As the saying goes: “Cash is King”. Maintaining a steady cash flow is one of the pervasive issues that affects many health care providers, especially in a time when economies of scale are rapidly transforming the landscape of health care.
The home care provider was experiencing a high LUPA rates that consistently exceeded 15%. A staffing shortage, particularly with nurses, combined with communication challenges throughout made it difficult to achieve positive patient outcomes.
The health system was unable to successfully fill several key leadership roles within their home care agency after a loss of leadership. Eleven critical positions were vacant within the clinical, quality assurance, and finance departments. As a result, leadership, strategy, quality performance, and compliance profoundly suffered...
McBee developed a work plan for the implementation of a Central Business Office (CBO) scheduling call center. This engagement significantly improved the financial viability of the health system with a $7.8 million increased gross revenue opportunity. The call abandonment rate was decreased from 27% to 2% without increasing the number of full time employees.
By implementing improved processes, physician and staff education, tailored operations strategies and increased admission reviews, this engagement slashed observation rates by a third. As a result of working with utilization review staff to achieve correct patient status assignments, the health system experienced a $1.8M revenue improvement in the first three months of the engagement.
The hospital system had been unable to adequately staff their emergency department with utilization review care managers. The hospital system engaged McBee Care Managers to provide coverage on weekends and expand their coverage until 11 p.m. during the week.
The hospital system had been unable to adequately staff emergency departments with utilization review care managers seven days per week, with a minimum of 12 hours per day. As a result, patient status determinations on an average of 120 admissions per day were not substantiated until more than 24 hours after admission.
During the implementation of a new electronic health record (EHR) system, the hospital experienced several leadership losses, including the director of patient accounting, director of patient access, and two managers in patient accounting.
This agency was experiencing inaccuracies in OASIS scoring due to recent clinician turnover. Agency leadership found that dedicating ample resources to thoroughly train new staff in OASIS accuracy was necessary, but beyond what their internal resources could provide at the time.