Before you decide to make a major change, such as add a provider to your practice or stop accepting new patients, consider a simpler solution—modifying your appointment process. Beyond the actual technology and software requirements, your practice needs a clear system for prioritizing its patients. And your staff must be trained to follow that process in order to make scheduling easier for everyone.

With just a bit of thoughtful analysis and staff preparation on your part, revamping your appointment-scheduling system can be completed in three simple steps:

1. Evaluate Your Current Process

Communicate with your staff members who book the appointments and gather their insights about the current system. What works well? What frustrations do they experience?

Then to help you pinpoint your particular scheduling issues, have your front office staff supply each patient with a time log when he or she checks in. Nurses and medical assistants should note start and end times, as well as the type of visit, on each patient’s sheet during the appointment. After collecting these sheets for a week, you’ll have a better sense of how much time to allocate per appointment.

In addition, you should ask your staff to track the number of emergency or same-day appointments, as well as any no-shows or last-minute cancellations each day. These occurrences may be monitored for a week to establish an initial frame of reference. But you may also want to monitor them on an ongoing basis so you can reevaluate your scheduling process over time.

2. Create a Realistic Timetable

Squeezing a longer appointment into a too-short time slot will put you and your staff behind schedule. Based on your recent appointment evaluations, set reasonable time periods for each type of appointment—new-patient visits, follow-ups, procedures, and so on—as well as a minimum length for all types of appointments.

Meet with your employees and review the amount of time that should be allocated for each type of patient visit. Make sure your scheduling software allows you to block off your minimum appointment length, and then advise your staff to adjust the default times for specific types of appointments as needed. And to encourage staff compliance with these new guidelines, point out how adhering to the appropriate times will keep your patients happy and benefit everyone’s workflow.

3. Urge Staff to Schedule Emergency Appointments Wisely

Based on your daily average number of emergency appointments and cancellations, block off a chunk of time within each day’s schedule for same-day visits. For example, if you average three emergency appointments and one last-minute cancellation per day, then you should set aside two open time slots per day for same-day patients. And it’s a good idea to block these off at the end of the day. That way if those time slots aren’t filled on any given day, you can wrap up the workday earlier.

Make sure your staff understands that these open times are for emergency appointments only and cannot be filled until that day or after a designated time on the previous day (such as 4 p.m.). Routine patient appointments should be scheduled for a future date.

Clearly communicating these changes—and their benefits—helps the whole office run more smoothly and work as a unified front when it comes to scheduling appointments. Revamping the process now will allow you the freedom and flexibility to take on new patients whenever the opportunity arises.

The post 3 Easy Steps to Revamp Your Appointment Scheduling System appeared first on CRT Medical.

Patient portals enable your office to connect with patients whenever and wherever they desire. No longer must a patient remember to call during business hours or wait on hold to speak to a live person. They can now take care of such tasks as making appointments, viewing test results, and investigating educational resources whenever they want online. The increased ease with which people can initiate these kinds of interactions with your office will lead to significant positive results—chiefly in the areas of patient follow-through and a long-term investment in your practice.

The key? Make the patient portal accessible, meaningful, attractive, and easy to use. And then make sure your patients know about it and understand the multiple benefits of utilizing it. Clinics have trouble getting patients to interact with the portal when the portal doesn’t make a personal engagement with people. You can sidestep that obstacle by following a few simple steps:

1. Educate Your Staff

If you’ve already implemented the use of electronic records in your office, then you know that once the system is in place, it facilitates the future workload of your staff. Use this touchpoint as an illustration when you’re training your employees on the various inputs for the portal. Emphasize how patient usage of the portal will be a time-saver for everyone. Just a few examples of the tangible benefits for your staff include increased ease of patient check-in and insurance updates, less time spent on the phone, and less time and resources invested in making copies and preparing mailings. The staff’s newfound excitement about how portals can transform the nature of patient-practice interactions will be communicable to the patients, in turn causing patients to want to log in and see if it will really save them time.

Be extra intentional about training your front office staff, as they will have the most interactions with patients regarding tasks that can be taken care of on the portal. It is imperative that they be prepared to quickly resolve any issues patients might have with the portal during the initial adjustment period. Whether this training takes the form of additional paid hours of self-paced learning or bringing in a representative from the portal company to present a daylong seminar, invest the time and resources into educating those people who have the highest potential impact on patients’ interactions with the portal.

