va eye consultants

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Va Eye Consultants

If Virginia Eye Consultants (VEC) were a tree, it would be an oak tree, with strong, deep roots throughout Southeast Virginia, Northeast Carolina and the Hampton Roads community where they have been serving patients since 1963. Today, VEC is a continuously growing 19 provider with five branch clinic locations, an ambulatory ophthalmology surgery center, a dedicated central business center and a busy clinical research department.

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VEC's operating model is unique to its region. Many specialty eye referral centers operate like academic medical schools and therefore do not provide primary eye care; It focuses on secondary/tertiary eye care and eye surgery and partners with approximately 150 community optometrists as a nationally recognized optometric referral network. "We specialize in all ophthalmology, and we basically provide one-stop shopping for non-primary eye care needs," explains John D. Sheppard, MD, president and founder of VEC and professor of ophthalmology at Eastern Virginia Medical School. "We send primary eye care - annual exams, refraction, glasses and contacts - to our network optometrists, and they give us surgical advice. We are the only practice in our region with this model."

VEC is growing at a rate of 10% per year, and in response, two new doctors or surgeons are added each year. Dr. Shepard said. He added that a certain attitude is a prerequisite for all new VEC practitioners. "It is essential to find people who share our philosophy of providing the best in subspecialty referral care and who are passionate about clinical research to help discover new ways to treat or treat eye diseases," he commented.

This mindset is also found among non-clinical employees and is reflected in the practice's CEO, Karen Spencer. Dr. "With the addition of Ms. Spencer, our practice really took off," Shepard said. "She brings the necessary administrative skills to take our entire group to the next level." While we have some special things that have been built, we don't have anyone who will lead the business. We need our doctor's medicine and with the guidance of Mrs. Spencer we can make Complete that. When she arrived, we were facing financial difficulties and built a new modern facility. Since then, we've added three new satellite locations and improved many of our existing locations, and we're thriving."

Ms. Spencer, who has honed her skills as a medical CEO for 25 years at companies did not suffer from various dry lung diseases before joining VEC, said that the management model is the core of the model Operation of VEC and boost the income of the majority. VEC is an industry leader with new technologies, treatments and procedures, and these initiatives have kept the practice ahead of the competition, the second is the main focus on the best surgical results, she also noted. For example, VEC is the 13th practice in the United States to receive the LensX (Alcon) laser. "We're definitely a pioneer in that area, which has revolutionized the industry, and we're definitely at the forefront of new lens technology," she said. "VEC will be the first - if not in the state, then at least in the region."

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The future is very bright for this market leader. Dr. "In addition to bringing on two new carriers this summer, we are also working to build a facility at one of our satellite locations that will allow us to expand service and availability in that area, and is scheduled to open in January 2018," Shepard explained.

This, Dr. Sheppard and Ms. Spencer provide additional insight into what makes VEC a market leader.

Ms. Spencer: Something unique about our area is that southern Virginia is in Mouth of Chesapeake Bay. Our city is connected by many bridges and tunnels, which makes it very important for us to have a satellite location where our patients live so it is convenient for them to reach us. "Crossing the bridge" or "going through the tunnel" to care seems to be a mental barrier as well as a physical barrier. We are also in the coastal area which is the largest naval base in the world. As a result, we are blessed with a very stable economy thanks to military and federal government contracts, not to mention ports, beaches, and historic tourism. This enhances our ability to recruit quality talent. Retired military personnel and the federal government who live in the area because of all these provisions also make the population of our region strong for our specialty.

When CEO Karen Spencer arrived at Virginia Eye Consultants (VEC), she recalled that "weeding out" and "rebuilding the workforce" were priorities. She and VEC Vice President Stephen V. Schopper, MD, "now plan to build our strong work culture," Spencer said.

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The Ritz-Carlton Leadership Center is critical to implementing effective change. The Ritz-Carlton is known for outstanding customer and employee performance, and the Leadership Center helps clients in all industries, including healthcare, develop a market advantage based on those performance.

The Ritz-Carlton Leadership Center engages in four core service lines. Consulting Services uses an eight-step consulting process to drive culture change and has seen double-digit improvements in customer satisfaction and loyalty. Three other important parts of the program include on-site presentations, enrichment courses, and personalized learning services. For example, the upcoming seminar "Best Practices for Service Excellence in Healthcare" suggests that by exploring Ritz-Carlton's award-winning business practices, participants can "discover how a culture of service excellence results in a patient-centered environment."

Mrs. Spencer explained that VEC partnered with the Ritz-Carlton Leadership Center to conduct a retreat last weekend to help Train and motivate the entire workforce, including service providers and senior management. "We took it seriously and now what we learned is embedded in our daily practice," she said. "We are committed to continuing to live up to the Ritz-Carlton principles, and this is a common theme in everything we do." For example, every morning at 9:30 a.m., there is a daily 5-minute round of applause at all five locations throughout the organization. "It's a way to welcome the day and talk about the pressing issues that everyone needs to know about the day," she explained. "We have a word of the day and a service charge for the day, and the huddle captain rotates through the staff so that everyone brings a little bit of their own flavor to it and they associate that service value with something that affects their daily work. - The day's work. Finally, a short message about the Ritz-Carlton 'Tip of the Day'. It's a quick and easy way to remember that we're all on the same team and we're dedicated to excellence, customer satisfaction and customer loyalty."

Dr. Shepard: It is important to look carefully and listen carefully to your team, your patients and those who interact with your practice. My motto is, "Patients first, staff second, referrals third and our doctors grow."

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Mrs. Spencer: It is very important to use the talents of your people and all the resources you have. Put people in a position where they can be most successful professionally and practically, but don't be afraid to cut some of their future. Sometimes, leaving your employees out of the CAVE [consistently against everything] can help you retain the people who mean the most to your future success.

Dr. Shepard: Invest in quality executive leaders. The right leadership can make all the difference in your performance. The physician-administrative dyad is truly synergistic and can be very powerful when properly paired. Don't second guess providers on clinical skills but invest in the right mindset and core values. Empower your colleagues and employees to achieve their personal goals.

Ms. Spencer: Keep your finger on the pulse of what's happening in the eye care industry and health care in general and, of course, in your market and within your own four walls. Don't be afraid to invest in training programs and building morale and awareness. Also, no matter the size of your operation, plan, plan, plan. It is important to strategize for the next 1 to 5 years. For small practices, this may take the form of a simple meeting. For large practice, that is