could spend a little time sorting these things out, they would probably make it up by having fewer conversations agonizing over decisions of that kind and second-guessing their earlier decisions. Ben looked at his spreadsheet. Why couldn’t someone from the office staff pencil in the current figures every week and calculate a running total? Then when questions arose, they could take a quick look at the spreadsheet and find exactly the information they needed. Pam wouldn’t like it, he was sure, but it seemed like just the right solution. How can Dr. Ben effectively put his information and ideas into his chiropractic practice? Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.
Chiropractic Practice Management Decision Making
Wake Up and Smell the Coffee Dr. Ben might be able to make better decisions by tracking KPIs — but would it be worth it for practice management? “Do you really cut out coffee in the break room when cash flow is tight at the practice?” Carmen asked Ben, pouring him a cup of her special brew. Ben inhaled the aroma of freshly ground coffee beans brewed in a French press with filtered water. Their son was coloring at his end of the table while Ben and Carmen enjoyed a cup of coffee, the family’s usual evening ritual. “Why not? It’s a small thing that doesn’t affect the patients,” said Ben, breathing in the scent of coffee again. It would be just another minute before it reached the ideal drinking temperature. “I think that’s a mistake,” Carmen said firmly. “What happens when everyone is crazy busy all day and the waiting room is a zoo and Pam goes for her coffee break — and finds no coffee. You save yourself seven dollars, and you have a dissatisfied staff. That’s no bargain.” “So where should the savings come from if we need to scrimp a little bit? Sometimes we have to.” “There’s always something you can do to bring in a little more money in the short term,” Carmen said, swirling her cup. “You can call patients you haven’t seen in a while and invite them in, or offer a referral bonus or something.” “This isn’t like pizza,” Ben objected. “Plus, we don’t always have too little business when we have a cash flow issue.” Carmen frowned. “The solution to every problem in business is more customers. Cash flow for the pizzeria means we’ve had a slow week. It’s not that way at the practice for practice management?” “Not necessarily. There are a lot of things that can affect our income. No shows, for example. When people make an appointment but don’t show up, we lose that income. NFAs, no future appointments — those are the people who may have been coming regularly and providing predictable revenue, but then they leave without making another appointment.” “Recurring revenue is good,” Carmen agreed. “But when you expect it and it doesn’t happen, it can take a while to make up the difference.” “There’s also payment. When people order a pizza, they pay for it. We have accounts that are 60 or 120 days late, plus insurance payers who are slow or even dispute the claims.” “Hold on!” Carmen grabbed a piece of paper and a crayon from Jonathan’s hoard. “Can I have this one, sweetie? Thanks. Okay, Ben, let’s get this figured out. Things affecting your income include no-shows, NFAs, slow pays, and payers like insurance companies that aren’t always predictable. It’s all practice management.” Carmen drew a neat chart with the crayon. “Wait, I think the insurance companies need their own column. You need to keep track of which payers are fast and cooperative and which aren’t. You also need to know how many claims you have and when there’s a significant backlog so you can respond to it. Maybe also which specific procedures cause problems with which payer.” Ben admired the chart. “Looks like that about covers it.” Carmen sat back and admired her work. “I think these are your KPIs. Your key performance indicators that let you see if you’re on track and if you need to trim your costs a bit.” “Where will these numbers come from?” Ben asked. “You’re acting like I should know these things.” “You should,” Carmen shot back. “You have to know your numbers to make the right decisions at the right time. When you know your numbers inside and out, you can make strategic decisions wisely. Maybe there are vendors you can safely put off paying if you know that you have money coming in soon, or maybe you can put a staff member to work getting those overdue accounts cleaned up.” Carmen returned the crayon to their son. “Either way,” she went on, “you won’t have to mess with the coffee!” Ben drained his cup. He could see where Carmen was coming from. Her plan sounded sensible. But he wasn’t sure it would be worth taking time away from what he did best — patient care — to mess with all those numbers. Dr. Ben might be able to make better decisions by tracking KPIs — but would it be worth it for his practice management? Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.