2. Layer the Flavor

An old rule of marketing is that you have to present your message seven times before the customer will get it. While the number is debatable, the concept of delivering information multiple times in multiple ways is not.

1. Spend time talking to your patients about the features that will appeal to them on the patient portal. Emphasize that options such as test results, prescription refills, and preventative care recommendations will be available whenever the patient wants them.
2. Instruct your employees to comment on or explain a particular feature of the portal to patients during their interactions with them. For example, your intake specialist can emphasize that the patient portal allows patients to see which appointment times are available at their convenience.
3. Post information about the patient portal in the waiting room—and make it interesting. Patients will most likely have their smartphones or even their laptops with them, so make good use of their portable technology by encouraging them to access the portal while they’re waiting.
4. Include instructions on how to access the portal in any written communications you send out.

If patients receive enough information about the portal from different points of contact, they will see its potential value and be more likely to check it out.

3. Provide Incentives for Patients Who Pay/Schedule/Update Information Online

No matter how attractive you make the portal, some people will still resist using it. Thus, overcoming the inertia of the status quo may require you to make an extra push. A small financial incentive might be just the encouragement these patients need, and it can be something as simple as receiving a discount on lab services when they log on to get their lab results.

Be inventive with how you engage your patients and help them understand that the portal will be a huge resource for them—and for you. Just like the beginning of any great relationship, you need to provide a solid introduction. Make it happen.

The post The Perks of Patient Portals—for Your Patients and Your Practice appeared first on CRT Medical.

Sometimes sending accounts to collections is the only means of obtaining payment for your services, and collections can strain even the best working relationships. By approaching the collections process in a way that affirms your respect for your patients and your desire to work with them, you can avoid a great deal of angst for all involved.

1. Follow up with insurance companies.

Good medical billing processes expedite and greatly increase accuracy, but sometimes insurance coverage details aren’t made clear to your office or the patient. Determining the underlying issue with nonpayment can make the process easier and help establish where the financial responsibility lies. And by communicating with insurance companies directly, you are indicating to your patients your intention to make sure they aren’t paying for something that’s already covered.

2. Use multiple communication channels to alert patients of your intent to collect before you send their accounts to collections.

Many patients feel blindsided by collections. While your practice may inform new patients that any bills that are overdue after a certain amount of time will be sent to collections, patients may forget this. The last thing you want is for your patients to feel as though you’ve thrown them to the wolves. If you let delinquent patients know that the collections process is about to begin, they will be better prepared for it . . . and they might even pay up just to avoid getting a call from the collector.

When alerting your patients, be intentional about making contact with them. Bills sent in the mail will usually arrive at their intended destinations, but patients may not open them. While the same thing is true for phone calls and emails, using multiple avenues of contact will increase the odds that one of your communiqués will be heeded. At the very least, those numerous points of contact will demonstrate your good faith attempts to communicate with your patients before turning their accounts over to collections. And they also show that you take your billing process seriously. Patients will be less likely to postpone making payment if they understand that you enforce your billing policies.

3. Use a mindful and gracious staff member to reach out.

We all have those wonderful people in our lives who make it easier to receive difficult news. If you have such a person on staff, use him or her to reach out to those patients who are behind in their payments. When making contact, this person should be calm and reassuring, yet firm and clear. The style of his or her approach—word choice, tone, and compassion—will dictate how the patient responds not only emotionally, but also financially.

When you and your staff interact with patients, keep in mind that even if they are aware that they’re behind in their payments, they may not understand why. People often receive broad overviews of their insurance plans from their employers and insurance provider, but it’s possible that they’re unaware of any loopholes and gaps in their coverage. Showing a little grace while you work this out with them will likely result in good patient reviews and numerous referrals—in addition to eventual payment.

4. Choose a collections agency you can trust.

Listen to your intuition when choosing a company. Do they make you feel comfortable? Do you believe they will treat your patients well? Do you want to be associated with them? In the minds of your patients, the representatives from the collections company will become very much associated with your practice. So select one that not only assures that you’ll receive a good deal or rate of delivery, but also provides the appropriate image for your practice.

Collections are a necessary part of the billing process, and it can improve the financial standing of your practice. As you enter the process, however, being upfront, proactive, and helpful will benefit your patients as well as your bottom line.

The post Beyond Billing: Making Collections as Painless as Possible appeared first on CRT Medical.

