PwC helps large nonprofit health system consolidate multiple business offices into one centralized system.
A large nonprofit health system that maintained several regional business offices wanted to examine the feasibility and possible benefits of moving to a shared services model. It wanted to create a centralized business office (CBO) at its headquarters, starting with its hospital business office functions.
The health system asked us to develop and execute a plan for consolidating and standardizing its revenue cycle operations. However, to ensure that the move did not have a damaging effect on its bottom line, the health system needed to make sure that its A/R continued to be worked and resolved during the transition. In response, we put our Virtual Business Office (VBO) to work providing accounts receivable remediation services to the health system during its transition.
In the long term, the new centralized business model should alleviate bottlenecks when the health system integrates newly acquired hospitals into the standard organization, framework, and technology of the larger system. Standardized processes and training will enable the rapid assimilation and onboarding of new staff. Centralized reporting and organizational structures will help establish that service levels and key performance metrics are monitored, mastered, and met by all hospitals in the system. The CBO positions the health system for significant growth as its operations continue to expand.
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