Company Vision & Policy

Work the System

• All Company decisions must conform to the Strategic Objective, Operating Principles, and Working Procedures documents.
  
  
• We consistently focus on the best business practices, with an attitude of continuous improvement, paying attention, and adjusting to feedback.  This is accomplished through using the principles outlined in the book “Work the System” by Sam Carpenter.
  
  
• We look at problems as gifts to inspire us into action. A problem prompts the act of creating or improving a system or procedure. We don’t want setbacks, but when one occurs, we think, “thank you for this wake-up call,” and take system –improvement action to prevent the setback from happening again.
  
  
• Our business operates via documented procedures and systems for every department. Our business is system dependent, not people dependent. When a problem comes up, we don’t blame an employee, but look to see how the existing system failed and “tweak it” with input from all employees involved so that it will never happen again.
  
  
• Our documented systems, procedures, and functions are done in a simple 1, 2, 3, format. This means new employees with some previous experience in a particular field can perform a new position in our company with minimal training and assistance. Our goal is to have all new employees trained in their new position as quickly and effectively as possible. The result of this process is that protocols are efficient, simple, and thoroughly documented.
  

• Department managers should spend approximately 80 % of their time on strategic work versus tactical work (doing the work). Their job is to create, monitor, and document systems. They are in essence “system engineers” and work on the systems rather than on doing the work.

• The owners, administrators, and all managers of individual departments always maintain in the back of their minds the system mindset vantage point of outside and slightly elevated. The essential perspective is external and above. The view downward also encompasses the observer-you.

• From the CEO and executive personal, the administrators and key managers, all have chosen staff persons as their replacements. Their replacements understand and can do 99% of their job description and functions. The company viability is always protected in case of illness, accident or the loss of a key member of the organization. Likewise, key employees can take vacations knowing their position is being covered by a trained and competent staff member.

• All major processes will have measurable outcomes that will be monitored by the administrators and/or executive team in the form of Key Performance Indicators. Meeting or exceeding Key Performance Indicators will help insure the practice stay profitable and successful.
  

Training

• The Executive Office, Operations, The Business Development Department, and The Billing and Collections Department will be continually educated to keep abreast with the new laws, regulations, En Banc Decisions, and new trends within the judicial system.

• Eval-Docs, Inc. will provide access to continuing education and training to all providers to empower them to be the best in their chose field of specialty training.

• All providers shall keep current on their yearly continuing educational requirements and shall maintain and keep their licenses up to date and current. All providers are responsible to keep the required amount of malpractice insurance in force at all times.

Communications

• Our time line policy in communicating responses from both emails and phone calls from each other, our patients, and referral sources is within 2 hours for messages classified as urgent. Otherwise, the response time is 24 hours or less.

• We communicate honestly and directly, while respecting and listening to each other with openness and generosity of spirit. We never talk over conversations of others who are talking and are always respectful and use proper etiquette when communicating with all employees from upper management to the line level workers.

• Deadlines and due dates for tasks, assignments and projects are well-defined when communicated or assigned to an employee.  If someone in the organization says he/she will be finished with a task or project by a certain date and time, then he or she commits to finishing by that deadline. If there is a legitimate delay, he or she will advise coworkers, managers, or owners well in advance of the deadline.