Author: LBodnarchuk

What is Dental Practice Management?

Dental Practice Management enables Dental Service Organizations (DSOs) and dental providers to reach their full potential. With Dental Practice Management, you can streamline administrative processes to benefit employees and patients through innovative technologies and strategies. It also makes your business resilient, competitive and scalable, even in an uncertain market.

Building an effective Dental Practice Management system requires a good understanding of the industry and what it takes to optimize operations. Below, we discuss the basics of Dental Practice Management, including its benefits and some best practices for developing a functional system.

Dental Practice Management Explained

Dental Practice Management is a system that identifies lapses in operations and implements strategies to close those gaps. It’s a tailored process that helps dental practitioners and administrators streamline operations. At ProspHire, our Dental Practice Management experts help create scalable businesses by closely examining the operations and providing solutions to make them more efficient in the provision of quality patient care.

Effective Dental Practice Management programs are simple yet comprehensive. They streamline workflow with organized systems and technology and provide growth opportunities to create a well-managed and effective dental practice that can succeed.

What Are the Benefits of Dental Practice Management?

Dental Practice Management offers many benefits. Here are some examples:

Streamlines Operations

Dental Practice Management allows you to implement efficient and standardized processes for your practice. Good organizational planning and technological solutions optimize workflow. As a result, you can improve collaboration and communication, reduce costs and better comply with industry standards and regulations.

Streamlined operations improve the ability of a DSO to work effectively with its affiliated offices via alignment on systems, protocols and centralized and localized resources. Structure amplifies the ability of the DSO to provide comprehensive support to practices ultimately improving opportunity for positive financial and treatment outcomes.   

Simplifies Staff Management

One of the first steps to creating an efficient practice is having a well-organized and functioning staff. Practice Management enables you to assess your current staff’s strengths and provide the tools to help them grow.

For example, it creates a platform where you can monitor each person’s input, letting you know how to tailor your training initiatives. It also considers strategies to encourage your employees to accept new changes, considering factors like age differences and exposure to modern technology.

Dental Practice Management can also help you set employment standards, assign roles, improve communication, collaboration and teamwork and implement proper hiring systems.

Improves Talent Acquisition

Onboarding new talent is as important as managing your existing team. Talent acquisition should go beyond getting academically and professionally qualified recruits, as you also want to find employees who fit into your practice’s culture and mission.

Dental Practical Management leverages modern tools to identify the best candidates for your practice. It also helps you establish recruiting systems capable of examining behavioral traits and assessing how they match your demands.

Reduces Errors

Eliminating errors is fundamental for any healthcare practitioner and can save you time and money. Traditional dental practices often involve tedious administrative processes that can cause employees to lose focus and make errors, but you can fix that.

You can employ automated solutions to handle processes like billing and scheduling. Digital tools are highly accurate and can process large amounts of data, removing inconsistencies and creating reliable outcomes. As a result, you can free up your staff to focus on more in-depth, engaging tasks.

Optimizes Client Access

Your website and front office are the gateways to your dental practice and are where you first interact with patients. An effective Dental Practice Management system allows you to accommodate patients and make them feel at home, so you leave them with a positive initial experience every time.

An effective dental practice management system allows you to accommodate patients

A Practice Management system makes it simple for you to connect with patients. It focuses on aspects such as:

  • Accessing preliminary information like contact information and areas of specialization
  • Scheduling appointments
  • Keeping records
  • Communicating with clients regularly

Improves Overall Patient Experience

Dental Practice Management helps you create lasting client relationships. Simple things like knowing clients by name or face and streamlining their appointments can make a difference. With a streamlined workflow through Dental Practice Management, you can build a better experience in the office and during virtual consultations.

Drives Revenue and Growth

One of the main goals of a management system is to drive growth, which is usually a natural consequence of proper staff and financial management, process automation and client satisfaction. Dental Practice Management lets you build a scalable enterprise capable of withstanding uncertainties. You can leverage data to make financial decisions and plan.

What Are Dental Practice Management Best Practices?

