client profile

Medium-sized rural hospital with 7 owned practices.

problems

The budget was presented to the board with an unacceptable two million dollar loss. The goal was to reduce expenses and increase income to maintain the financial viability of the practices.

solutions

MBA HealthGroup discovered an absence of connectivity between the practices, and a strong sense of resentment between hospital and practice employees. There was a complete lack of teamwork and synergy. Each practice essentially did everything the "way they did it before" they were owned by the hospital. Each practice operated independently, with a single administrator. This person spent time dealing with issues for each practice but the more complicated offices had much more time on-site. They all shared the computer system, which was based in the hospital, yet their databases were set up differently and codes were not in alignment. Collection and A/R protocols were all unique or non-existent. Comparing practices or even understanding the various monthly reports was nearly impossible.

Upon further review, the staff at the practices felt they were considered "second class" citizens and they were resented by the hospital employees due to the financial projections. There was a lack of collaboration for company functions, and it was realized in the community.

results

MBA HealthGroup initiated an effort toward cohesiveness by bringing staff with similar responsibilities together at department meetings/training sessions. Systems were adjusted to utilize identical codes for processes and similar or identical financial protocols were across all practices. Billing staff were trained in follow-up and collection protocols, and instructed to use a single reporting format to display their challenges and successes. These tracking graphs were shared among department peers.

Denials and errors were shared with team leaders, and strategies were created to consolidate all processes and procedures. This cooperation generated joint efforts to bill appropriately and collect effectively, and all successes were celebrated.

Ultimately, all practices improved their bottom lines to create a budget that was in the black within two years.