Mountain Creek Medical

Operational Diagnostic

Internal Working Exercise

A short operational snapshot

Understand what is working. Find what is harder than it should be.

Mountain Creek Medical is growing. This diagnostic is designed to give us a clearer picture of how the practice operates today, where work gets stuck, and where a few focused improvements could make the organization easier to run.

6 questions About 10–15 minutes No perfect answers required

This is about the system, not the person.

We are looking for patterns across finance, administration, clinical operations, staffing, technology, and accountability. Your perspective helps us understand what the day-to-day reality looks like before recommending changes.

Start with the questions that feel most important.

What are we trying to accomplish?

Create a simple operating picture of MCM today, identify the few issues with the greatest impact, and build a practical path toward clearer ownership, smoother workflows, and stronger financial visibility.

See how work moves Understand the handoffs between clinical care, administration, billing, and outside partners.

Find recurring friction Identify tasks, delays, and problems that consume time or have to be solved repeatedly.

Clarify ownership Determine who owns key responsibilities today and where responsibilities may be unclear.

Prioritize the right fixes Focus first on improvements that can meaningfully reduce workload, improve visibility, or protect margin.

This is not an employee performance review. We are trying to understand the operating system around the team. Candid answers about what is frustrating, unclear, repetitive, or difficult are especially helpful.

Choose your perspective

Which role best describes you?

Select your name below. You will only see the six questions designed for your area of the practice.

Dan Myra Mary

Dan’s Perspective

Direction, priorities, financial visibility, staffing, and where leadership gets pulled into the weeds.

0 of 6 answered

01

What are the three operational issues that cause you the most frustration right now?

02

If Mountain Creek Medical were operating extremely well six months from now, what would feel noticeably different?

03

Where do you personally spend time on things you believe someone else, or a better process, should be handling?

04

You mentioned that getting paid is one of the biggest challenges. Where do you believe the payment process breaks down most often?

05

What is driving the current hiring? What workload, growth, or capability gap are the new positions intended to solve?

06

If we could improve only three operational things over the next 90 days, which three would matter most to you?

+

Is there anything else you would particularly like Reeve to know?

When you are finished

Copy your responses, open a new email, and paste them into the message.

Send to: [email protected]

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Myra's Perspective

Finance, billing, administrative workflow, credentialing visibility, vendors, and the work that requires follow-up.

0 of 6 answered

01

What are the main things you are responsible for during a normal week?

02

Which parts of your job take the most time, especially tasks that require you to chase information, follow up repeatedly, or wait on someone else?

03

From your perspective, what happens from the time a patient is seen until Mountain Creek Medical receives payment, and where does that process most often slow down?

04

When claims or payments are delayed or denied, what are the most common reasons you see?

05

How do you currently keep track of billing, accounts receivable, credentialing, and outside vendors? What is hardest to see or stay on top of?

06

If you could make three administrative or financial processes easier tomorrow, which would you choose?

+

Is there anything else you would particularly like Reeve to know?

When you are finished

Copy your responses, open a new email, and paste them into the message.

Send to: [email protected]

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Mary's Perspective

Clinical administration, staffing, supplies, vaccines, OSHA, and the daily workflow around providers and support staff.

0 of 6 answered

01

What are the main things you are responsible for during a normal week?

02

What clinical or day-to-day operational problems seem to come up repeatedly?

03

Where do practitioners or support staff most often need your help, and what tends to create those requests?

04

Do the current staffing levels and roles match the workload of the practice? Where do you see the biggest gaps or pressure points?

05

Of the areas you manage, such as supplies, vaccines, inventory, OSHA, or other clinical administration, what is hardest to keep organized or predictable?

06

If you could change three things about how the practice operates day to day, what would make the biggest difference?

+

Is there anything else you would particularly like Reeve to know?

When you are finished

Copy your responses, open a new email, and paste them into the message.

Send to: [email protected]

Copy Mary's Responses Open Email Clear Answers

Copied. Your responses are ready to paste into an email.

Mountain Creek Medical · Operational Diagnostic

Prepared for internal operational planning