For many, the term ‘conversion’ implies a process with a clearly defined beginning and end. In fact, it could easily be argued (admittedly in a slightly cheesy way) that it’s the beginning of a journey of constant evolution as a practice uses its new found freedom to adapt to meet changing patient requirements and to keep on top of clinical and technological developments.
Of course, undertaking a move from being predominantly NHS to predominantly private is a fraught time but there does come a point when things settle down. Whenever that point arrives, there are two immediate things to consider. The first is to decide how the whole practice team are going to celebrate the success that’s been achieved after all the hard work of the past few months. The second is to take the time to reflect on the original motivations for the conversion and sense-check the aim against the current reality.
Different people have different reasons for making such a change but nearly all of the practices which I have helped convert have had the patient experience uppermost in their minds. For some, the conversion was a way of maintaining an already very high standard of care. For others, it was about addressing the realisation that the system had manipulated them into various compromises with which they no longer felt comfortable.
So if delivering an excellent patient experience is the aim, now is the time to review how well you are doing and to make adjustments if necessary. For example, one of the compromises often cited is a lack of time to really get to know and understand each patient’s needs and priorities. So how well is your current appointment system addressing this issue? What about the range of treatments available, is that the same as under the NHS or has the opportunity been taken to improve the options available to patients?
Some practices will also relook at the make-up of the team and, if one has not been previously available, introduce a hygienist. Other practices may look to develop treatment coordination, perhaps drawing on a member of the team with excellent interpersonal skills to help patients understand the various treatment solutions available to them. Focusing on the patient journey and ensuring the practice team are equipped with the knowledge and skills to help patients navigate their way to the best outcome is so important in a modern private practice.
In the context of developing and retaining a significant base of patients on a dental plan, it is important that membership is seen to offer value for money by patients and the practice team, and so these enhancements to the patient experience can be very important. It’s also important that the relative pricing of the plans and the fees-per-item charged to pay-as-you-go patients remain in tandem. All too often you can find the monthly fees for plans going up but the individual fees-per-item staying still and thus reducing the perceived benefits of the plan. At an early stage in life as a private practice it is sensible to install the discipline to conduct at least an annual review of both plan and treatment fees and to change each at the same time.
An area which can be neglected in the early stages of private practice is the way a practice and its services are presented to current and potential patients. Of course, most successful practices grow by word-of-mouth and referrals, but what is often overlooked these days is that most patients who have been recommended a practice will now investigate that practice via the internet before making contact. Many practices either don’t have a website at all or have one which doesn’t adequately empathise with what patients need to know. Dental websites often undersell the practice, even failing to mention the available payment options such as dental plans or interest-free credit.
Of course, it doesn’t just stop at a website. It’s worthwhile reviewing all sources of information for patients, from brochures to welcome packs and posters in the waiting room, to ensure they capture the essence of the practice and deliver the key messages you want to get across.
Testimonials and case studies can be invaluable and acquired as a happy by-product of another key activity which is gathering patient feedback. It is always worth capturing anecdotal comments by your patients and noting the frequency with which they are made. This can give you fascinating insights into what patients perceive to be important and, together with input from team members at team meetings, can be very useful in helping shape more quantitative forms of gathering feedback such as patient satisfaction surveys into something more than just an exercise to satisfy the CQC.
An aspect of practice management that can be a source of much angst is the dilemma about whether or not to upgrade the fabric of a practice. For many practice owners, one of the motivations for making the change can be the creation of the opportunity to invest in the practice and create the kind of environment that is conducive to the highest quality of patient care. And if this can be achieved, it seems wholly appropriate to thank patients, perhaps through a newsletter or e-zine, for their support in making it happen.
All of these actions should ideally be taking place within the framework of a business plan guided by a shared view, among the entire practice team, about where the practice is heading and what it wants to achieve. In reality, for most practices embarking on a conversion, the vision might simply be to come out of the other side with a financially viable business. However, once you’re there, there is a whole new world of possible directions in which you can take the business and it will be important that you are all aiming for the same thing; so, when the dust has settled a little, take the time out to ensure you are all on the same page.
Although for some it may seem a long way off, it’s never too late to build into a business plan a view of what the end game may be. The exit strategy will almost certainly be to sell the practice and therefore, there should always be one eye on taking steps that will enhance the value of a practice. This is where dental plans can really come in to their own as practice valuers, banks and even corporates are all looking very favourably on the secure cashflow and patient loyalty that comes with a substantial plan base. So setting yourself targets for the number or proportion of patients you want on a plan can keep everyone focused.
And, as with the conversion, don’t forget to find an excuse to celebrate every achievement, whether it’s a milestone on the way to a target number of members or some other aspect of your business plan.