The method of paper charting has often caused angst in a doctor’s office simply because the indexer codes with one method and the retriever searches with another. Therefore, being proactive about how you set up your electronic system will simplify the transition for you and your staff. The following are some ways you can go about doing that.

Create a standardized storage procedure to accommodate both indexers and receivers.

Use OCR and auto-indexing barcodes to convert paper charts to electronic ones. These automated steps will minimize the amount of time an indexer must invest on each chart while still providing multiple avenues of indexing to assist in future retrieval. There also tend to be fewer user input errors when using these automated cues, which will greatly alleviate the amount of pressure on the indexer. In addition to the automated index keys, allow for as many index inputs as possible, and make sure the organization of the data storage suits the retriever.

Involve both the indexer and the retriever. Their familiarity with the snags in previous coding systems should give them valuable insights when creating a new workable system for your office. As they collaborate on customizing the system, they’ll be able to maintain their professional autonomy while meeting practice-wide goals. Not only that, but the more engaged they are in building the records system, the more engaged they’ll likely be in future problem-solving efforts as well.

Train your staff.

A chief frustration is that the electronic systems are unwieldy and unfamiliar. To prevent this issue, find a system that works for the way you run your office, and then train yourself and your staff on how to use the new system. This extra step will increase your employees’ level of comfort and allow them to work more quickly and accurately with each patient during examinations, as well as during preparation, follow-up, and billing times.

While staff training requires the investment of more time and money up-front, it will more than pay for itself in the long run. And it will also ensure good will from your staff. People typically resist change, so taking the time to train them on the new system will indicate that you’re investing in their jobs, not simply imposing another new procedure on them.

Go as paperless as possible.

The fewer number of pages that need to be converted, the less amount of work that needs to be done. The advent of the tablet and netbook has allowed medical professionals to enter information into the system while they’re assisting patients. The same thing can be accomplished by placing desktop computers in exam rooms. Doing so can not only help eliminate errors stemming from difficulty in reading a person’s handwriting, but also minimize the threat of HIPPA violations due to paper files being inadequately secured. Caveat emptor: Confer with your legal team regarding what pieces must be maintained in paper form.

Keep paper sources that match your new system in case of a possible crash.

In spite of the increased productivity and efficiency offered by electronic systems, they do occasionally crash. Make sure your office is prepared by having your staff maintain paper charts that mimic the electronic charts as closely as possible, and also by making sure that your staff remains familiar with the paper charts. By doing so, your office will continue to function even as the tech staff brings the system back online. And by creating an efficient records conversion system, the post-crash conversion and filing process won’t cause the same amount of headaches that it has in the past.

Taking the plunge by introducing your office staff to a new records system can be nerve-wracking for everyone. However, clearly communicating with your staff about the changes and taking the time to review how your practice handles patients’ medical information will pave the way to a more efficient practice overall.

The post Making the Transition to Using Electronic Medical Records (EMR) appeared first on CRT Medical.

On average, each employee costs $6,000 to recruit, hire and train. So it’s essential to your bottom line—and your emotional well-being—to implement steps to keep your employees happy.

According to a survey by Robert Half International, one of the most common reasons given for leaving a job is dissatisfaction with management. There are several simple steps you can take to strengthen your leadership style and create an overall positive environment for your employees.

1. Open up the lines of communication: According to Saratoga Institute survey results, poor communication is the most frequent reason employees give as to why they’re leaving an organization. They feel disconnected from the people in management. So from day one, you must establish a clear policy about how issues will be communicated and addressed. Whether that’s directly through you or an office manager, employees must feel empowered to express their concerns and complaints.
2. Develop trust and camaraderie: Hold weekly or biweekly staff meetings and evaluate the strengths and weaknesses of your business as a team. Ask for counsel from your staff and consider their ideas for streamlining the daily office tasks. Remember, your employees have their fingers on the pulse. Address their concerns and listen to their proposed solutions.
3. Stay consistent: While you shouldn’t treat your staff like children, you should put policies in place that will serve the common good of the office and, ultimately, the patients. Then make sure everyone—including you—adheres to them. For instance, if you don’t want your employees eating lunch at the front desk, then make sure everyone understands the no-lunch policy and the reason behind it. And then be sure you don’t eat your lunch at the front desk either. Your staff will be more likely to respect and follow your office policies if they see that everyone is held to the same standard.
4. Provide employee performance feedback on a regular basis: While you may prefer to spend your office hours visiting with clients, keep in mind that taking the time to recognize your staff members for their hard work will pay great dividends in the long run. And your feedback doesn’t have to be delivered in the form of an official evaluation. Establish an Employee of the Month Award or take a well-deserving employee out to lunch once per quarter. Be generous with Christmas gifts and birthday wishes. These are little gestures that will go a long way toward building employee morale, loyalty, and job satisfaction.
5. Promote work-life balance: Remember, just like you, your employees have lives outside the office. And with today’s family lifestyles operating at a faster pace than ever before, you may need to adjust how you evaluate employee work performance. Start by placing less of an emphasis on your employees’ time cards and focus more on their output, productivity, and quality of work.

