What Exactly Have We Done?
about a few challenges that we have already helped our clients overcome.
A large Midwest behavior health practice was experiencing a lack of revenues
after a newly implemented billing system. The entity line of credit being was
being used to maintain operations and payroll with financial resources
Understand the challenges. The entity maintained two revenue systems with both sustaining collections below expected levels.
We assessed the scope of the billing system concerns which included staff training and set-up on the new software, as well as, inconsistent processes.
Retention of a third-party proficient in the new patient
billing software was optimal with a reorganization of staff managing the AR
software program and process. The first month of this revised model resulted in
a 28% increase in revenues over YTD average with a reduction in billing cost
An established Ohio specialty practice desired additional new patient volumes as
existing outreach methods were not effective.
We took time to understand the providers’ practice style and outcomes, in addition to growth capacity. Patient satisfaction interviews were conducted in addition to reviewing patient source and referral information.
We recommended a branding transition with updates to practice website, Facebook, and print sources using the patient research results and patient present source data. We also assisted the practice in generating a RFI for the web project and assisted with content development during the transition.
The practice gained a strong web presence and added
additional offerings, such as blog articles and SEO services. Since this
transition, the practice has seen increased traffic of 176% to the website with
a 37% increase in patient phone contacts, and a 20% increase in scheduled new
Southeast FQHC awardee was having challenges with start-up and was concerned
about meeting the HRSA 6-month go-live requirement window.
review the entity status and coordinated a start-up checklist with COO;
developed a plan of priorities and timelines to meet start-up requirements. Our
team led in coordinating issues, such as CLIA and payer agreement applications,
in addition to, managing the facility, infrastructure, EMR, and revenue cycle
needs. We also managed the shared task and priority list, and coordinated
regular calls and meetings with the COO and site resources.
FQHC was able to exceed their HRSA go-live timelines. Meeting these timelines
maximized community impact goals, as well as, capitalized on initial cash flow