V2V Management Solutions

Value-based Management for Health Care Providers

208.717.3940

- CONTACT US -

Sign Up for Our Newsletter!

Visit the V2V Academy for On Demand Education Access

  • What we do
    • Revenue Cycle Analysis
    • Payer Enrollment and Recredentialing Services
    • Interim Management
    • Management Training
    • Leadership Development
    • FOCUSED Advantage℠
    • Operational Assessments
    • Project Improvement
    • Strategic Planning
    • Take Our Value Self-Assessment
  • How we work
    • ADEPT℠: The Five Value Management Functions
    • AIM℠: V2V Consultation Process
  • Who we serve
    • The INDEPENDENT Practice
    • The HOSPITAL ALIGNED Practice
    • The AFFILIATED Practice
  • Who we are
    • About Us
    • Our Founders
      • Michelle Wier, MBA, CMPE
        Founder
      • Debra Wiggs, FACMPE
        Founder
      • Irv Barnett, MBA, CMPE
        Founder
    • Our Team
      • Pat Hupman
        FACMPE, Transformationist
      • Tiffany Todd
        Transformationist
      • Kristyn Dice
        PESC – Transformationist
      • Andrew Craigie
        Tranformationist
      • Sheila Bixler
        Practice Partner
      • Heidi Johnson
        Practice Partner
      • Regina Levison
        Practice Partner
  • Events / Webinars
    • Events
    • Book a speaker
    • Webinars
  • What we say
    • In the news
    • Blog
    • Newsletters
  • Tools
    • Take Our Value Self-Assessment
  • What our clients say
  • V2V Academy

Let’s Talk Value – Part II

August 10, 2017 by Michelle Wier, MBA, CMPE, Founder

Part II:  Getting back to your healthy self: when value is  part of the practice culture

In my first blog on this topic, Let’s Talk Value: Removing the Cliché from Value in Clinic Operations, we defined the type of “Value” we are talking about is dedicated to motivating people, developing skills and promoting synergy, with the aim of maximizing the overall performance of the organization.   As I covered in that blog, I’ve been fortunate to help many practices reframe their definition of value.  To me, it’s not unlike committing to a personal good-health regime.  It takes an honest evaluation and adoption of healthy habits.  By learning how to look at value differently and realigning various aspects of your business, you can enhance what is valuable to your practice and your patients.

At the outset of new project work, we often find that our clients are doing just the opposite; they are not yet ADEPTSM at driving value for the organization in this new business of health care.  It’s not unlike needing to figure out how to get healthy.  Before getting into shape, many of us wonder, “Why can’t I lose any weight?” Well, developing a healthy organization is similar to developing a healthy personal lifestyle.  So, let’s break down how each of the five functions of value can be addressed and improved within your medical practice.

Many practices use Applications to capture data for their obvious solutions, but do not adapt them to fit other technology needs.  Ask yourself what data and their applications are about the practice, the patient, and the provider? Have you looked at the overall workflows between manual and digital processes?  As you refine your focus, remember that the concept of value relies on the relationship between achieving satisfaction of many differing needs and the resources used in satisfying them.

That is absolutely true regarding patient satisfaction and your brand Distinction.  Value is about creating and sustaining relationships, it’s not an equation.  What are you doing to set your practice apart and reflect your mission or core purpose?  It’s about devising a valuable patient experience.  Also, I have learned that to be Effective, you must identify efficiencies in your operations.  This can be accomplished, cost-effectively, by breakdowning your worklfows to find the waste in process, time and resources. It is important to identify the industry’s best practices but keep in mind what works for one will not always work for all  Profitability, through finance, contracting, and partnerships, requires a similar dedication to identifying cost controls, potential partnerships, and improved reimbursement models. You will also find that as you improve the value functions in other areas they will typically bring a financial reward along with them through reduced costs, better market positioning, or simply better bargaining power.

Finally, you can do this work and it can all be for naught if your turnover is at a pace that nullifies the investment into recruitment and retention.  Your contribution to retaining top Talent is a crucial investment in clinic maintenance and operations.  As you know, it’s not just about compensation levels; mentoring for leadership as well as continued education for skill development are essential investments.  Unfortunately, we find investments in your team are often some of the first areas cut with an organization that is in a financial crisis.

With a combined focus on building your ADEPTSM practice, you can ensure that anything done adds value rather than detracts from it.  Time and time again, I have seen the results of superior quality and outcomes, a premier work environment, and a highly engaged and trained staff increasing and sustaining organizational profitability.

Are you ready?   We can help.

Read Part III.

Filed Under: Michelle Wier, MBA, CMPE, Founder

Newsletter Sign-up

  • This field is for validation purposes and should be left unchanged.
Know of an event that should be on our calendar? Contact us!







Join us for an upcoming presentation

What we say...

Read our latest thoughts on the Healthcare industry.
Contact Us
Request a Speaker

Trusted Resources:

 

 

 

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Michelle Wier, CMPE, worked with our EMS program for a year, providing interim financial management at a crucial time for our hospital district based agency. Her exemplary work included budget and tool development, redesign of our financial statements, and a compensation analysis for all EMS positions. She helped provide crucial accountability for our internal accounting systems, contract negotiation support and a streamlining of our in house processes and reporting structures. I highly recommend her work product and greatly appreciate her astuteness and work ethic.”

J. Michael Edwards, DDS, MD, FACS – Commissioner, San Juan County Public Hospital District #1 San Juan Island EMS and MedEvac

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“With excitement and enthusiasm I announce the transition of Wier Management Solutions to V2V Management Solutions. I’m honored to partner with some of the industry’s best “Transformationists,” who will assist our clients in realizing and enhancing the value within their organizations.”

Michelle Wier – President, Wier Management Solutions, Inc.

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

“Knowing it is time to reshape your current reality is the first step to transformation. When we contacted V2V, our goal was to innovate our clinic network from all aspects; integration, structure, financial controls and leadership. Michelle and her team at V2V helped us develop a well-defined plan. In transformational management one hears Quality times Acceptance equals Results (Q*A = R). Along with the quality of recommendations, V2V worked diligently to garner both input and acceptance from providers and staff. This is what I believe will ensure long-term, sustainable success for our clinics in a very uncertain time..”

Steven D. Febus – Chief Financial Officer, Pullman Regional Hospital

LinkedIn Company Profile
V2V Management Solutions • 208.717.3940 Regional Offices: Idaho
© 2016–2023 · V2V Management Solutions · All Rights Reserved.