There are many tasks for administrators to manage at the front desk. While some of these tasks may seem simple, administrators are often wearing or sharing multiple hats to accomplish everything required of them each day.
The first question to ask is whether you have enough team members at the front desk. As a general guideline, there should be one administrator for every three operatories working that day. This number is intended to cover answering phones, greeting patients, dismissing patients, and taking payments. It does not account for all the other responsibilities that take place at the front of the office.
To ensure proper flow, there needs to be accountability for the bigger picture. The goal is not to suggest that every office needs five administrators. The goal is to ensure there are enough team members to deliver the level of service you want while also having clear accountability for the results.
There are many factors to consider when determining accountability at the front desk. Start by looking at the natural abilities and strengths of your team members and determine who is best suited for each area. For example, having an introverted individual responsible for treatment coordination or hygiene scheduling may not be the best fit.
Assigning accountability does not mean that only one person completes a task. Every team member should be cross-trained and capable of completing each responsibility. However, one person should have ultimate accountability for the results.
Treatment Coordination
The first area of accountability is Treatment Coordination. This person is responsible for keeping the dentists’ schedules booked, with an open time rate of approximately 5% for owners and 8% for associates.
This includes ensuring that both major and basic restorative treatment are booked according to the dentist’s preferences. There should also be a consistent method for measuring open time in the dentists’ schedules so there is clear accountability in this area.
Hygiene Coordination
The second area of accountability is Hygiene Coordination. This person is responsible for keeping the hygiene schedule full by pre-appointing low-risk patients, using the practice management software to identify patients who are due but not yet booked, and creating lists of patients who would like an earlier appointment.
There should also be a consistent method for measuring the hygiene schedule, with a target of approximately 10% open time.
For both Treatment and Hygiene Coordination, there should be a rule in the office that if a schedule falls apart for the same day or next day, it becomes an “all hands on deck” situation. The entire team, both clinical and administrative, should work together to fill the schedule. While one person may be accountable for the schedule, keeping it full is everyone’s responsibility.
Accounts Receivable
The next area of accountability is Accounts Receivable. Even in a fee-for-service office, there needs to be accountability in this area. There will always be some payment plans, orthodontic plans, or patients who forget their wallets.
Whether your office operates on a fee-for-service or assignment basis, there should be clear targets for collections and receivables. These include collecting approximately 98% of production, keeping less than 15% of total receivables in the 90+ day category, and balancing daily receipts.
Accountability in this area should be measured through regular reports from your practice management software.
Overall Accountability
Overseeing all areas of accountability is typically the responsibility of the Operations or Office Manager, who already wears many hats within the practice. In some offices, the owners may take on this responsibility as well.
There is little value in assigning accountability if there is no reporting system and no regular discussion about the results. When something is not meeting expectations, there needs to be a conversation about what is happening and what needs to change.
If your office seems to simply amble through each day, you are never sure who is responsible for what, and there is no specific person you can go to when you want to discuss results or make changes, it may be time to introduce more accountability.
Clear accountability does not mean adding more work or creating unnecessary bureaucracy. It means making sure everyone knows what they are responsible for, how success will be measured, and who is responsible for ensuring the desired outcome is achieved.