Your Data and Practice Management Metrics
Big Data? Can Dr. Ben get the benefits of data-informed decision making in his Practice Management? Carmen stomped around the kitchen, slamming cabinet doors, and mixing ingredients furiously. Ben wondered how dinner would taste with this level of irritation mixed in. “I am so mad,” Carmen informed him, as though he could have missed that. “You know a restaurant like mine is always just on the edge of profitability.” “I thought the pizzeria was doing well,” Ben objected. “We are! But doing well for a pizza place can be an 8% margin. I believe in giving good value, treating my workers well, and using fresh ingredients. And every time I turn around there’s another expense!” Carmen slammed the oven. “Hey, come sit down and let me get you a glass of water.” “I know I’m making a big deal over this, but seriously, Ben, this just makes me mad. We’ve had Wifi in the restaurant since we opened, and now all of a sudden we’re supposed to pay an extra fee and buy a special router and — I don’t know. I’m going to have to sell five more pizzas a day just to keep the same level of service I have now.” “So don’t have Wifi,” suggested Ben. “In a pizza place? You’re kidding, right?” Carmen shook her head. “Hospitality industry surveys say that over 70% of my regular customers could go elsewhere if I didn’t have free Wifi for them.” “Does it have to be free?” Carmen’s pitying expression answered the question. Ben persevered. “Okay, what if you raise the price of the pizza to cover the extra cost of the Wifi?” Carmen stared off into the distance and her eyes narrowed. “That’s not impossible,” she said. “I’d only have to raise prices by about 26 cents per item… if I went from $12.79 to $12.99 and made up the difference on the drinks, probably no one would notice.” “How can you do that?” Ben asked his wife. “It took you less than a minute to figure that out.” “In business, you have to know your numbers,” Carmen said firmly. “How can anyone know all those numbers?” Ben objected. “We have so many numbers in our practice, I don’t even know what I should be keeping track of, let alone what to do with them.” “Then how do you know when you need to hire another staff member, which products to stock, or which services are most profitable?” Ben considered the question. “I guess I don’t. We’re tied into all kinds of information systems, but they don’t seem to connect with decisions about the practice. As long as we’re doing pretty well and have enough money to pay everybody, I don’t really think about those things. If we’re falling behind, I cut out the free coffee in the break room…” “And stay up nights worrying,” Carmen’s voice was soft. “Wouldn’t it make sense to have control of that information for your Practice Management?” “I guess,” Ben frowned. “I don’t see how I can add any more to my work day, though, or to Pam’s.” Ben thought about his office manager. Pam was great, but he felt fairly sure that she didn’t have control of the numbers the way Carmen did. Carmen stood up and went more calmly to check the oven. “Can you help Jonathan wash up for dinner? And thanks for helping me sort out my problem.” “I’m always happy to help,” said Ben. He thought he might be the one who needed help, though. Can Dr. Ben get the benefits of data-informed decision making in his practice? Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.
Chiropractic Software Dream Practice Analysis Happiness
Happiness is a Dream Practice resulting from a Dream Practice Analysis and a map to get there. Has Dr. Ben considered all the possible returns on his investment? “Honey, I’m home!” Ben sang out theatrically as he opened the door. His son came running, with his wife not far behind. “How’d the Dream Practice Analysis go?” Carmen asked. Her beaming face showed the answer she was anticipating. Ben swept her into an embrace and gave her the answer she expected. “It was great. Really useful.” They settled onto the sofa and Carmen pulled their little boy onto her lap. “We went over the distinction between return on investment and expenses,” Ben went on. “Did everybody get the concept?” Carmen asked. “I really think they did,” Ben said. “It’s completely clear to me now, too. And then we looked at our practice stats compared with general industry and product information. That was really eye opening.” “It can be so hard to get the information!” Carmen remarked. “It’s great to set benchmarks, though.” “I don’t think we’ve ever heard that data before,” Ben agreed, “and I think everyone felt that sharing our information was worth it — the value of the information we got was excellent, and I don’t think we could have gotten so many highly relevant insights without sharing.” “That makes sense. However much expertise people have, they can’t really speak to your needs if they’re just talking in the abstract. “We had a good talk about the most useful metrics to follow, too, and how we can capture and use the data we need to be able to examine the different dimensions of the practice metrics that make the most sense for us.” “Sometimes figuring out what to measure is the hard part,” Carmen observed. “It sounds like the process was very useful. What about the product?” “They shared some opportunities and even some guarantees. We have to thrash it out, of course, but I think we’re ready to make an informed decision, with the Dream Practice Analysis.” “That’s wonderful!” “I’m feeling very optimistic. It seems like things are really looking up at the practice, and this could be a turning point for us.” “Disney World for our vacation this year?” Carmen asked slyly. Their son perked up. “Could be!” Ben smiled. “How about mini golf tonight?” Jonathan jumped down and ran to the door. Carmen hugged Ben. “I think that’s a great idea, but you know what? The best part is seeing you happy.” Ben smiled down at his wife. That was a kind of ROI he hadn’t thought about. Has Dr. Ben considered all the possible returns on his investment? Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.