These five steps provide a working guideline to help you create a positive work environment within your office. But perhaps Professor Lisbeth Claus from the Atkinson Graduate School of Management sums it up best by offering a few poignant questions to ask yourself as you move forward: Do I tell the truth? Do I keep promises? Do I act fairly? Do I respect my employees?

Private Practice physicians who keep these questions at the forefront of every managerial decision will master the business skill of retaining their employees.

The post Stop Your Employees from Seeking Greener Pastures appeared first on CRT Medical.

The post EMR by the Numbers (Infographic) appeared first on CRT Medical.

Accenture, a global consulting firm, recently conducted a survey of 204 primary care and specialty physicians from across the United States. According to their findings, from the year 2000 to 2012, the percentage of independent physicians dropped from 57 percent to 39 percent. And throughout 2013, Accenture expects this figure to decrease even further to a record low of 36 percent.

Many students enter medical school with dreams of one day experiencing the freedom and independence that comes with operating a private practice. Captured in that ideal are hopes of treating and caring for patients on an individual basis, establishing regular office hours, and having the freedom to manage an office staff. But what these doctors soon discover is that the independence associated with running a private practice comes with its own set of challenges.

The recent increases in malpractice insurance premiums, regulatory costs, administrative duties, and technology mandates have forced many doctors to seek out perceivably greener pastures in a more stable hospital environment. When asked why they were opting out of private practice, 87 percent of the physicians surveyed blamed increased operating costs.

However, it’s only after they’ve signed on to full-time hospital employment that these physicians discover they’ve sacrificed far more than they’ve gained. In exchange for slightly higher job stability and fixed salaries, they’ve not only forfeited the flexibility of setting their own hours, but most of them have taken pay cuts as well.

Sixty-five percent of the surveyed doctors who are joining healthcare systems said they expect to make the same amount or less than they did while working for themselves. And they can also expect to work more hours—especially now that the majority of hospitals calculate a physician’s annual salary based on productivity and expertise via RVUs. (Read more about this in a previous blog post).

And while 53 percent of the doctors surveyed cited electronic medical record (EMR) requirements as another reason to desert their private practices, these same doctors were surprised to discover that their hospital employers are also subject to EMRs.

While some predict that in just a few years the number of doctors working in hospitals could be as high as 75 percent, a remnant of doctors who are committed to running a private practice remains—even in the midst of this tenuous trend. In an effort to keep their businesses operating, they’ve initiated creative strategies to lower their cost structure while bolstering their billing rates. Many are bringing specialists into the fold so exams and tests that are typically referred out to hospitals can be administered in-house, thereby increasing the billing rate per patient visit. They are also outsourcing some of their administration processes to alleviate the burden of administrative costs.

As both a doctor and a small business owner, private practice physicians are in a class by themselves. And like all successful small business owners who value their autonomy, they must develop creative strategies to adapt their practices and keep up with the ever-changing healthcare landscape. By doing so, they’re proving that private practices can not only survive, but also thrive in a changing healthcare market.

The post Is Parting Ways with Your Private Practice the Best Solution? appeared first on CRT Medical.

However, there is one identifiable factor that can restore profitability to your private practice: relative value units or RVUs. Medicare’s Resource-Based Relative Value Scale (RBRVS) system assigns an RVU amount to each CPT code, and they’re used to measure a physician’s productivity during the workday. With 9 out of 10 hospitals now incorporating RVUs to determine the dollar amount of a physician’s compensation, it’s essential that private practices get on board and learn how this calculation can bolster their bottom line.

