There are multiple processes in the healthcare revenue cycle world that considerably ramp up in activity on a periodic basis. This is the story of how Vee Healthtek solved a hospital’s last-minute problem when they couldn’t finish it alone.
The manual processes being used by health plans and provider groups lack sustainability, in an environment realizing a rapid expansion of value-based care payment models.
Teamwork in a Risk Adjustment Program. The Process within the Process: In the best and most stable of times, change in any kind of business strategy can be risky.
There is increasing pressure to enhance healthcare innovation, as well as increase the migration of functional services offshore. Historically, healthcare delivery organizations used offshore partners to manage non-core activities.
A large healthcare analytics client of Vee Healthtek had a problem. How could they provide quality assurance (“QA”) to hundreds of thousands of scanned images in a six-week period? It wasn’t feasible for the client to hire staff for such a short-term project or train temporary personnel because of concerns relating to quality and speed to market
The turmoil within and around the U.S. healthcare and medical services sector has stretched many enterprises to their financial limits. It is generally agreed that starting a project from scratch is both time consuming and expensive, with no absolute guarantee that the effort will end in success.
In late 2013, many experienced and successful joint-venture, urgent care organizations were faced with a major problem. Delivering high quality work, with world-class customer service, while undergoing rapid growth was a challenge for most.
Errors on prior authorizations were an ongoing problem for a healthcare system in the New Jersey area. Increased denials and other issues were leading to upset patients and a loss of revenue for the client.
Children’s Hospital AR Problem: A large children’s hospital, repeatedly ranked as one of “America's Best Children's Hospitals,” had a rapidly increasing AR problem. Despite having a positive cash flow and a rapidly growing business line, the hospital could no longer afford to let their AR rise.