Chiropractic Software | New Network Members | June 2014
Ninety-seven new members across fifty-four practices joined Genesis Chiropractic Software and Billing Network in June 2014! Congratulations! There is strength in numbers due to the shared knowledge – we call it the “Billing Network Effect,” as the billing performance of each member practice improves in step with the total volume of processed claims. Please welcome our new Genesis network members: Christin Zills of Abundant Life Chiropractic, The Woodlands, TX. Michelle Besemann of Adjust To Health Chiropractic, PA, Buffalo, MN. T. Jacques and Jacquii Schulz of Advanced Chiropractic, Yuba City, CA. John Douglas of Aligned Chiropractic Corporation, Kelowna, BC, Canada. Shayla Moyer Arc Of Life Chiropractic LLC, Madison, WI. Chitra Kanani and Leah Kleiner of Backsmart Wellness Center, Edison, NJ. Jillian Amort, Dr. Roger Barnick, Tara Hays and Andrea Kocer of Barnick Chiropractic, PS, Vancouver, WA. Becci Smith of Benchmark Medical Group, Inc., Windsor, CO. Dave Aitken, Ruth Bruderer, Maryann Burga, Ana Garcia, Edgar Hurtado, Glori Lopez, Dr. Calvin Smith, Dr. Sean Smith and Leonardo Soto all of Dr. Calvin’s Clinic, West Valley City, UT. Holly Manuel of Cascade Family Chiropractic, Colorado Springs, CO. Dr. Suzanne Demmers of Carrollwood Family Chiropractic, Tampa, FL. Aracelis Falcon of Central Jersey Spine & Wellness, LLC, Freehold, NJ. Dr. Gregg and Amanda Pigeon of of Chiropractic First, Mukwonago, WI. Vincent Cavallaro of Chiropractic Works, Oakland, NJ. Dr. Ryan Nickens of City Of Palms Chiropractic, Fort Myers, FL. Cheryl Upton of Dr. Brian D. Class, Mt. Pleasant SC. Dawn Clay, Vanity Darty and Kaitlyn Scott of Divine Family Chiropractic, Tyler, TX. Laura Kelleher of Doctor’s Choice, Rahway, NJ. Kayla Harbour and Martha Rodriguez of Extraordinary Health And Wellness Center, Plano, TX. David Cunic and Samantha Rehrig of Family Chiropractic Center Of East Rutherford, East Rutherford, NJ. Justin Federman of Dr. Justin J Favreau PLLC DBA Stability Spine & Wellness, Seattle, WA. Dr. Monika Luto Ferguson Life Chiropractic Centers, LLC, Whippany, NJ. Princely Ebwe of Focused On You Chiropractic, PLLC, Round Rock, TX. Katie Barnhart of Gateway City Chiropractic, St. Louis, MO. Michelle Hobbs of Giles Family Chiropractic, Napa, CA. Brian Banman of Ideal Spine Health Center PLLC, Eagle, ID. Shannon Kirsch and Molly Wegner of Indy Family Chiropractic, Indianapolis, IN. Candace Cline of Integrative Body Health, PC, Carrollton, GA. Chessa Budai of Jubilee Family Chiropractic, Naples, FL. Heather Hoffman of Kratz Family Chiropractic, Stoughton, WI. Ruth Madrid of Law Of Life Chiropractic, Eden Prairie, MN. Ross Perry, Allison Walden and Stephanie Yim all of Levin and Miller Chiropractic Corp DBA Postureworks, San Francisco, CA. Amber Ivey of Liberation Chiropractic & Wellness PC, Mobile, AL. Miranda Lucero and Brianne Salazar of Longmont Spine and Physical Medicine, Longmont, CO. Colleen Birdsall of Lyons Health, LLC, Green Bay, WI. Victoria Nishida and Dr. April Smith of Maximized Living Foundation, Inc., Los Angeles, CA. Joanna Gatell, Dr. John Gatell, Ashli Noriega, Dr. Oscar Noriega and Dr. Krysta O’Neill of Maximized Living Health Center, Celebration, FL. Kelly Griffin of Miles Chiropractic, Glasgow, KY. Vanessa Osborn of Missoula Family Chiropractic, Missoula, MT. Dr. Paul Thebeau and Kasha Williams of Natural State Health Center, LLC, Little Rock, AR. Kelly Holman and Casey O’Connor of O’Dell Family Chiropractic PC, Webster, NY. Amanda Cartwright and Zac Grant of Oxford Chiropractic, LLC, Oxford, MS. Leah Browning of Ozanne Family Chiropractic, LLC, Fayetteville, AR. Cinthia Ro of Pacific Spine & Joint Medical Group, Inc., Daly City, CA. Rebecca Hayes of Premier Chiropractic, Stockton, IL. Sarah Peters and V. Zedella of Pure Life Chiropractic, LLC, Eugene, OR. Kelsey Oskey of Rivertown Family Chiropractic, LLC, Grandville, MI. Emma Motok of Rock Springs Family Chiropractic, Smyrna, TN. Deborah Zdenek of Rohe Chiropractic Prof, LLC DBA Inspired Chiropractic, Sioux Falls, SD. Jackie Bernal of Texas Sunset Family Chiropractic, LLC, Denton, TX. Marques Tyron of Scott D. Watier, LLC DBA Lone Star Family Chiropractic, Katy, TX. Alisha Garlin, Jessica Nguyen, Blake Taylor, Dr. Dustin Taylor and Donna Rae Willingham of James Dustin Taylor, DC, Batesville, AR. Ginger Martin of Wickiser Clinic Of Chiropractic, Anderson, SC. Nichole Balfour, Dr. Richard Kouefati, Jin Ho Lee, Rolando Lopez, Sabata Marroquin, Michael Moore, Dr. Darren Porcaro, Karina Silva and Dr. Anthony Wolke of Wolke Chiropractic and Rehabilitation PC, North Haledon, NJ. Learn More About the Chiropractic Software Network Effect. Dr. Troy Dreiling speaks about the Billing Network Effect.