Building a resilient dental practice requires high operational efficiency. Here are six best practices to consider:

  • Define your needs: Define what you need to grow your practice and build the system around that. Having a clear path helps you determine the most practical strategies.
  • Leverage technology: Digital transformation is integral to all business operations today. Automate your processes, starting with the most basic functions. Use technology to streamline operations for both employees and patients.
  • Listen to your staff: Your management strategies are most effective when every employee is onboard. Consider their concerns and develop solutions to help them perform optimally. Also, engage them in continuous training programs and set clear goals and expectations.
  • Consider patient communication: Focus on making communication simple yet effective for patients. For example, if you notice many patients submit appointment requests through your website, consider implementing a chatbot to make that experience even better.
  • Create flexible payment options: Never underestimate the convenience of having flexible financial options. Allow patients to select from various payment options like cash, credit cards and checks. Payment plans and financing are also effective solutions.
  • Hire a consultant: Dental Practice Management consultants have the experience to examine your operations and execute solutions to help you grow your business. Choose a company that understands your industry and your business’s needs to make your investment worthwhile.

3 Tips to Consider When Choosing a Dental Practice Management Company

Here are some tips for choosing the best Dental Practice Management company for your establishment:

  • Do your research: Ask colleagues for referrals and interview different companies before deciding. Also, establish criteria for the kind of professional you want to engage.
  • Prioritize industry knowledge and experience: The best consultants have a wealth of experience that lets them evaluate different options. They can help you make effective decisions and provide personalized solutions.
  • Consider customer relationships: It’s best to work with consultants interested in seeing your business thrive. Listen carefully and take notes of their responses when you ask questions. This way, you can gauge whether they seem to truly care about your success.

Choose ProspHire for Your Dental Practice Management

ProspHire assists DSOs and dental providers in developing innovative solutions to streamline operations and drive growth. Our expertise and quality services have won us several awards across the United States and we continue to serve clients with a supportive culture.

Contact us today to learn more. We’re ready to build a long-lasting relationship with you.

Choose ProspHire for Your Dental Practice Management

Q&A with ProspHire’s Joshua Manning on Project Delivery

Healthcare is an industry that touches every one of our lives and behind the scenes there’s a complex world of projects and initiatives aimed at improving patient care. ProspHire’s Joshua Manning sheds light on the intricate world of healthcare project delivery. 

Can you provide an overview of ProspHire’s Project Delivery practice and its role within healthcare consulting? 

ProspHire’s Delivery Practice first and foremost is focused on the desired outcomes of our clients and providing the right level of expertise in terms of talent and experience. When a client engages ProspHire we seek to understand the need and then align our team to support several types of projects including Large Scale System Implementations, Health Plan Integrations, Establishing/Enhancing EPMO capabilities, as well as Program and Project Management. Our team consists of certified Project Management Professionals (PMP), Six Sigma Green Belt, Certified Scrum Masters, Product Owners who offer industry expertise in the payer and provider sectors.  

What are some key challenges that healthcare organizations typically face when it comes to project delivery and how does ProspHire address these challenges?  

Our work occurs with large health care organizations. Within these environments our goal is to partner with our stakeholders, understand their expectations and give them time back. All organizations are working with keeping their operations functioning, competing priorities/projects and resource constraints. Our Delivery practitioners utilize our delivery and industry expertise, allowing our stakeholders to focus on their numerous priorities.  

Could you share a success story that highlights the impact of the Project Delivery practice on a healthcare client’s operations or outcomes?  

One of our clients is currently going through rapid growth and transformation. With that comes the need to connect business and technical process/decision making and manage decisions/dependencies. The client engaged ProspHire to manage several of those programs and that required us to utilize our strong execution skills and also our strong relationships to identify risk and act as an extension of our stakeholders. What we like to hear from our clients is that they can’t tell the difference between our teams and their full-time employees and we bring value by giving them back time.  

In the rapidly evolving healthcare landscape, how does ProspHire stay ahead of the curve in terms of project management methodologies and industry best practices?  

