Successfully Transitioning to a New Medical Billing Vendor
Very often the decision to change a revenue cycle (RCM) vendor arises out of the need to support practice growth, a particular practice specialty or to exit a medical billing and/or credentialing vendor relationship that has yielded pain in some way for the practice. Transitions from one vendor to another can be difficult and stressful regardless if it’s the correct decision. Unfortunately, a practice will often delay a change in vendor to avoid potential hurdles of cash flow disruption, added expenses, system changes and a myriad of other factors.
When a practice is encountering shortcomings with an existing vendor and is guarded by the potential pitfalls of change, they must keep in mind that the transition process isn’t as daunting with the proper vendor.
It’s important to select a revenue cycle management provider that views the successful transition as a collaborative, well thought effort. To ensure a successful outcome, the transition process should be managed at a granular level and should be goal oriented, documented, clear and transparent.
Practices that have trusted Saisystems Health to guide them through this process have described their experience with the words “Engaged,” Collaboration,” and “Partnership”. For us, these are not just words, but actions. In many transitions, staff members are placed into a customer’s organization for a period to document the shared workflows that will keep future work focused and on track.
To execute this level of customer service, accounts are managed by a team of experts led by a Customer Relationship Manager and supported by an Account Manager and other team members, who are directly responsible for the delivery of services.
Once the transition is successfully completed, the performance of the full scope of services becomes the top priority.
The ongoing relationship is guided by a process called “governance.” This process includes periodic, scheduled data-oriented discussions designed to present the status of the account, address challenges and opportunities and most importantly to build in time to have open dialogue about the path of the business and the partnership.