Chiropractic Software Practice Analysis
Why Do a Dream Practice Analysis (DPA)? Can Dr. Ben help his partners see why he wants to do a DPA when they only see why not? Ben shut his office door quietly behind him and gave a deep sigh. He had a meeting coming up with his partners. He was hoping they’d join him in going through a Dream Practice Analysis. His wife had suggested that he prepare a PowerPoint presentation with the objections he had been hearing in the casual discussions they’d had so far. “That way,” Carmen had said, “you’ll be prepared. You won’t get defensive or go off track or decide to go along with the majority even though you know they’re wrong. You’ll be giving your ideas a fair chance.” Ben wasn’t sure he showed up as well as he’d have liked in Carmen’s imaginary picture of the meeting, and he wasn’t sure how his partners would react if he showed up with a slide presentation, but he figured it was worth trying. So he had put together his slides and now it was time for a final run-through before the meeting. “We don’t need to waste time on dreaming. We’re an established practice,” said the first one. Ben ran through his thoughts on that: how easy it was to get mired in the day to day details and to lose sight of the big picture and how important it was to reset goals sometimes. He found himself speaking eloquently — under his breath, of course — about the value of having an objective outsider helping them to see where they were and how they could step up to the next place they wanted to be. Deciding to try a Dream Practice Analysis wasn’t a criticism of their current practice, he realized, and he wasn’t sure that he had ever made that point in their discussions. The next slide said, “Reducing costs is the key to ROI.” His talks with Carmen had really helped him understand this one. He knew his partners couldn’t see how spending money on software could provide a good return on investment, because they didn’t see it as an investment. They thought of it as overhead, and figured that increasing overhead couldn’t be a good thing. Carmen, with her business school background, could see how the right practice management software could increase revenue and reduce costs, so the investment in the software would pay off. Ben also realized that the practice might need a expert to help them figure out the potential ROI. That brought him up to his next slide: “We don’t want to share sensitive information.” Of course, being careful with information was second nature for any medical practice, but it was clear to Ben that they really didn’t know what to do with their numbers. They had tried to figure out the potential ROI for themselves, but they hadn’t been successful. In fact, if he was honest with himself, he thought they had mostly been confused. Ben decided not to share that observation with his partners. Instead, he figured he’d emphasize the value of having expert insight and help the group determine some parameters that would help them feel comfortable sharing the information that needed to be shared. Finally, Ben turned to a slide that just said, “Opportunity.” He knew that the kind of insights the practice could get from the Dream Practice Analysis with experts who had worked with plenty of other practices would be worth paying for — and they weren’t having to pay. This was an opportunity to get some valuable consultation that would give them important knowledge, no matter what decision they made. Ben saved his presentation to a thumb drive and headed for the conference room. He felt lighter than he had in a while. Can Dr. Ben help his partners see why he wants to do a DPA when they only see why not? Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.
