HEALTHCARE MANAGEMENT

 We custom create the pricing packages for your business depending on the services you need and the size of your business. We offer everything from monthly service pricing to flat rates.

 With 84% of consumers being unhappy with there experience, we must ask ourselves as leaders what we are doing to better the experience for the consumers. Do we have them in mind when we create workflows and incorporate new ideas? Workflows are the most useful information about in complete care of the patients that come through the doors everyday.

  What experience do they have from the first impression at the front desk at the time of service to the clinical care that is provided for them. The amount of time required for each patient is usually estimated based on the procedure or medical condition, but we are discovering that demographic factors such as age, marital status, race, etc., are just as important.

  Some patients require more contact time than others to feel that their needs have been seen to. Understanding the need for this extra time puts the patient in the forefront of care, leading them to account for better healthcare experiences. We must create and experience for them that they feel welcoming or we will see the statistic above rise to all time high levels in the coming years. This will lead to increased burnout in staff that is put in a system that does not care to better the experiences of the patients.

 Burnout has a two fold effect, it effects the employees and leaders in that order. It is the duty of leadership to create a purpose and a vision for the employees to follow. If this is executed appropriately, this in turn leads to employees being more productive, experiencing less burnout and having a longer tenure in companies.

 We are seeing the death of the "career" because of companies inability to listen to the needs of there employees. We must remember that without quality employees, organizations cannot move the needle, we must create a path for them to want to follow to allow for better organizational and financial outcomes"

 Decision making is defined as the process of making decisions; makes sense right? Everyone has to make decisions, but there are those who are paid to make decisions for others and organizations. These high level decisions are often at the executive level, and come with a heavy responsibility, and that weight causes anxiety, stress and mistakes. Decision making fatigue results in the inability to gather data in such a way that it brings value. Decision making is tossed in a sea of data, but there's an inability to use the data to change outcomes or even predict. A study has shown that 40% of executives are worn out in untangling the coils of business decision making.

 In a world influenced by AI, analytics and people who specialize in statistics and report development, we use these resources to drive better outcomes, it is no wonder that decision makers are inundated with why, how, where, whom, which & when that is forced from the data. All this data, the origin and the various forms of sourcing & reporting, adds an additional layering of decision making that must be done. The extra layer onto tasking has changed the dynamics of many leaders and or organizations who often are unprepared to deliver accurate and effective outcomes & projections. The extra layer of tasking relevant to decision making really cuts across positions and can create unclear roles, over reliance on consensus, inability to delegate, delayed deadlines, missed targets, useless reports and death by committees & meetings.

 According to a study, 61% of executives say that at least 50% of the time that is spent in decision making is ineffective. Relying on bottom line thinking, internalize what you conceive this to be, but if this eludes you and you’re intrigued, Perspective Partners can help with this! Alright, the basics, to cut to the core of anything, you have to chip away at it in order to reveal and expose that which is being sought. Working within a multilayered approach in decision making need not take prolonged planning with various committees along the line of discovery, that then cause delayed action.

 Remove lengthy fancy reports that simply reiterate data that has already exposed & build a report cadence that aligns with objectives & goals

 Utilize standard industry metrics that are in a alignment to what you are measuring & managing

 Utilize KPIs and KRAs, depending on what you identify as needing to be managed. As a rule, that which can be measured in a quantitative or qualitative way, needs to be managed.

 With so much data available, you may be tempted to measure everything, but herein lies the problem of DM Fatigue, the burnout. The solution is to measure what matters. Each industry has their own set of KPIs, so understand the benchmarks – the strategic objective that will propel you to the desired goals. KPIs are relational, and thus it's a relationship. KPIs magnify what normally goes undetected, uncollected, unmeasured and unaligned. The desire is to close the revenue gap. KPIs reveal strengths, weaknesses, opportunities and threats; measurement of how well revenue and operations are performing.

 In a survey that was done, 79% of those in the study designed & implemented KPIs on an annual basis, with only 22% following through on a quarterly basis. 54% said they will continue the use of the same KPI cadence annually while 39% said they would track more data and 7% said they would decrease the data that is monitored. In the study, 1 in ten underperforming companies said they would track fewer KPIs, but not one of the outperforming companies said the same. For those of us in the healthcare arena using KPIs, like the air we breathe, we know that this is a staple that keeps our revenue decisions untangled because we are better equipped to manage performance & outcomes.

 Our ability as executives and leaders to make sound decisions and the efficacy of those decisions rest on how we view and interpret data. The coils of decision making untangle when we understand what matters; that which is measured, data interpretation and then how we use that data. The great help that is freely given is wired up in what the industry has already provided by way of benchmarks & metrics, so choose the right set of KPIs, develop a relationship with that data and actively manage.

 The greatest value of forecasting with KPIs is not predicting the future; it's discovering the leverage to create it. The purpose of measuring performance is to guide our decisions to get better results. Forecasting gives us an estimate of how our past or current decisions are mostly likely to affect those results.

 At Perspective Partners we value the creating of a positive brand that benefits the employee and the consumer. This allows us to create an appropriate strategy that will lead to better financial outcomes and overall notoriety in the healthcare business market. We focus on the basics which means the 4 P's of marketing product, price, place, and promotion. In our world of healthcare their are two that we focus on first, the product and the place. We want you to be in the right area to maximize the exposure of your services and promote your products.

 Outside of our Leadership Academy and associated solutions, Perspective Partners provides tailored continuing education program on a variety of vital business topics. Some topics covered include DEI, Revenue Management, Financial Optimization, Practice Management, and Ethics. Through this we provide complete analysis of the organization, existing programming, and shortfalls. This includes the stakeholders of the company, to create optimal continuing education programming and training.

