Winthrop University Hospital was converting its over 700 physicians in more than 29 ambulatory locations to Epic as part of its merger with NYU Langone Health System. Medical Center executives wanted a smooth transition, one that would maintain cash flow, improve documentation and charge capture, and continue high levels of physician buy-in and patient satisfaction.
From Consultant to Trusted Advisor
Initially engaged to assess business office performance in two of its decentralized departments, GoldmanHS became a trusted business advisor as NYU Langone Health and its Division of Clinical Affairs and Ambulatory Care transformed from a decentralized group of approximately 70 practices to a network of over x providers with a single electronic health system and standardized operational procedures.
Case Study: Health System Implements Centralized Financial Clearance
Barnes Jewish Health System consists of 9 community hospitals, 3 academic medical centers and multiple community health locations. The system had come together for competitive market reasons, leaving many disparate revenue cycle processes in place. As part of its revenue cycle transformation, management wanted to implement a standardized financial clearance process for outpatient services that would improve the patient experience as well as produce improved financial results.
case Study: Safety net hospital captures cash
Located in an underserved community in the New York metropolitan area, Bronx Lebanon Hospital Center employs over 600 physicians seeing patients both in its faculty practice plan and its hospital based ambulatory practices.
The Hospital’s physician organization had uneven revenue cycle performance over the past several years, leading to financial pressures and physician dissatisfaction. The Hospital executives wanted an assessment of its current operations with an action plan to stabilize and improve its revenue stream.