Making sure your practice carefully tracks the amount of RVUs per client visit is an essential part of receiving full billing reimbursements. And accurately evaluating physician productivity and practice costs can provide consistency and predictability to your monthly bottom line. In other words, using RVUs to analyze the financial viability of your practice will remove those variables that cause confusion when it’s time to set your fees for the coming year. Leora F. Ardizzone, a healthcare attorney in Long Island, states, “The RVU eliminates any risk to the physician related to employer negotiated rates, captivated fees, reductions in reimbursement rates or failure or delays in collections.” In essence, RVUs have become the standard measurement for reimbursement analysis.

Traditionally, there have been a number of ways to calculate physician productivity and compensation. Most notable among these are volume-based metrics attached to the number of clients physicians see or the amount of revenue they bill per office visit. However, with government insurance programs taking the lead, physician productivity and compensation are moving toward models based on RVUs, which are most often derived from three basic components: the physician’s work, the expenses of the physician’s practice, and professional liability insurance.

For the most part, RVU physician work values are determined by The Centers for Medicare & Medicaid Services (CMS), which seeks input from the 29-member American Medical Association/Specialty Society Relative Value Scale Update Committee (RUC). Most of the RUC members are chosen by a major physician specialty society. After hearing testimonies from specialty groups on how much time it takes, the level of skill required, the level of education/training required, and the practice expense associated with a particular procedure, the CMS assigns an RVU amount for it. And these amounts are re-evaluated every five years.

For example, a well-patient visit would be assigned a lower RVU value than an invasive surgical procedure. Thus, a physician who deals with only a few complex cases could accumulate more RVUs in a day than a physician who handles 10 less complicated cases. Using RVUs rather than the number of client visits to calculate physicians’ billing rates will provide a more accurate picture of the work being measured.

Other productivity and quality measures can be used to determine a physician’s overall compensation and productivity. But with government insurance programs and hospitals both using RVUs, it would be prudent for private practices to adopt this up-and-coming method of compensation calculation as well.

While there are a plethora of RVU formulas being used in employment contracts to determine a physician’s salary, many medical billing companies now offer their own specialized RVU algorithms to help ensure that physicians are being paid fairly and accurately for the services they provide.

Is your practice operating in the red? How might an in-depth analysis of your physicians’ RVUs help your practice turn a profit in 2013?

The post What Are Relative Value Units (RVUs) and How Can They Help Your Bottom Line? appeared first on CRT Medical.

It’s a widely held belief that it costs five to ten times more to acquire a new client than to keep an existing one. This figure is disputable, but the principle behind it is accurate: Your clients are the linchpin to owning and operating a successful private practice. Typical of all small business owners, you face the daily challenge of not only obtaining new clients, but also building brand loyalty amongst your current client base.

Successful physicians will tell you that 80 percent of the strategy in building a recurring client list is addressed by the right private practice philosophy: You must think of your patients as customers who have the freedom to choose other physicians. Once you begin thinking this way, the other 20 percent of your strategy is to implement this philosophy.

Below are 10 easy, systematic steps you can take to ensure that your clients keep coming back. While some steps are obvious, others may force you step outside of your comfort zone and think like a customer instead of a physician.

1. Real People. In your fast-paced office environment, it can be expensive and impractical to have a live person answer the phone. Because most businesses now use an automated answering system for taking customers’ calls, the practice has become so ingrained in our culture that few people bristle at the use of this “merry-go-round” system. However, regardless of how common a practice it is, you should have a friendly, real-life person from your practice call your patients whenever possible—especially for reminder and follow-up phone calls. Such a personalized effort will make a lasting positive impression on your customers.

2. There Is a Place for Texts and Emails. We live in a technology-driven world, so about half your clients will be tech savvy enough to receive and respond to text messages and emails. But be considerate of those clients who are not. Naturally, if you operate a geriatric practice, then you will be less likely to use technology than if you operate a pediatric service. In either case, you should seek to maintain a balance of using both telephone and technology communication methods. And remember, despite your best efforts to utilize the computer for appointment reminders, some clients will always need to receive a phone call.

3. Waiting Room Protocol. Upon entering your waiting room, the patient should be greeted by a clean and tidy area. Reading materials, health programs looping on the flat screen TVs, and a clean children’s area all make for a pleasant waiting room. Make sure a staff member is assigned to cleanup duty several times a day to keep the waiting area cleared of incidental trash.

4. Customer Service. Since you are no longer treating your patient as “just a client,” but as a customer, make sure you’ve implemented superior customer service from start to finish. A friendly greeting from the receptionist will go a long way in setting the tone for the visit. The process for filling out paperwork and collecting the clients’ insurance cards must be organized and smooth.

