CASE STUDY

From the Ground Up:

Transforming a Medical Group

$6.1M

Annual Recurring Cash Improvement

%

Days in A/R Reduction

%

Reduction in Aged A/R over 120 Days

%

Bad Debt Reduction

Vidant Medical Group (VMG) engaged AVID to assess their existing revenue cycle.  Through this six-week process, AVID identified critical issues & strategic improvement opportunities. After the assessment, VMG engaged AVID to lead a long-term performance improvement initiative. The scope of work involved a detailed redesign of all core functions in the central billing office. These departments included coding, billing, insurance follow-up, customer service, vendor management and credit resolution.

the challenge

A flawed system implementation coupled with rapid growth created real challenges for Vidant Medical Group (VMG). Inefficient processes and workarounds were not addressed prior to implementation, thus increasing the mounting issues that lie ahead. Leadership acknowledged they could not address these challenges alone. Improvements to the revenue cycle were necessary, and they needed the help of an outside firm.

Avid brings a unique set of tools that make the tracking of engagement progress, including dashboards that track denials, cash collections and other key performance indicators much more straightforward.  Avid also uses a collaborative approach where they immerse themselves within the organizational structure, where they are better able to introduce change and transform culture.  Although they are clearly driving the engagement, they do an excellent job of listening to the current staff, addressing their concerns and allowing them input into the future state of the revenue cycle. Most importantly, they left behind a staff with a much larger understanding of revenue cycle processes, as well as an infrastructure to sustain the progress and continually improve. Scott Lieberenz

Senior VP of Financial Services, Vidant Health

the solution

organizational change

The most important factor of a consulting engagement is the sustainability of results after the project has ended. Our approach involves two distinct elements that work together help ensure sustained performance. First, we create workgroups to execute all project tasks. These teams, comprised of management and staff, serve as the conduit for change management. It allows the consultant to mentor the client to make data-informed decisions based on facts, not “gut-feel”. Second, we implement AVID’s Executive, Workforce & Insights applications. These apps allow the user to make informed decisions about their department. These tools are used daily to visualize staff performance, trend work volumes and identify issues.

functional redesign

AVID followed the same steps to redesign each function of the CBO. Our proven approach emphasizes simplicity, focus, efficiency and accountability. The end-result was an organization structure designed to perform at a high-level.

Resource Allocation

Ensured adequate staffing levels & assigned critical tasks to high performers

Productivity Reporting

Weekly monitoring of staff output & utilization

Workflow Enhancement

Streamlined processes supported by formal policy & procedures

Quality Measurement

Recurring audits of staff activity

technology configuration

Another critical tool in the revenue cycle toolbox is the patient accounting platform. The health information system needs to meet the operational requirements of the organization. An in-depth review and reconfiguration of the EHR’s functionality was necessary. The end-result was a system configured to provide timely and accurate data to VMG leadership.

I had the opportunity to work with Avid Consulting on the re-engineering of a multi-specialty physician group revenue over the course of an 18-month period.  I can honestly say that in my 20+ year career, this particular engagement was the most successful consulting engagement in which I have been associated.  Cash collections improved immediately after the start of the engagement through an aggressive cash acceleration program.  Within five months, patient receivables declined from over 60 days to under 40 days.  They also greatly increased the level of automation within the revenue cycle procedures, including in the scheduling and authorization process. Scott Lieberenz

Senior VP of Financial Services, Vidant Health

the results

$6.1M

Annual Recurring Cash Improvement

%

Days in A/R Reduction

%

Reduction in Aged A/R over 120 Days

%

Bad Debt Reduction

Company

Vidant Medical Group is a large multi-specialty physician group, with over 80 locations in eastern North Carolina. http://www.vidanthealth.com/

Location

North Carolina

Facility Type

Medical Group

Solutions Used

  • Assessment
  • Transformation
  • AVID RCM Analytics
    • Executive
    • Insights
    • Workforce

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