We understand current methodologies with our current client mix. ProspHire collaborates with some of the largest healthcare organizations in the country and that entails many customized ways to deliver projects using agile, hybrid and waterfall methodologies. There are several factors that play a role in selecting a delivery methodology, from current capabilities of the organization to the people to the scale of the project. To keep up with the ever-changing delivery landscape, ProspHire invests in our Practitioners through continuing education and certifications through ProspHire University (PMP, Scrum, etc.). 

What role does technology play in optimizing project delivery within healthcare organizations and how does ProspHire leverage technology in its consulting services? 

Technology always plays a critical role in project delivery. From a macro level, this starts with an organization’s ability to manage strategic portfolios of projects that align to the long-term vision and goals. It’s key to keeping leadership informed on desired outcomes by continually tracking the demand, the portfolios, the capacity to support them as well as accurate KPIs to overall performance. At the project level, we utilize various Project Portfolio Management (PPM) applications to manage project status and financials for our clients.  

Collaboration is crucial in project delivery. How does ProspHire develop collaboration among cross-functional teams within healthcare organizations to ensure successful project outcomes? 

Working in any sized organization, project execution rarely impacts a single business area and with that highlights the importance of building trust and relationships. It is critical to understand how people like to communicate and their leadership styles and set clear expectations for the team’s relationship. Projects are not all filled with good news as dependencies, resource constraints and competing priorities also become a factor. Setting clear expectations and building a strong relationship up-front goes a long way to staying aligned and gaining respect with our clients.  

Healthcare projects often involve complex regulatory and compliance requirements. How does ProspHire ensure that its clients navigate these challenges effectively?   

Regulatory and compliance projects always start with an understanding of the requirements and how these requirements impact the current processes, workflow and technology. Even the smallest change impacts the business and with the heightened compliance or regulatory impact it’s critically important to establish strong collaborative governance models that hold people accountable, communicate an accurate status, empower the right people to make decisions and share a transparent risk assessment with clear mitigation strategies.  

Can you share some insights into the skills and expertise that your Project Delivery practice team brings to the table to make a difference in healthcare projects?  

At ProspHire, our practitioners have experience in Payor, Provider, Dental and even post-acute projects. That experience helps us work side by side with our business and technical stakeholders to inform decision making, provide recommendations and ultimately give our clients time back to focus on the business. In no way are we replacing our stakeholders, but rather allowing our experience to build the trust they seek when delivering projects. When working with subject matter experts in the industry, being able to understand their needs helps with remaining aligned on expectations and ultimately delivering for our clients.   

Risk management is vital in any industry. How does the PMO identify and mitigate potential risks that could impact the success of healthcare consulting projects? 

Risk management and communication are critical to managing a program/project and building trust with your clients. Risk is going to happen on every project and how that is documented and communicated is vitally important. Risk is not about calling teams or individuals out but rather a way to communicate what is causing the risk, the impact and the mitigation to manage the risk. By not sharing or communicating risks, it is likely going to grow into something more unmanageable thus further impacting the project and resources supporting the desired outcome. At ProspHire, we run towards the risk and aim to understand the root cause, the impact of the project and defining a clear strategy for managing the risk.  

Looking ahead, what trends and innovations do you foresee shaping the future of project delivery in healthcare and how is ProspHire preparing to adapt to these changes?

Digital transformation, data analytics and AI and process automation are all new trends and innovations that are now impacting project delivery in healthcare. It is important that we understand the needs and capabilities of every organization we work with to gauge their ability to evolve. At ProspHire, we are continuously training and upskilling our practitioners in emerging technologies and healthcare trends. We collaborate with technology companies and healthcare providers to develop innovative solutions that help to stay current with industry developments and we tailor solutions to the unique needs and challenges of every healthcare client.

ProspHire will work with you to understand your unique circumstances and identify the best methods to achieve your goals. Connect with us today to learn more.

SY2024 Data Insights

The Centers for Medicare & Medicaid Services (CMS) released the 2024 Star Ratings for Medicare Advantage plans on October 13th, 2023.