5. Respect Privacy. Reserve any discussions regarding the patient’s insurance, payment plan, or health issues for the privacy of the examination room. Even if such conversations are conducted in hushed tones, having those discussions in the waiting room will make your patients feel as if they’re in the spotlight.

6. Waiting Is the Hardest Part. Strive to keep the clients’ wait time to a maximum of 15 minutes. During this time the receptionist should offer bottled water to the patients, and coffee should be available from a self-serve station in the waiting room.

7. Be Hospitable. Beyond putting your patients at ease in the waiting room, treat them as your special guests and give them your undivided attention in the exam room. Also, the different areas of a doctor’s office can be confusing. So be sure that someone on your staff escorts patients to and from their examination rooms—and all while addressing the patients by name.

8. Be Honest. All doctors run late from time to time. It happens in even the most efficiently run offices. But when you’re running more than 15 minutes behind, be honest and tell your patients directly. Give them options to reschedule their appointments and ask if there’s anything they need while they wait.

9. Have an Exit Plan. Before your patient leaves the office, be sure they are clear on payment issues, follow-up appointments, and the doctor’s instructions. Offer them a business card magnet, a pen, or some other marketing device that will remind them of your name and number.

10. Follow Up. Whether it’s checking on your patients’ conditions or thanking them for their visit, your office should have a follow-up procedure in place that reminds patients that they are valued and appreciated.

This isn’t an exhaustive list, but these 10 simple and easy-to-implement steps will go a long way in transforming your patients from one-time clients into loyal customers. And don’t underestimate the power of a satisfied customer. Their word-of-mouth referrals combined with positive Internet reviews of your practice will lead to a steady surge of new customers and an ongoing reliable base of returning ones.

The post How Not to Lose a Patient in 10 Simple Steps appeared first on CRT Medical.

In our previous blog post, we outlined some steps to help you grow your caseload and fill your office calendar with appointments. But what happens when your client base has expanded so much that your office space is now bursting at the seams? Between the files, computers, medical supplies, staff, and exam rooms, your small office has now become a manager’s nightmare. While a heavy caseload is a good thing, a crowded and cramped office is not. It leads to workplace stress for your staff, an unwelcoming environment for your patients, and a lot of unnecessary chaos for you.

At first glance, relocating your office may seem like an enticing next step. However, taking a closer look at your finances and long-term business goals may reveal that remodeling your current space is the better choice. It’s important to weigh both options carefully, as each one comes with its own set of advantages and disadvantages.

Financials: Most physicians are hesitant to change locations due to the probability of a rent increase. But keep in mind that a larger office space could potentially pay for itself, as you’d be able to treat more clients with the same amount of staff. In most private practices, rent accounts for anywhere between 8 and 12 percent of the operating budget, while staffing expenses account for up to 45 percent. So you can see how a less-stressed staff moving a larger number of patients through a more spacious office could cover the increase in rent pretty quickly.

Consider your future goals: More private practices are now offering specialized medical services (such as X-rays and MRIs) that used to be available only through acute care centers. However, providing such services requires a larger office space to accommodate the necessary equipment and staff. So you must weigh the benefits—such as greater convenience for your clients and, ultimately, higher billing rates per client visit—against the cost of renting a larger office space. But if you’re content with the basic service options you provide now, your current office space may be adequate for the time being.

Do you intend to add physicians to your practice? If so, then you must take that change into consideration as well. Whether you remodel or relocate, additional practitioners will require their own private offices as well as exam rooms for treating patients.

Assess your current space: Relocating your office is a huge undertaking. In addition to causing disruptions in your daily routine, it will also lead to downtime when you will be unavailable to see your clients. The possibility of losing revenue during this transition period combined with the fact that some of your clients may not move with you to your new office space may be enough to convince you that staying in your current space is the wiser choice.

Hire an architect: Once you’ve determined that your office is staying put and you’ve taken every effort to organize the space for maximum efficiency, it may be time to hire a professional architect who specializes in small-to-medium interiors. Through a detailed space evaluation, a professional can not only show you how to remodel your current space, but also alert you to potential unused spaces that could be utilized more effectively.

Whether you choose to remodel or relocate, your ultimate goal should be a fully functioning space with an optimized office flow that is tailored to the needs of your staff and clients.

The post Does Your Physician’s Office Feel Crowded and Cramped? appeared first on CRT Medical.