We will decide at that time whether we are ready to hire a second OD or recruit an ophthalmologist. This is lower than many of our colleagues. And the front desk is weak at collecting at the time of service.
Our practice was started in by Dr. We currently see 90 new patients per month. Improve recall and establish tighter care pathways; audit to assure that all patients leave with either a firm appointment, a recall or a formal discharge.
Ours is a one-hospital town.
Subsequently, use the information to plan ahead. We have just four exam lanes and a small optical dispensary, which is really more of a patient convenience than a profit center.If we decide to close down our optical, our new optometrist will have time available to do outreach work with ODs in the community. We are currently working on plans for modest interior design improvements — nothing lavish, just catching up on neglected routine upgrades. We realize that in the present environment, especially with unemployment down and labor costs rising, we will have to right-size staffing more carefully than we have in the past. Jones plans to work as a surgeon for another 10 years and then start tapering his practice, transitioning to medical care only and fully retiring at age Toward the end of , we will recruit a full-time optometrist to replace our part-time optometrist. Perform internal analysis of resources and capabilities. A zip code study shows that the majority of patients come from a mile radius of our office, a service area with about , people. But you can change the facts to match your setting.
A zip code study shows that the majority of patients come from a mile radius of our office, a service area with aboutpeople.