ROLE OF THE SCHEDULING COORDINATOR
10 Key Attitudes of a
Superb Orthodontic Scheduling Coordinator
Rate yourself on these key attitudes that are essential in the position of Scheduling Coordinator in the Orthodontic Office. Use the 1-10 rating scale with 10 being excellent and 1 being needs improvement:
Key Attitudes Rating
Enjoys Working with People Has an Attitude of Confidence Has an Attitude of Flexibility Is a Team Player
Has an Attitude of Assertiveness Is Service Oriented
Is Organized
Exudes Professionalism Is Pro-Active
Has an Attitude of Empowerment
Make a list of the 3 areas from the key attitudes above that you are committed to improve:
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List who you will ask to give you encouragement and feedback:
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Typical Job Description of the Orthodontic
Scheduling Coordinator
Answering phones
Checking & returning messages
Setting & checking Televox
· Televox: confirmations, messages, follow up calls
Scheduling appointments
· Initial Invisalign delivery appointment
· Patients with no appointment list
· No show patients that have not been put on recall
· Delivery of retainers left for pick up at front desk
· Pedo referrals
Creating files for NP & e-mailing HH
Update patient information
Recalls: reports, phone calls, letters, e-mails
Confirming Dr.’s meetings & lunch
Correspondence letters Ortho & Pedo
E-mail: cancellations, reschedules, HH, referrals
E-mailing referrals & x-rays
Follow up list of patients referred by outside Drs. & attach documents as needed
Sorting mail & distributing magazines
Updating schedule as needed
Update list of “No School Days” for each school
Printing & marking and distributing schedule for the next day
Review HH in files for NP, updating appt notes in schedule w/ action for check in
Verifies orthodontic benefits
Review chart & prep for consults and new patients
Seasonal contest:
· create monthly contests
· checks forms
· post and notify winners
Obtain deband photo release forms
Facebook consents
Facebook deband Slideshow
Deband congratulation letters
Updating deband board
E-mail deband dates to dentist/pedo
Marketing ads as needed
CBCT scan result consent & payment
Posting payments
· Auto credit card payments
· Check Payments
Insurance payments
Insurance collections
Insurance credit report
File insurance claims GH & SD
Resp party credit on acct report
Personal collections
Charge out contracts
Closing
How To Quit Blaming The Scheduling Coordinator For A Faulty Schedule
In meeting orthodontists and staff across the country, I find that the majority of offices with complaints regarding their schedule normally blame the bulk of the problem on the scheduling coordinator. The first thing I evaluate in a case of this type is whether or not the person filling that position has the qualifications essential for successfully assuming the responsibility of the front desk position. For example:
1. Staying calm when the doctor comes in and says, "Oh, by the way, I've decided to take off two days next week. Could you please reschedule all of the patients?"
2. Having the ability to do five things at one time efficiently and effectively and to keep smiling while doing them.
3. Being able to magically create spaces in the schedule when the clinical staff or doctor tells the patient, "We need to see you in one week for 45 minutes." When the patient comes to the desk and relays this message, the coordinator should not blankly stare at the names they have already "squeezed in" that week.
4. Keeping their cool when they overhear the assistants or doctor say, "Who put this patient here?"
5. Having the ability to sustain icy glares from patients in the reception area when the doctor is on the telephone and the schedule is running 30 minutes behind!
6. Knowing how to tactfully tell the doctor that the banding patient didn't show up for their appointment.
7. Being able to keep from sliding under the desk when the doctor tells them that the urgency of Mrs. Jones' call was, "She needs to make an appointment. Pick up line two!"
8. Being assertive when a mother says, "I need to run a few errands while Johnny is being banded. You wouldn't mind if I leave my little ones here would you? They are such good children!"
9. Remaining calm when after reappointing the "walk in" patient and spending 15 minutes explaining your policy of "calling before you come," the doctor makes one of his/her rare appearances at the front desk and says, "What are you doing here, Joe? Got a problem? Come on back. Sure we can take care of you today!"
10. Being able to fill an entire day (8:00 to 5:00 p.m.) even though 80% of the mothers say, "Susie can't miss school, cheerleading, piano or dance. We must have an appointment after 3:30 p.m.!"
Team Questionnaire
If you have ever sat in that chair at the front desk, you know what a hot seat it can be at times. The person who runs the desk can be the victim of the blaming game. However, the scheduling coordinator is not totally responsible for scheduling. It is actually a combination of factors that create a smooth flowing day. The entire team plays a role in taking responsibility for an effective schedule and a less stressful day.