 We at Perspective Partners can boast of 35 years of RCM industry expertise that includes end to end revenue cycle management. We provide a holistic approach to built on revenue integrity. We have a firm understanding of the healthcare industry from a payor to provider and vendor perspective.

Practice Management

 We offer a comprehensive HR solutions plan that enables you to better the conversations that you have with your employees, retain them and grow from within. We often receive feedback that many employees don't feel that they are receiving the support from their leadership and cannot turn to them for assistance. Our comprehensive training will allow future HR managers and leaders to have appropriate conversations and support the employees accordingly leading to better outcomes in payroll, recruitment, and talent management.

 Our Leadership Academy provides custom solutions for leadership development and organizational training. One in four senior leaders report that leadership training is critical to overall business outcomes, and that such training is often lacking. Through this tailored learning approach, Perspective Partners seeks to overcome some of the common misconceptions and failures of internal leadership training and continuing education programming.

 We at Perspective Partners understand the growth model and can ensure a proper transition through a merger or an acquisition. We use coaching and analytics to devise a strategy to appropriately transition your practice. Often there are acquisitions without proper underlying strategies that lead to the inhibition of financial and organizational growth.

 Are you confident that your practice management operation is as efficient as it can be? Managing and growing a physician's practice is more difficult today than it's ever been, facing various obstacles and challenges. What the pandemic taught is that how we operate post COVID 19 has to be intentional and meaningful. This is where we step in, by helping practices who are challenged with staffing shortages, lower revenue, and payer cost containment measures. We aim to improve these outcomes through rigorous operational change.

 DAY is our virtual assistant platform. Say hello to achieving more and good bye to inefficiencies and costly overhead. The Perspective Partners DAY staff are trained to perform tasks in a medical office setting, business office, call centers & clinical care.

 It's time to pay attention to data, and understand what it is telling us so that we can act accordingly, this is essential in any transformation strategy. With well managed financial optimization strategies, we can have a better handle on cash flow, understand the impact of performance, speed up closings, produce more accurate forecasting & budgets. Allowing us to mitigate risk, properly allocate resources, maximize collections, and manage the challenges proactively.

 D’Marco is widely known as a healthcare innovator and strategist. Having worked across a wide spectrum of healthcare focused entities, he has consistently operated within roles such as Director of Operations and Vice President of Operations, as well as lead senior consultant and operational strategist. He has focused upon operational enhancement, financial improvement, and organizational leadership/development within Home Healthcare, Hospital Systems, and medical practices.

 D’Marco is widely known as a healthcare innovator and strategist. Having worked across a wide spectrum of healthcare focused entities, he has consistently operated within roles such as Director of Operations and Vice President of Operations, as well as lead senior consultant and operational strategist. He has focused upon operational enhancement, financial improvement, and organizational leadership/development within Home Healthcare, Hospital Systems, and medical practices.

 Through these endeavors he has been responsible for the build-out of critical infrastructure and systems, that have allowed start-up entities to grow and expand rapidly, leading to multi-million dollar mergers and acquisitions. His intuition on the changing needs in healthcare and ability to shift priorities based on the healthcare landscape, has lead to outsized results for organizations that have used his services.

 D’Marco was instrumental in the development of several specialty practices, Federally qualified Health Centers and other healthcare systems that have lead to increased profit margins, reduced inefficiency, and have set the tone of enhanced growth and financial results in the healthcare community . Having a deep perspective across multiple sectors of the healthcare field, allows D’Marco to lead his partners to holistically see the solutions to complex operational inefficiencies.

 Eve Crowell is one of three founding members of Perspective Partners with 37 years of healthcare experience. She has had a 3 point angle in her healthcare career in the sectors of payer, provider and vendor. Having over 20 years in RCM, Eve has held positions such as Consultant, VP of Business Development & President in other firms. She has developed a sharp eye of how businesses can get bloated with inefficiencies, cross-purposes, and miscommunications.

 Using her knowledge, Eve helps organizations retool for a sleeker, smoother, strategically focused operation. Being a visionary and an innovative Steward, she is constantly looking for avenues to enhance revenue, discovering catalysts that drive quality-based results, while influencing powered-teams and creating platforms that promote an exemplary customer experience. Her passion is in building relationships that help organizations leadership learn how to navigate in this post-COVID era. Her goal is to create a culture that thrives in a Total Quality Management environment, where bottom-line results rule, VOC is heard, employees are valued and high performance is attainable.

 Eve is also an expert in practice management, process improvement, revenue enhancement, contract management, negotiations, business development and education. Teaching medical coding & billing at career colleges lead her to VCU Health System. Eve was commissioned to write, “The Trainer '', a compilation of SOP for its 7 divisions that included coding, billing, service rational, and compliance guidelines. She has been a corporate trainer for many organizations, and has led out in QA & QI roles. Eve has led departments and organizations through start-up, survival, conversions, close-outs, turn-around, growth modes, and global partnering. She brings this experience and knowledge to others though Perspective Partners.

 Perspective Partners’ mission is to orchestrate brighter outlooks for our clients that are adaptable, sustainable, scalable and profitable. We include the talent, voice, and vote of the employee and leadership to achieve cohesiveness. Our Perspective model focuses on strategic planning, financial optimization, and team development to create customized and targeted solutions that exceed operational expectations.

 We offer a wide range of business and management consulting services such as Revenue Cycle Management, Practice Management Consulting, and Practice Staff Training. Our team of experts has the knowledge and experience to help you achieve your goals.

 With both partners being both a former employee as well as a leader within the executive healthcare sphere, we have an appreciation of all levels of organizational management.

 We seek to bridge the divide between employee, owner and manager for solutions that receive enhanced buy-in and support at all levels. This deep understanding and desire to include thoughts, feedback, suggestions and operational strategy allows for us to deliver on solutions that are not only inclusive but also successful.