The 2024 Star Ratings incorporated several changes to the methodology, including the introduction of the cut point modifying statistical technique – Tukey outlier deletion. The realized outcomes of Tukey were just as significant as expected. The MAPD average dropped from the 2023 level of 3.76 to 3.62 in 2024, making this the lowest performance within the last six Star Years. Of the plans that received a star rating in 2023, 64% of health plans saw a decrease in rating in Star Year 2024.

The ratings also showed that 42% of MAPD plans earned an overall rating of 4 stars or higher for Star Year 2024, down slightly from 51% in Star Year 2023. However, when weighted by enrollment, 74% of MAPD enrollees are currently in 4+ star plans for Star Year 2024 which is in line with industry trends.

Thirty-one MAPD contracts earned 5 stars, marking them as highest quality “high performing” plans. CMS highlighted these plans on the Medicare Plan Finder website to help beneficiaries identify top-rated options. 

A further breakdown of the data shows that performance varies significantly by profit vs non-profit plans. Non-profit MAPDs plans were almost twice as likely to receive 4+ Stars compared to those for-profit plans (~56% vs. ~36%). Also, in line with industry trends, the MAPD plans with longer tenure also scored higher relative to newer plans.

Our team put together Phase 1 of our SY2024 Insights and Analysis to begin to “tell the story” for SY2024.

Rating Swing Distribution from Prior Year1

Average Star Rating Year Over Year1

Distribution of Star Rating SY2023 and SY20241

In SY2024, CMS continued the emphasis on Member experience by continuing to utilize the 4x weighted for the Consumer Assessment of Healthcare Providers and Systems (CAHPS) survey measures and health plan operations measures.

Using the data presented in the tables below, our team conducted an analysis on the distribution of overall plan ratings in correlation with a plan’s performance in five domains. We aggregated performance measures within each domain to create a comprehensive domain score. This assessment allowed us to gain insights into what aspects health plans prioritize to achieve high performance in the 4- to 5-star range, considering health plan performance in CAHPS, HEDIS, Pharmacy, Operations, and HOS.

Key Highlights:

  • The Operations domain demonstrated a more concentrated performance range for high-performing plans, with 82% of 4.0+ star plans achieving a score of 4.0 or higher in the designated measures.
  • In order to achieve 4.0+ Stars, plans were required to succeed in CAHPS. Of the 147 plans that received a 4.0+ star, 88% of them had a minimum CAHPS scoring average of 3.5 stars.
  • In line with CMS methodology weighting, HEDIS, Pharmacy, and HOS showed a more expected spread in overall health plan performance based on the domain’s average rating.

In summary, the health plan operations domain stands out as a consistent and influential factor driving higher Star ratings for health plans. Thus, it should remain a focal point for health plans aiming to achieve a 4- to 5-star overall rating. Additionally, while CAHPS carries significant weight, strong performance in other domain areas can compensate for subpar survey results, specifically HEDIS being a large driver.

As we enter the final stretch of the performance year SY2025, it is essential to place significant emphasis on the efforts of Q4. Health plans should arrange all available resources and make every effort, giving special attention to driving improvements in HEDIS performance. This Q4 push can act as an additional safeguard prior to the CAHPS survey distribution in March 2024.

Looking forward to the arrival of CY2024 (SY2026), health plans must be attentive to an upcoming CMS methodology adjustment. Starting from the performance year 2024, CMS will assign similar weight to CAHPS, Operations, HEDIS and Pharmacy measures (CAHPS and Operations measures shifting from 4x weight to 2x weight). This signifies a shift away from over-reliance on member experience as primary performance drivers. Instead, it requires a strategic approach to enhance performance across all areas.

Plan Count by Overall Rating & Average CAHPS Rating1,2,3

Plan Count by Overall Rating & Average HEDIS Rating1,2,3

Plan Count by Overall Rating & Average Pharmacy Rating1,2,3

Plan Count by Overall Rating & Average Operations Rating1,2,3

Plan Count by Overall Rating & Average HOS Rating1,2,3

If you have any questions or are curious to speak about your plans Star Rating and how we can help improve, submit the form on the right.

