Week 8: Navigating Software and Last-Minute Numbers

Hello again! This past week was yet another steady mix of familiar tasks and new learning moments. I continued with patient pre-testing and guiding them into their exam rooms (something that’s really started to feel second nature at this point). I also helped package eyewear orders and followed up with patients to schedule pick-ups (averaged ~20 calls/day), keeping everything running smoothly on the back end.

I also got a crash course in DemandForce! DemandForce is a patient communication and engagement software that’s designed to help healthcare practices stay connected with their patients in an efficient and organized way. One of its most valuable features is the ability to send automated messages via text, email, or phone, which helps reduce no-shows and keeps patients informed without requiring constant manual outreach from staff. It also allows for two-way texting, so patients can respond directly to messages — making communication feel more personal and responsive. 

It’s a small piece of the operations’ puzzle, but learning how the system works behind the scenes gave me better context for how the clinic stays connected with its patient base and keeps no-shows to a minimum. Not just to confirm appointments, but to foster long-term relationships, encourage return visits, and provide a more seamless patient experience overall.

Talking about software reminded me: I definitely need to gather a few last-minute numbers that I initially overlooked. There are still some key financial figures I haven’t been able to collect yet, especially related to the practice’s spending on things like software systems, supplies, and equipment maintenance. I’m jotting this down now as a personal reminder to follow up by Tuesday next week. I think getting a clearer breakdown of these categories (rent, tech systems, insurance, etc.) will give me better insight into how the clinic allocates its budget and where its financial priorities have shifted, especially post-pandemic. It’ll also help round out the business proposal with a more informed look at how administrative and operational decisions are being funded.

Finally, I spent some time refining the writing I started on the 22nd, tightening up the language and structure of the proposal section I’ve been working on. I expanded my outline of the operational changes that were introduced to the clinic during the pandemic, especially the ones that have stuck around and actually improved efficiency. It’s interesting to see how certain adaptations, like adjusted scheduling and patient flow, became long-term solutions even after the immediate need passed. Each small revision brings me a little closer to a complete and cohesive draft!