TWELVE BENCHMARKS OF SUCCESSFUL DENTAL PRACTICES

Quite often I am asked for a list of ten or twelve characteristics, systems, or statistics that mark a successful dental practice.  The following list of twelve is not exhaustive, but in 35 years of dental practice management consulting, I have found that these “ingredients” must be part of the “stew” of success.  Other ingredients may be added, but these basics must be present for a dental practice to prosper and a dentist to feel in control of his/her office.

• Numbers are a driving force, analyzed regularly.  The practice budget, goals, ratios, and averages are understood by the dentist(s) and the team members.  Practice statistics are monitored daily, monthly, and annually, and the dentist is aware of changes, good or bad.  A production goal to meet the annual budget and a collection goal of 97% or better are set; and if not met, thorough analysis answers questions about why goals were not made.  Necessary adjustments are made as quickly as possible so that goals can be achieved for the next period.
  
• The Recare system is at least 70% to 80% effective with the calculation based on the number of active patients.  Staff members know the Recare patient-per-month goal and whether or not it is met.  There is also a monthly goal for New Patients that is monitored throughout each month.
  
• Block scheduling in which like-treatment is scheduled together as closely as possible is utilized.
  
• Broken and Cancelled-not-rescheduled appointments are processed that day, contacted until re-appointed or dismissed from the practice.  The Show Rate, percent of appointments kept as made, is monitored with a goal of 85% to 90% or better.  (Calculate the Show Rate by dividing the number of patients keeping appointments as scheduled in any one day, week, or month by the number of patients appointed during that same time period.)
  
• Limits are in place on reduced-fee dentistry (welfare, professional courtesy, managed care, etc.) to a percentage of production agreed on by the dentist(s) and the practice financial advisor.  The percentage depends on reimbursement rates paid by various providers involved in reduced-fee arrangements.
  
• The practice website and other online activities are current, pertinent, and attractive.  These and other marketing efforts are organized, well-funded, and consistent.
  
• The dentist(s) and, perhaps, a practice administrator provide strong leadership.  Employment procedures and performance expectations are organized, written in the Practice Handbook, and known by all team members.  In larger offices, a clinical coordinator, a business coordinator, and, if needed, a marketing coordinator may be among the staff positions.
  
• Training is a priority for new staff members with an experienced long-term auxiliary organizing the efforts.  Continuing Education is a habitual part of on-going staff training.
  
• Regular staff meetings are held at least monthly.  Decisions made during meetings produce action.  Also, early morning huddles start each day to review the schedule and discuss helpful details about particular patients, encourage on-time arrival by all staff members, and share a positive thought to begin the day.
  
• Annual or semi-annual planning retreats are scheduled.  These meetings are most productive when pre-planning and agenda are set well ahead of the day so that all staff members can contemplate what is to be discussed.  They are best held out of the office with all staff members including part-timers in attendance.
  
• The dentist(s) and team members make one another feel important and appreciated.  They have fun working together to serve patients.  The team understands the dentist’s vision for the practice and their roles in achieving success.  The dentist expects the best from staff and gets it.  Staff members want and receive delegation of responsibilities and feel a sense of ownership.  Loyalty and appreciation go both ways, doctor to team members and vice versa.  The dentist makes the team understand they work WITH him/her rather than FOR him/her.
  
• The reception room, business desk, clinic, supply storage, lab, and even the exterior of the building are tidy, organized, and up-to-date.  OSHA regulations and universal precautions are followed.  All paperwork, forms, letters, etc. are neat and grammatically correct.  There is an inventory control system for clinical and business supplies and an effective lab delivery system.