What PPS is.
The Practice Performance System is how we help a practice run on a plan. It works like EOS, built for healthcare practices and tied to your books. The leadership team gets a written direction, a few quarterly priorities, a weekly meeting with a fixed agenda, a scorecard of numbers reviewed every week, and a roles chart that says who owns what.
Why practices need it. Clinical training does not cover how to run an organization. So most practices run on habit and urgency. The owner carries the plan in their head, the team guesses at priorities, and the same problems come back every quarter because nobody resolved them.
We facilitate the planning, coach the leadership team through the rhythm, and build the scorecard on financials that are actually closed. The goal is a team that runs the system without us.
For dental practices and groups, PPS is the Dental Performance System (DPS).
Six parts of the system
Weakness in any one of them shows up the same way: a busy practice that does not move forward.
Direction
What the practice should earn, be worth, and look like in three years, written down with numbers attached rather than held in the owner’s head.
Team
Provider and staff cost against what each role produces. Most staffing problems are role problems rather than person problems, and the margin shows which is which.
Measures
A short weekly scorecard of numbers that predict the outcome, so you manage on facts rather than on how the week felt.
Obstacles
A working list of what is actually in the way, and a habit of resolving items rather than discussing them again every month.
Systems
Scheduling, intake, collections and recall are the four processes that move revenue. Each is documented so the result does not depend on who is working that day.
Execution
Quarterly priorities with an owner, a date and a number attached, tested against the cash forecast before the quarter starts.
How the year runs
Set the direction and the roles chart
A working session with the leadership team to put the direction in writing and build an honest roles chart, structure first and names second.
Build the scorecard
Five to fifteen weekly numbers that predict outcomes, defined precisely and tied to your closed books so nobody argues about where a figure came from.
Quarterly planning
A facilitated session each quarter to review what was done, resolve what is stuck, and set the few priorities that matter for the next ninety days.
Weekly rhythm, coached
Your leadership team runs the weekly meeting. We coach it until it is theirs: same day, same agenda, and ending with decisions rather than a recap.
Annual reset
A longer session to reset the direction against what the year taught you, and to set the plan for the next one.
The scorecard is pulled from your closed books
This is the advantage of running PPS with the firm that closes your books.