Chiropractic Software Dream Practice Analysis
Dreaming of a Healthy Practice Dr. Ben goes shopping for a picture of efficiency What’s the ROI of a Dream Practice Analysis (DPA)? “Do you think about the ROI of your spending in the grocery store?” Ben was teasing his wife, but he was also still trying to decide how to approach the issue of ROI in his practice. He wanted to get his partners on board with the idea of completing a Dream Practice Analysis, but he was facing some resistance. “I guess in a way I do,” Carmen answered thoughtfully. “I consider fresh produce an investment in our family’s health and well-being, even if it costs more than chips. But groceries are usually an expense, not an investment. We have to buy food. That’s not the same as — what were you thinking about? Software?” “Practice management software. We’ve been asked to take part in a Dream Practice Analysis. The object is to figure out how what kind of return on investment we’d get from practice management software.” “Now, that’s a perfect example for ROI,” said Carmen, reaching for a jar of mustard. “Whatever the software can do, you could probably do yourselves with paper and pencil if you had the time and the skill. But automating some of those tasks can pay off big time by reducing current costs and helping you identify areas of opportunity. Software can be a very important investment and the ROI can be significant.” “I guess that’s the key to the problem,” said Ben. He quickly compared the nutrition labels of two loaves of bread before tossing one into the basket. “It’s like these labels. You can’t tell which loaf has more fiber just by looking — taking the time to check the labels makes a difference. The partners feel like we can just look at the cost of the software and say yes or no. But I think the DPA might give us more accurate information.” “Obviously,” Carmen agreed. “You know I looked at franchise opportunities before I decided to open my own pizzeria. A lot of them pointed to their management software as a big part of the value they provided for the franchise fees. The right software can replace a lot of worker hours, reduce errors that cost money, and keep your practice running smoothly. If you don’t have a handle on your finances, though, you can end up making bad investments.” “I guess that’s why they’re worrying about. It’s not like we haven’t tried different software solutions. Some have been great and some have not.” “If you make random choices about the investments you make in your company, you can expect random results,” Carmen said flatly. “I don’t mean to be harsh, but I can’t see why your partners can’t grasp that. You should never make an investment without running the numbers. If you have someone who will help you sort it out, it’s just common sense to let them help.” What’s the ROI of a DPA? Disclaimer: For HIPAA compliance, all characters appearing in this post are fictitious. Any resemblance to actual persons or actual events is purely coincidental.
Client Invoice Lookup – New Feature | Chiropractic Software
With Genesis’ new Client Invoice Lookup feature, you can get a preview of your monthly invoice For everyone who works on the finance side of our client practices, it can provide peace of mind to know where their money is going… and that the right amount is going to work for them. With Genesis’ new Client Invoice Lookup feature, you can get a preview of your monthly invoice, so you can see what you’re going to be billed — before the charges are actually issued. Further, this feature allows you to look at your current invoice, or go back over invoices from any period of time since they’ve been on the system. The Client Invoice Lookup gives you the power to examine individual line items on your invoices, for improved transparency. You know exactly what you’re being billed for, and how much, thereby allowing you to dispute charges you feel were made in error. By taking advantage of this new feature, and seeing exactly how our fees are being applied, you are better able to appreciate the full value of the services Genesis provides.
