General Surgery Coding Alert - 2005 Issue 12
PRACTICE MANAGEMENT: Have Your Doctors Gone Fishing And Left Patients Fuming?
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Article Overview
This article discusses practice management strategies for dealing with providers who chronically cancel appointments. It focuses on the staffing, scheduling, and patient-relations impact of repeated cancellations, and outlines general management approaches practices may consider to reduce disruption. The piece is aimed at practice administrators, office managers, and billing or operations staff who handle scheduling workflow and provider accountability.
Why This Topic Matters
Repeated provider cancellations can create avoidable administrative burden, patient dissatisfaction, and operational inefficiency. Understanding the management approaches discussed in the article may help practices evaluate scheduling policies and internal accountability measures.
Article Sections
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4 tips to deal with providers who chronically cancel appointments
An overview of practice management concerns associated with recurring provider cancellations and the general strategies discussed for addressing them.
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Have a no-cancellation policy
Discusses the idea of setting advance notice expectations for provider cancellations within the practice.
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Make the indirect costs clear to the doctor
Covers communicating the broader staffing and workflow burden that repeated cancellations can create.
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Show how one doctor's actions drain everyone's bottom line
Addresses the shared operational impact of cancellations in a group practice environment and how that burden affects staff resources.
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Penalize doctors who cancel
Describes a management approach involving consequences for repeated cancellations and notes that practices may want to obtain legal guidance.
What You Will Learn
- How repeated provider cancellations affect practice operations
- General approaches for reducing scheduling disruption
- Ways practices may communicate the impact of cancellations to providers
- Management considerations for staffing, patient notification, and accountability
Who Should Read This
- Practice administrators
- Office managers
- Medical office staff
- Billing and operations personnel
- Physician group leaders
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