“What we see among practices of all kinds is a missed appointment rate around 6%,” says Mr. Gans. “That is the baseline that a practice should be aiming for. We also suggest keeping close track over time and addressing any rises.”
Look closely at both the when and the why. Ms. Boling notes the majority of those who don’t arrive are scheduled on a Monday or Tuesday morning. Others have noticed that the further out the appointment is made, the more likely the patient is to not show up. When possible, ask the patient on the next visit why they couldn’t come.
After fact finding, what you do next will depend on what you learn. Look at things the practice can do to keep no-shows to a minimum.
Communicate
However you decide to handle no-shows, make sure the patient knows and understands written policies you have in place. If there are consequences, such as fees, communicate that and when payment is expected. Talk about the need to cancel no later than 24–72 hours before. Discuss when they may be dismissed from the practice for missed appointments.
Another way to reduce no-shows is to stay on schedule. Both practice managers and providers need to ensure the practitioner is available when the patient arrives. Patients often view a practitioner’s habitual late arrival as a lack of respect for their time and may be less concerned about your time when the practitioner is running late for a reason. They also may adjust the time of their arrival from what’s on the appointment card to what they view as the real appointment time based on their experience.
Know Provider Habits
All providers have their own ways of caring for patients. Some take longer than others, so a one-size-fits-all scheduling system may not work. Management and partners may have to address issues around some physicians doing less work than others if practice patterns mean they see a patient or two less to stay on time.
Managing expectations is important. This is where good scheduling and reception staff can be invaluable.
Staff—an Important Aspect
“The MGMA recommends every practice train its staff on consumer service and handling of disruptive patients,” says Mr. Gans. “Talking with many practice administrators, I have found that training has substantial payoffs for the practice. You have to commit time and effort to make sure your staff is doing the right thing consistently.”
