From our vantage point, it appears the only certainty for healthcare in the immediate future is:
The industry MUST find a way to produce better outcomes, for sicker patients, on less money.
Healthcare now speaks the languages of government, medicine, of bedside care, of financial stewardship, of quality, of efficiency and of control (or lack thereof). The only way to craft a sustainable future is to find a way to enmesh these languages through:
- Common Goals
- Common Definitions
- Shared Vision
- A Solid Belief in the Necessity of Change
- A True Belief in the Value of Achieving Change
RVHA considers itself one of the first corporate polyglots. We have invested decades in learning the languages of healthcare and how to translate each to the other.
The next 3 years promise to bring a lifetime of change to the practices of medicine. Several factors ensure this is true:
- Transitions in the relationship between payers and providers
- The transition from volume-based care to value-based care
- The onset of ICD-10 with its infinite complexities and new host of rules
- The intrusions of technology and more prescriptive care
- A greater focus on individual performance
These and many other issues conspire to guarantee a period of conflict and a diffusion of focus for even the most adaptive medical staff. RVHA pursues a single mantra in its approach to change. Do no harm.
Our only goal is to provide transitions from what is, to what could be, with as little angst, anger, or concern for outcomes as possible. In order to do so, RVHA includes physician leaders in ALL of its activities, from diagnostic phases right through change management.
The greatest challenge healthcare financial executive’s face is NOT measuring, calculating, and reporting on the financial status of their organization. The greatest challenge they face is gaining access to actionable business intelligence that allows them to change the outcomes they already know how to measure.
Many methods and tools developed for healthcare fail to:
- Capture and report essential business levers/drivers
- Translate those drivers into readily consumable visual outputs
- Provide valid internal comparative analytics designed to squash excuses
- Enable senior leadership level change control
RVHA built its business model on solid, science-based analytics intentionally developed to create all four.
When the data points to an uncertain financial future, hundreds of health systems turn to WRx to provide an evidenced based approach to change that is sustainable, internally measurable and carries a one-of-a-kind financial guarantee.
Senior nursing leaders in healthcare are faced with an ever-expanding set of opposing forces, yet they are expected to meet these conflicting priorities with grace, aplomb, and perfect outcomes. As difficult as this may sound, nursing leaders tend to be able to accomplish what’s required, granted they have access to 4 things:
- An honest view of current operations and outcomes
- An understanding of the gap between the organizations currents results and those now required
- The knowledge of the full range of options and alternatives available to make desired changes
- Belief that proposed changes WILL NOT damage people or outcomes.
RVHA prides itself in providing all 4 as required components of every engagement. Our goal is to reduce work burden, increase time at the bedside, and reduce the amount of time nurses spend on redundant tasks, while increasing their visibility and perceived value with the balance of the care team.