Breast Cancer Awareness Month

October is Breast Cancer Awareness Month, which serves as an important reminder to schedule regular wellness visits with your healthcare practitioner. According to the National Cancer Institute, one in eight women will develop breast cancer during their lifetimes1. When we take a closer look and consider the demographic data surrounding breast cancer outcomes, worrying disparities emerge between rates of diagnosis and mortality between different groups.  

For example, while white women are more likely to be diagnosed with breast cancer, black women are more likely to die from the disease. Race and discrimination are an example of a social determinant of health (SDOH), which are the non-medical factors which influence health outcomes2. We will further address race and other SDOH factors which contribute to disparities in health outcomes and assess ways these disparities can be addressed.  

Establishing the SDOH-Driven Disparities in Breast Cancer Outcomes  

When assessing causes of cancer, generally more attention is paid to genetics and individual health behaviors than SDOH influences. However, there is strong evidence that breast cancer outcomes are influenced by SDOH factors, which emphasizes the importance of at-risk groups obtaining regular breast cancer screenings from their doctor.  

Race has emerged as a main contributing SDOH factor to breast cancer health outcomes. White women are more likely than black women to be diagnosed with breast cancer, but black women are 40% more likely to die from the disease3. A research study conducted by the University of Illinois-Chicago concluded that social determinants of health are the roots of these racial disparities in breast cancer outcomes4. Specifically, the study cited neighborhood disadvantage and insurance status as contributors of 19% of this outcome disparity5. Addressing these barriers on a large scale will require wider public policy changes, but the key is to identify short-term interventions to fix such disparities.  

Lack of insurance is correlated with poorer health outcomes. There is evidence that state expansion of Medicaid enrollment contributes to improved breast cancer health outcomes. Women from economically disadvantaged backgrounds, who might normally avoid the doctor due to cost or burden of access, are able to obtain breast cancer screenings (mammography) through Medicaid. Prior to the Affordable Care Act, this is evidenced by overall higher rates of mammogram screenings in states which have expanded Medicaid6. For example, incidence rates of black women being diagnosed with breast cancer decreased from 24.6% to 21.6% in states which expanded access to Medicaid compared to states that did not expand access, which sit at about 27%7.   

Closing the Gap 

Consistently throughout this analysis, lack of health insurance access, for both the uninsured and underinsured, has emerged as a driving factor for disparities in breast cancer health outcomes. This is especially the case when a lack of insurance is coupled with socioeconomic disadvantage. Whether you are a health plan, accountable care organization or breast cancer awareness organization- what can be done to close this gap?  

Specialized health interventions are often the most effective short-term method to address SDOH-driven health disparities. For breast cancer, findings by the Community Preventative Services Task Force (CPSTF) recommend engaging community health workers (CHWs) to increase mammography screenings8. Often, there is a wedge driven between healthcare workers and the public which can be attributed to factors such as community mistrust or lack of health literacy. CHWs serve to bridge this gap, working in tandem with healthcare professionals or on their own. CHWs can assist in making screening services more accessible than a typical doctor’s visit, by assisting with interventions such as group education, 1-to-1 education, client reminders or newsletters9.  

How ProspHire Can Help 

ProspHire can assist in breast cancer screening adherence improvement strategies and community-based partnership development to support health plans engage members in preventive care. Our practitioners support the strategy and execution to drive improved outcomes for plan members with a focus on health equity. 

Soaring to New Health – Bonus Episode, Who the Health is ProspHire

Welcome to Season 1, the Bonus Episode of the Soaring to New Health Podcast.  

This episode is Who the Health is ProspHire. Our hosts, Chris Miladinovich and Dan Crogan are talking with Lauren Miladinovich, CEO, Managing Principal and Co-founder of ProspHire about the history of the Firm, why the focus is 100% on healthcare and why relationships are the number one core value. 

