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A medical system of 1,800 providers was in disarray
and in need of extraordinary diplomacy.
Client Profile:
A non-profit, 14-hospital academic medical system located in Pittsburgh, with facilities located in Western Pennsylvania and Western New York.
As of 2021, this network consists of 250+ clinical locations, with approximately 1,800 providers.
Case Study Challenge
Physician Revenue Cycle operations were in a state of disarray, and the relationship with the Medical Group’s executive team, as well as many physicians, were unfavorable, and at times, adversarial.
The role required extraordinary diplomacy skills and a complete reshaping of the delivery of revenue cycle services on the Epic platform.
Action
After serving as VP of Physician Revenue Cycle for approximately 15 months, Gail was asked to assume the role of Interim Chief Revenue Cycle Officer (CRCO) until a permanent CRCO could be hired.
Routine meetings of revenue cycle and Medical Group leaders were established to begin the process of developing new, improved relationships. Plans were forged together to include metrics to be achieved by the physician revenue cycle, establishment of a meeting cadence to sustain open lines of communication and problem solving, and generally to demonstrate commitment to our physicians and their administrative leaders in both results and customer service.
Result
Confidence and trust of the Medical Group’s executive leadership was restored and the delivery of revenue cycle services on the Epic platform were successfully reshaped.
Revenue cycle operations and goals were maintained at the enterprise level while working to improve numerous areas in patient access, prior authorization, and scheduling across seven hospitals.