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Cross-training Staff Improves Practice Efficiencies
By Beth Hertz, Contributing Editor |
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Today's retina clinics have had to restructure their operations to accommodate repeat patients for injections to treat AMD. One way to keep clinics operating efficiently is through staff cross-training.
"There are certainly benefits to having people who are truly experts at what they do, such as photographers or scribes. However, if there's a rate-limiting factor in your clinic, you can improve efficiency by having two or three people who can perform each task, especially tasks that occur at different times," says David M. Brown, MD, of Retina Consultants of Houston.
For example, having all workup techs able to set up injections can be a wise strategy, he says. "It takes a while for us to become comfortable with a new employee being able to perform this task, but we strive to get there," says Dr. Brown.
Other tips offered include:
Let the techs do more. Dr. Brown has a lead technician who functions as his scribe when he's with a patient and then stays to answer questions afterward. For example, she can explain how to use the Amsler grid or take AREDS vitamins.
"It takes time for a physician to be comfortable allowing a technician to fill this role, but once someone is fully trained, it's a big time-saver," Dr. Brown says.
Find your biggest bottleneck and fix it. Dr. Brown found that OCTs were the rate-limiting factor in his practice. "Most patients need to undergo an OCT scan and since many of them are older, it takes time to escort them into the room and get them settled in," he explains.
The group solved the problem by having another staff member escort patients to the room, so the OCT tech could concentrate on imaging. "We always think of filling a room for the doctor, but filling the OCT room may be a good use of staff time, too," Dr. Brown says. "Before injectables, I was always the place where patients backed up. Not anymore."
Don't rush the staff. Technicians' work is very important, and he advises physicians not to rush them. If technicians skip steps, such as not documenting a drug lot, the practice may not be able to bill for the treatment. If they don't properly sterilize a room, infections can result, explains Dr. Brown.
Don't manage from the trenches. Trust a staff member to direct your clinic. "Let this staff member tell you where you need to go next," he says. "Your focus needs to be on seeing patients."
Multitask. Dr. Brown advises against having clinics that are solely dedicated to injectables.
"I spend much more time with a new patient, who needs to be educated about his condition and the treatment, than a patient who has already heard the explanation and had previous injections," he says. "We find it's better to stagger patients who are having exams, new patients, and injections. After I finish the exam, I'm able to perform a series of injections in a row." This maximizes the physician's time and nets higher patient satisfaction because patients aren't waiting as long. Also, "We would need more staff if all of our appointments each day were for patient injections."
Get out of the office. Visit other clinics and see how they run their daily operations. Send your techs, too. You will learn a great deal, concludes Dr. Brown.
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