Lauren and Chris started the Firm in 2015. Within a year they opened the first office space on the North Shore of the city of Pittsburgh. By year three they determined the focus to be 100% on healthcare, earned a woman in business certification and expanded the headquarters to a new location in the Pittsburgh Power Building in downtown Pittsburgh. As ProspHire was about to hit a milestone five-year anniversary in 2020, COVID cases spiked and we all found ourselves in the midst of a global pandemic. Small but mighty, ProspHire took an agile approach and adapted, pivoted and succeeded in a rapidly changing, ambiguous, turbulent environment. The leadership team is already looking forward to its 10-year anniversary in 2025. 

Coming up with a company name was not a priority at the time but ended up being a big deal.  

Chris had a few requirements: it had to be less than 2-syllables, the domain name had to be available and it had to be easy to say. ProspHire was derived from the first mission statement that ‘clients hire us to help them prosper’. Everyone in Chris’s inner circle said it was great but it didn’t do well when it hit the market. No one could pronounce it, understand what it was or what it meant. The few years that followed included a lot of marketing dollars to create over 1,000 alternative names… all rejected. To this day, they still have fun with mispronunciations. 

Before 2015, Lauren was leading large, complex project management engagements and Chris had experience in health and human services and the consulting industry. Together, they had a passion to do something that helped businesses that helped others. Focusing 100% on the healthcare industry was a natural fit. 

One of their favorite activities is the annual Prosper Together Day. The Firm’s charity of choice is the Boys and Girls Clubs and every year in Pittsburgh and now in Philadelphia the employees spend an entire day in interactive STEAM (Science, Technology, Engineering, Art and Math) activities that teach leadership and life skills, as well as played games with the children of the Clubs. Lauren and Chris’s pet pig Nola sparked the relationship with the Clubs. Nola had her own Facebook page and the Clubs had been following her story when they reached out to propose making her the celebrity for a new Kiss-a-Pig Fundraising Gala.  

For more on the history of ProspHire and why client relationships are so important, download the Soaring to New Health podcast, Who the Health is ProspHire, where you find your podcasts. 

Medicare Stars – SY2024 Cut Point Analysis

Medicare’s Plan Preview Period #2 data is available for Health Plans to review in HPMS. Our Medicare Stars Practice Team has been crunching the numbers to see how cut points moved from year to year. 

The below images walk you through an in-depth analysis across each Stars domain—HEDIS, HOS, CAHPS, Pharmacy, Administrative—to showcase the individual measure cut point movement across each Star level. The cut points displayed in this analysis are from the draft 2024 Technical Notes from CMS. The finalized 2024 Technical Notes will be released with the remaining public data in early October. The bottom line is that Tukey impacts are real. We observed many dramatic cut point changes at the 2- and 3- Star levels across all measure sets. The compression of cut points was stark and only puts greater pressure on Stars Programs to achieve optimal performance in their Star measures. 

We can’t wait for the public data release in early October. At that point we’ll dig into the data and get a real picture of just how dramatic of a role that Tukey Outlier Deletion played on the industry.

If you have any questions about the analysis below or larger questions about how to best achieve and sustain 4.0+ Star performance, connect with our experts today.

HEDIS Cut Point Analysis

Pharmacy Cut Point Analysis

Administrative Cut Point Analysis

HOS Cut Point Analysis

CAHPS Cut Point Analysis

Soaring to New Health Blog – Episode 5, The Glass is Half Healthy

Welcome to Season 1, Episode 5 of the Soaring to New Health Podcast.

This episode is The Glass is Half Healthy. We’re talking with Dan LaVallee, Senior Director of Social Impact from the Insurance Services Division at UPMC Health Plan along with Julie Evans, leader of ProspHire’s Social Determinants of Health (SDOH) service offering.

Social Determinants of Health are coming to the forefront of the healthcare industry for a lot of reasons – and one of those is health equity. Health equity is understanding that different individuals across the country have different health outcomes and a lot of that is determined by the zip code they live in. Part of SDOH is thinking about how we can focus our efforts on healthcare to address those specific needs and therefore address health equity as well. An example is if a child with asthma is growing up in a home with overcrowding and poor air circulation. The child will not be able to address their asthma needs without appropriate social determinants of healthcare in housing.

