All healthcare providers have learned that credentialing is a critical component of healthcare business and part of the life blood of getting paid. If all know that to be true, then why is it so difficult to accomplish and sustain?

Merging a community hospital patient financial services into a health system central business office.

A rural 225-bed hospital in the Mid-Atlantic saw sharply declining revenue cycle performance from hasty decision making in several areas following management turnover.

Designing for Improved Organizational Self-Pay Collections

Rewiring a Self-Pay Program Around the Needs of the Patient.

Successfully Navigating the Strategic Partnering Process

Facilitating the Evaluation of Capital Options and Health System Strategic Partnering.

The hospice experienced significant and sudden turnover in its revenue cycle operations and leadership resulting in an increase in accounts receivable of more than 50%, significantly increased write-offs for timely filing and "no-authorization" denials, and a corresponding significant reduction in cash collections.

Creation of Public-Private Partnership for State-Owned Academic Medical Center and Community Hospitals.

The client was preparing for a significant shift in its state's Medicaid inpatient reimbursement from per diems to an APR-DRG basis, fundamentally impacting more than 50% of its inpatient revenue.

i3 was engaged to provide strategic planning and hands-on project management to develop and execute a plan to successfully guide the cutover of our client’s revenue cycle thru the full implementation of the Epic Health Information System.

Filling gaps in PFS process.

Eliminating financial risk for PQRS-affected providers.

Leading a 13-hospital health system's migration to ICD-10.

Converting inpatient, outpatient, and emergency services to a vendor-developed CAC system.

Redesigning denials and appeals processes to ensure active management.