The following is a four part questionnaire for the team. One is for the doctor, one for the scheduling coordinator, one for the clinical staff, and one for the team. In the space provided, rate yourself on each question (excellent/good/average/needs improvement). I encourage you to complete these at a future staff meeting to determine what areas need focus in your practice.
Grade Chart: A - Excellent C - Average
B - Good D - Needs Improvement
Doctor’s Questionnaire
Records the next specific procedure on the patient’s record.
Is in the clinic when needed. Does not waste time with personal calls.
Has a treatment coordinator so that doctor time in exams and consults is normally less than 15 minutes.
Follows appointment book guidelines set by the team.
Has adequate number of staff (one assistant for every 15-20 patients seen per day and one business staff person for every $25,000 - $30,000/monthly).
Has invested in an adequate number of instruments and supplies.
Invests personal time monthly in training the staff.
Is open to input from the staff regarding changes in the schedule and works to implement changes.
Is aware of keeping the day’s appointments running on time so the team can end on time.
Has communicated a personal philosophy of scheduling control to the team.
Has made a concentrated effort to maximize efficiency of clinical procedures.
Is working on maximizing weeks between patient visits.
Is working on streamlining clinical procedures.
Has only 5% of patients over their deband target dates.
Releases retention patients in one-two years.
Scheduling Coordinator Questionnaire
Follows the scheduling template set up by the practice.
Offers the next available appointment, not asking “When would you like to come in?”
Uses positive phrases for results.
Has good assertive skills.
Keeps up with active no-shows.
Is on top of the observation recalls.
Keeps the doctor and assistants informed of the next available appointments daily.
Keeps the schedule evened out to prevent light days/heavy days/light mornings/heavy afternoons.
Keeps accurate statistics on procedures and no-shows.
Has a good understanding of clinical procedures.
Takes feedback from the team with an open mind.
Schedules what is indicated on the treatment card.
Gets feedback from the clinical team regarding where to schedule emergencies.
Keeps the clinical team informed of changes in the schedule daily.
Has a list of all student “No School” days for each school.
Clinical Staff Questionnaire
Discuss concerns with the scheduling coordinator and doctor instead of behind their backs.
Has worked individually to achieve time goals set by the practice.
Refrains from taking personal calls during patient hours.
Asks others, “Do you need help?”
Supports and encourages new staff members during their training period.
Records correct information on the patient’s records.
Works at calling long appointment no-shows to reschedule them.
Makes sure the doctor is not at the chair alone with a patient.
Has focused on in-office procedures to reduce emergencies.
Has set up organized systems to do repairs quickly.
Directs patient flow for the doctor.
Anticipates needs so everything is set up.
Has tray set-ups to streamline patient flow.
Brainstorms solutions rather than haggling over the same problems.
Monitors patients who are past their target date on a daily basis.
Keeps track of all emergency patients daily.
Team Questions
We have a column in the schedule for each chair in the office.
We have active patients flow directly to the clinic allowing the scheduling coordinator to concentrate on outflow.
We are careful not to over-schedule the doctor time.
We have a well-organized daily template.
We have a non-patient time weekly to get organized.
We educate patients and parents regarding how appointments are scheduled in the office.
We focus on “solutions” rather than “blaming”.
Our days are evenly scheduled.
We are able to make an appointment for a new patient, records, consult or start within 10 days.
Now that you’ve had an opportunity to evaluate yourselves, I recommend making a list of areas that need focus in your office. Set a target date to discuss solutions immediately.
Areas that Need Focus Target Dates to Implement
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Important Points to Remember about
Scheduling
1. What your doctor wants may differ from what the staff wants.
2. Every practice needs a scheduling template.
3. The scheduling coordinator needs to have a full understanding of all of the procedures being done in the office.
4. Understanding the terminology and the charting procedure is also a high priority for the effective scheduling coordinator.
5. Understand that emergency patients or patients who are “squeezed in” definitely upset the clinical schedule.
6. Realize that the doctor cannot be in two places at one time.
7. There are actually two ways to schedule the assistants. One way is to schedule a separate column for each assistant. The other way is for each assistant to take the next patient up.
8. Communication is the key, use positive words for positive results.
9. The patients and parents are more demanding today than they have ever been before.
10. Many practices suffer from having light days and heavy days. This means one thing - you are scheduling too many patient days each month.