LaVallee says the Center for Social Impact wants to get ahead of scenarios where the population cannot access healthcare with prevention, support and listening to solutions from within those communities. Data shows that if you can find these members supportive housing for 10 months, it can change the trajectory of their healthcare. It takes a coordinated effort of community organizations that provide jobs, housing, benefits access and food programs to create a circle of member trust. The Center’s Cultivating Health for Success Program aims to get homeless Medicaid recipients in Allegheny County (and now Blair and Lawrence Counties) off the streets and into structured, long-term care by combining the resources of UPMC Health Plan and the housing-focused Community Human Services (CHS). Across the State of Pennsylvania, the Regional Accountable Health Council (RAHC) created forums for strategic health planning that provide a community-led approach to implement the planning and coordination of activities that address social determinants of health needs, reduce health disparities and promote health equity and value in health care.

At UPMC Health Plan, the Center for High Value Healthcare evaluates the impact of the programs supported by the Center for Social Impact, like the new Food is Medicine Program. They will help determine what works that is social impact related and then expand on that, all while seeking continual member feedback.

Evans talks about these types of programs helping Stars, HEDIS and CAHPS measures that tie back to the quality health incentives that are so important to health plans for their members. The investment into SDOH programs can show immediate return on investment. The impact of the pandemic is what really highlighted the needs of vulnerable individuals. Today we are seeing an influx of funding to support community-based organizations and health plans to address those needs but the concern is that as the public health emergency lifted the funds will dwindle and programs will not be sustained. That’s a huge barrier to housing and transportation challenges, which are being spotlighted right now. The future will include how to address these needs without funding.

At UPMC Health Plan’s Center for Social Impact, LaVallee says they are doing a good job of staying ahead of these challenges through investment and community partnerships and leveraging a model that can scale in one community and be replicated in others. There is no intention of slowing down.

For more on Social Determinants of Health, why they are important to measure and how they can play a role in more efficient care with better patient outcomes, download the Soaring to New Health podcast, The Glass is Half Healthy, where you find your podcasts.

Healthy Aging Awareness Month

Healthy Aging Month is observed during the month of September. This observance raises awareness on the physical, mental, social and financial wellness of older adults and serves as a reminder that as we age, our minds and bodies change. It is essential to maintain a healthy and positive lifestyle to help deal with those changes and to help prevent common age-related health problems. Even if you have not thought of these changes, it is never too late to consider ways to re-invent yourself.  

No Age Limit to Adopting Healthy Habits

The United States boasts an increasingly aging population; according to the 2020 census, 1 in 6 people are now over the age of 65[1]. This trend is largely driven by the size of the Baby Boomer generation, born 1946-1964. By the 2030’s, it is estimated that older adults (over the age of 65) will outnumber the number of children (under the age of 18)[2]. Figure 1 illustrates this trend over the past century, which further emphasizes the importance of adopting healthy aging habits[3].

What Are Healthy Habits and Behaviors for a Healthy Life?

Embrace a well-rounded approach to your well-being during Healthy Awareness Month and beyond, with a collection of empowering habits and behaviors that build lifelong health and vitality. Try some of these healthy habits and behaviors:

  • Take a proactive health approach by maintaining healthy habits throughout your life
  • Adopt a healthy diet and incorporate moderate physical exercise into your daily routine
  • Monitor your health by receiving regular health screenings from your doctor
  • Volunteer and get involved with local groups to maintain a sense of community
  • Take advantage of rewards & incentives tied to maintaining a healthy lifestyle. Talk to your insurance plan today.

How Can ProspHire Help? 

ProspHire has subject matter experts working closely with Health Plans, Provider Practices and Community Specialists to enhance healthy lifestyle opportunities while optimizing current benefit offerings. The healthcare community can attain an excellent level of insight into outcomes via Quality Measures. It provides a deeper understanding of how various internal and external contributing factors play a critical role in one’s outcome.

