Multi-psych practice
Kelsey and Leslie run a joint psychology practice that also has 3 very part time psychologist contractors. Kelsey works 3 days per work on client work and manages the practice phone. Leslie works 5 days per week seeing clients and works outside of that on practice administration including updating the waitlists, overseeing and double checking the practice invoicing, and also ensuring the input of referral information into the practice management software is up to date and correct. The three contract psychologists work limited hours, less than a day per week each, and their contracts mean they walk in and walk out with no responsibilities beyond face to face client work. Kelsey juggles hours of phone tag per week trying to make sure all 5 appointment books are full. The profit margin is so thin that even a couple of appointment gaps filled makes a big difference to cashflow.
The problem is that with 3 days of face-to-face work it is almost impossible to manage the five appointment books effectively so often appointments go begging because there is not enough time to try and fill the gaps. Leslie knows that the practice phone causes Kelsey to feel overwhelmed but he sees clients five days per week so does not have much time to assist, coupled with the fact that the logistics of trying to share the phone management is not practical. Kelsey knows that Leslie has a lot on his plate overseeing the practice invoicing and also reviewing new referral information in the practice management software but cannot see her way clear of her own responsibilities to try and figure out a solution.