GeBBS Healthcare Solutions

BACKGROUND

Introduce your business and what you do there.

I’m an executive for a billing company in the New York metropolitan area, and we provide all revenue cycle services to small medical practices, hospitals, and anesthesia groups. 

OPPORTUNITY / CHALLENGE

What challenge were you trying to address with GeBBS Healthcare Solutions?

We needed an agency to outsource tasks such as data entry, medical coding, accounts receivables (AR) follow-up, and patient calls. 

SOLUTION

What was the scope of their involvement?

When we brought GeBBS on, we trained them for the tasks they’ll be doing for each of our clients. We started with our anesthesia clients since they’re the easiest. We coached them as if they were our new employees working in our office. We would have daily calls and a complete audit of their work during the first month.

Although that process was more laborious, we learned how to communicate with GeBBS and their team leaders. Additionally, we figured out how to train them on what needed to be done. 

Each batch of GeBBS’ work was checked for key billing components, and every GeBBS staff was audited separately. We kept a chart of GeBBS’ employees with their function, review results, output, and errors. 

After we got to a point where we felt GeBBS was doing well, we limited the audits. Initially, we placed it down to 25% and later to 10%. 

We set up daily conference calls to go over the errors we found. We sent documentation on what needed to be done and had discussions about the best approaches. We gave them a heads up every day about what we would be discussing. The end of our business day was their beginning, and that gave them time to review our feedback.

We kept after GeBBS and had daily calls. By doing that and keeping communication back and forth, errors decreased substantially. That was important for us since we’re responsible to our clients; we were the ones who could get in trouble or potentially lose a client. 

What is the team composition?

Usually, we worked with three managers, one for each of the functions performed; we also had a liaison who would be available on the phone. At any given time, we had at least 20 people working on our account. 

How did you come to work with GeBBS Healthcare Solutions?

We did an RFP and reached out to several companies, including GeBBS. We made them fill up questionnaires and interviewed them. 

We picked GeBBS because they had someone in the US that we could deal with. Additionally, their prices were very competitive, and all their coders were certified, most of their staff were highly educated, and they didn’t have a high employee turnover. They also fit our preferred working arrangement and weren’t aggressive in getting all our functions.

How much have you invested with them?

We paid approximately $17,000 per month. 

What is the status of this engagement?

Our engagement lasted from April 2010–April 2016.  

RESULTS & FEEDBACK

What evidence can you share that demonstrates the impact of the engagement? 

Based on our audits, we knew that GeBBS had a very quick turnaround time. We send tasks immediately; as soon as our clients leave the operating room, we could bill within 24 hours. Contractually, GeBBS’ turnaround time should be 72 hours, but usually, they were done within 48 hours. 

How did GeBBS Healthcare Solutions perform from a project management standpoint?

We worked with GeBBS to determine the best way of sending tasks. We limited our batches to 30 charges, and we felt that was ideal. We got them up to speed very quickly, and that was important to us. 

They had fast turnaround times, accurate work, and they were responsive. They were far better than the other agencies I had worked with; I didn’t get as many problems with GeBBS.

What did you find most impressive about them?

GeBBS was responsive to change. 

Are there any areas they could improve?

They could be more truthful about their employee changes. We found out that the staff logging in on profiles wasn’t necessarily the same person. We needed to know who their actual employees were so we could audit them properly.

Do you have any advice for potential customers?

Have written guidelines and document everything. Assume they’re a new employee coming to your company that you need to train from the start. Prepare a document with specific instructions on what needs to be done. They need an employee manual for all the functions you’re going to send over.