One of our clients, a large hospital-owned physician practice network, needed to quickly improve their financial performance. Their Rapid Improvement Plan included goals designed to speed up the cash collection process, maximize opportunities for reimbursement, improve coding and documentation at the clinics, and increase provider productivity.Sound familiar?
With these goals in mind, we convened in a conference room with about a dozen key players, including practice managers as well as representatives from information systems, finance, revenue cycle, and managed care.The two of us from Halley—a revenue cycle expert and an operations expert—began engaging the group in a conversation regarding the overall performance of the physician practice network. In our passion and enthusiasm for the topic, we seamlessly worked together throughout the discussion, even to the point of finishing each other’s sentences. This was just a normal day for us, supporting one another in our roles, and we didn’t give any thought to the impact of what we were modeling. But for the leaders sitting around the conference table, our synergy was a revelation: This is how it should work.This is the partnership of operations and revenue cycle in action.