Laura Horton shares how clinic owners can get a head start on implementing and growing the role of the treatment coordinator.
Do you currently have a treatment coordinator (TCO) in your team?
What are your biggest challenges with treatment coordination? If you haven’t appointed someone to that role, how soon do you envision implementing it in your clinic?
The TCO role can enhance patient care, boost efficiency and increase production. However, while many clinics understand and want the role, they may not know where to start or feel overwhelmed.
Some clinic owners cite time as the main obstacle to incorporating it into their patient journey. Others may have started the process only to realise they haven’t allowed for the necessary commitment to managing it.
Management is, in fact, the number one consideration when introducing the role to a clinic. It is crucial for the successful implementation and development of the role. This encompasses strategy, planning and effectively communicating the ‘why’. It requires the practice manager’s thorough understanding of the ‘why’ and the execution of all these elements.
Launching a project involves numerous elements, and the team must recognise that treatment coordination is, in fact, a ‘project’. This understanding is vital for its success.
In a busy clinic environment, initiating and sustaining projects can be challenging. Often, we juggle multiple tasks and risk failing to see any of them through to completion. To tackle this issue, I’ve created an ‘implementation sprint’. This structured approach effectively integrates the TCO role and unlocks the clinic’s full potential.
Earlier this year, I launched the TCO Implementation Sprint, which helps practice managers and owners with the ‘project’ of treatment coordination.
I will share a glimpse of the areas covered over a period of four hours to help time-poor owners and managers bring the project to life.
Recruitment
Human resources and recruitment are vital when introducing a TCO role to a clinic. To start, create a detailed job description tailored to your clinic’s needs and outline the specific responsibilities of the role. This job description should align with the clinic’s operational requirements and be designed to attract the ideal candidates.
If you want to appoint from within your existing team, remember that fairness and transparency should always guide internal recruitment. Equal opportunities for advancement should be ensured for all.
Therefore, it is essential to remember that internal recruitment must follow the same processes as external recruitment (I have a recruitment pack for prospective clients when they’re at this stage).
The TCO Implementation Sprint helps clinics incorporate this essential element, building on the job description and ensuring they understand the role’s needs against that of the clinic’s diaries and clinicians. This helps to assess the number of sessions and hours a clinic might require from the role.
Induction
Clinics should also consider an induction plan, the salary for this person and their training needs. They must be well supported, and those training needs must meet the clinic’s requirements.
I have a vision plan for the TCO role, and while not every clinic implements every aspect, they may use multiple TCOs to do so over a working week, or they may focus on one area initially and grow the role as the clinic grows.
The implementation sprint helps clinics make clear decisions to avoid becoming overwhelmed.
Communication
Another essential aspect is explaining the situation to the broader team. Once a TCO has been recruited and selected, the entire team must understand the role and how it will work for the clinic. Again, this needs to be led by the clinic manager, who will explain the project’s design and strategy and answer any team members’ questions.
Once everyone is on board, clinics can start using the role in clinic; the potential review of its marketing and internal operations is intertwined. For example, suppose you currently have dentists holding free consultations with patients. In that case, this costs the clinic money as part of the strategy and design, and the manager will have ascertained the exact cost to the clinic for these consultations.
Incorporating a TCO also requires a strategic enhancement of internal operations and marketing efforts. The TCO will streamline patient flow and experience by managing consultations, patient communication and feedback while ensuring operational efficiency through staff coordination and resource management.
New growth opportunities
Additionally, the TCO will drive targeted marketing campaigns, brand positioning and referral programmes to boost patient outreach.
Therefore, regular evaluation through specific key performance indicators, such as patient retention and satisfaction rates, treatment acceptance, new patient acquisition and operational efficiency metrics, will help continuously improve and align the clinic’s growth and patient satisfaction objectives.
Clinics can transform patient care and operational efficiency by implementing the TCO role through a structured and well-supported approach. The implementation sprint ensures seamless integration of this vital position, empowering clinics to navigate potential challenges with clarity and confidence.
As clinics embrace this role, they unlock new growth opportunities, enhance patient experiences and improve team dynamics. By strategically focusing on recruitment, induction and communication, they can build a solid foundation for success.
Summary
Planning and strategy
• Have a clear strategy
• Ensure the job description is well-defined
• Implement effective planning
• Establish clear communication about the role’s purpose.
Management involvement
• Management must fully understand and support the role
• The project requires careful coordination and addressing many elements to succeed.
Recruitment process
• Internal recruitment processes must be as rigorous as external ones
• Develop a recruitment pack and ensure proper steps are followed when selecting a candidate.
Implementation plan
• Create a roadmap covering all aspects of the role
• Consider HR elements such as job descriptions, session hours, induction plans, salary and training needs.
Team communication
• The entire team must understand and support the new role
• Clinic managers should explain the project strategy and address team questions.
Operational integration
• Review and adjust internal operations and marketing strategies as needed
• Evaluate and measure the role’s success through specific key performance indicators (KPIs), reported regularly.
Support and growth
• Ensure continuous support and training for the treatment coordinator
• Allow the role to evolve and grow with the clinic’s needs.
Implementation sprint approach
• Utilise an implementation sprint to break down the process into manageable sections
• Live sessions with clinic managers and owners help achieve critical milestones, such as the job description, strategy, roadmap, HR aspects, team presentation and KPIs.
Read other articles by Laura here:
Follow Dentistry.co.uk on Instagram to keep up with all the latest dental news and trends.