ProspHire is continuously working with key stakeholders to leverage data indicated by these contributing factors such as Social Determinants, Health Equity and Geographical Indicators to improve Quality Measures and provide the right resources needed to maintain a healthy lifestyle.

Connect with ProspHire today.




Dental Management Services

Advancing Your Dental Practice Through Clinical Operations Support

In the rapidly evolving landscape of modern dentistry, staying ahead of the curve requires a comprehensive approach that integrates technological advancements, innovative services and streamlined clinical operations. The key to success lies in embracing these changes and leveraging them to not only enhance patient care but also boost the efficiency and profitability of your practice. Clinical operations support plays a pivotal role in achieving these goals by encompassing various elements such as technology and equipment upgrades, expanded service offerings and continuous education for both clinicians and staff.

Technological Evolution and Dental Equipment Upgrades

Technology has revolutionized nearly every industry and dentistry is no exception. The integration of advanced dental equipment has not only transformed the way procedures are conducted but has also significantly improved patient outcomes and experiences. From digital radiography and intraoral scanners to computer-aided design and manufacturing (CAD/CAM) systems, technology has expedited diagnosis and treatment planning while reducing patient discomfort.

Dentists now have access to state-of-the-art equipment that enhances precision and accuracy. For instance, cone-beam computed tomography (CBCT) provides 3D images that aid in the placement of dental implants and complex procedures, minimizing complications and increasing success rates. Similarly, CAD/CAM systems enable same-day restorations, saving time for both patients and practitioners.

Furthermore, vendor offerings and supplies have adapted to these technological changes. Companies are now providing more customizable solutions, offering dental professionals the flexibility to tailor equipment to their specific needs. This not only improves patient care but also enables practices to optimize their workflows.

Continuous Clinical Education and Staff Training

Staying current in the ever-evolving field of dentistry requires a commitment to continuous learning. Clinical education not only ensures that practitioners are delivering the highest standard of care but also empowers them to integrate new technologies and techniques effectively.

Staff training is equally crucial, as the success of any practice depends on the collaborative efforts of the entire team. Dental assistants, hygienists and front-office staff all play pivotal roles in delivering exceptional patient experiences. Providing ongoing training not only boosts their confidence and skill set but also enhances the overall efficiency of the practice.

Vendor Management and Workflow Optimization

Managing relationships with vendors is a vital aspect of clinical operations support. Partnering with reputable suppliers ensures a steady supply of quality materials and equipment, ultimately contributing to the smooth functioning of the practice. Vendor management involves:

  • Negotiating favorable terms
  • Maintaining clear communication
  • Staying updated on the latest offerings in the market.

Integrating new equipment and software into existing workflows can be a challenging process. However, with proper planning and training, the transition can lead to increased efficiency and reduced room for errors. Workflow optimization includes:

  • Assessing the current processes
  • Identifying bottlenecks and implementing strategies to streamline operations
  • Reconfiguring operatory layouts
  • Standardizing protocols
  • Utilizing software solutions for appointment scheduling, treatment planning and patient communication.
Expanding Service Offerings formula

These three areas of Technological Evolution and Dental Equipment Upgrades, Continuous Clinical Education and Staff Training and Vendor Management and Workflow Optimization are all a part of the process that leads to Expanding Service Offerings. Offering new or enhanced services not only attracts a broader patient base but also positions your practice as a comprehensive solution provider. Implant placement and restoration, orthodontic treatment, sleep apnea therapy, TMJ/TMD management, general muscular pain relief and enhancements to facial aesthetics are areas that have seen significant growth.

ProspHire Helps Dental Practices Through the Process of Expanding Service Offerings

In the dynamic landscape of modern dentistry, advancing your practice through clinical operations support is a multifaceted endeavor. ProspHire’s Dental Management team will collaborate with you and lead you through technological advancements, expansion of service offerings, clinical education, staff training, vendor management and workflow optimization. Our experts will identify potential new offerings or ways to enhance your current services via a detailed assessment process of your current state business and guide you through the implementation processes and activities using best- in-class program and vendor management techniques. For more information, connect with us today.

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