the status of claims, and even if they did, they would not be able to cir- cumvent denials. They began submit- ting claims electronically once LRDC implemented an electronic health record (EHR); however, the team still lacked claims status visibility and had to make do with manual editing. When LRDC decided to upgrade its claims management system, the ASC’s leaders believed the time had come for a complete overhaul. By leveraging technology, the center wanted to auto- mate as much of the claims manage- ment process as possible. The ASC looked at every step of the process and how it could be improved. The team members also determined how they could use tools to become more productive. The team ultimately decided that a cloud-based health care billing and payment software was the best fit. The

software offered highly functional and useful tools, such as automated work lists and reports. The team believed that it could leverage this technology to get paid on time. The center went from an entirely paper-based system to an entirely automated system.

Empowering Staff to Become Proactive, Increase Revenue Since adopting its new automated sys- tem, the claims team has used its visibil- ity into claims status to accelerate pay- ment on time. Members of the team also are able to be proactive and use their time more effectively. Rather than waiting 30, 60 or 90 days to see if a claim is rejected, the team is able to access claims data and act immediately. Another change besides claims status visibility has to do with the work lists. Team managers are able to customize work lists and auto-


Helping you raise the bar on patient care.

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• AAAHC accredits more than 6,000 organizations.

• We’ve been helping organizations for more than 35 years.

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mate assignments based on custom- ized parameters such as financial class and payer. Given that each team mem- ber always knows which claims to work, everyone has become more productive. The team is currently understaffed and has four employees instead of six. Even so, it has been able to keep up with claims volume. Through the work lists, online editing and other tools, the team of four has been able to do the work of six. Everyone has the tools they need and feels empowered to take action. As a result, the team, which has been reduced by one third, has been able

to increase claims revenue by three percent.

Tina Elliott is an enterprise project management specialist and co-manager of the business office at Little Rock Diagnostic Clinic in Little Rock, Arkansas. Write her at

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