The Challenge

A national urology system’s administrative staff were struggling to catch up with their rapid growth. The LYP team interviewed team members and observed operations in action. They discovered a lack of defined referral workflow with untouched referrals dating back more than 6 months, resulting in very low new patient revenue; faxing and medical records not being properly indexed in a timely manner, leading to slower processing and patient treatment; triage and scheduling workflows were inefficient and poorly managed, putting extra pressure on clinical staff, poor patient experiences, and late cancellation of procedures; and workflows were not being accurately followed, which also caused patient leakage and procedure cancellations.

The Data

When the LYP team started their fact finding, they discovered a number of opportunities to transform operations and course-correct processes to accommodate their growth:

Solutions & Results

LYP delivered an assessment, recommendations, and a project plan to address the challenges the organization was experiencing. With the roadmap in place and LYP to assist in execution, the collective team worked to address the challenges, closing the loop on the gaps in the referral process (6 months of back-referrals were brought current in 45 days), redesigning workflows to take over indexing, implementing LYP systems and retraining staff, and establishing more efficient processes to improve patient satisfaction, decrease late cancellations in schedule, reduce stress on clinicians, and increase revenue streams.

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The Challenge

The client was experiencing:

The Data

Solutions & Results

After LYP’s team completed its initial audit, they worked to develop a comprehensive, tailored solution to address the client’s challenges and objectives. Among the recommendations, LYP offered outsource contact center services including scheduling, triaging symptom calls & routed them appropriately, medication refill requests, medical records tasks, etc. LYP removed the administrative burden of maintaining a productive call center and raised the bar on call center functionality. Outsourcing those tasks to LYP’s contact center meant the client no longer must recruit, hire, and train call center associates. LYP implemented their customized workflow software (PatientSync) which allows their associates to work in tandem with the client’s EHR to verify and record all necessary information to help medical personnel be better prepared for treatment.

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The Challenge

Oncology patients were being transferred from person to person, having to repeat information about diagnoses, treatment, symptoms, and questions, feeling frustration and exhaustion because they felt unheard and without help. Call abandonment rates were high, and patient and provider satisfaction levels were low.

The Data

80% of calls were transferred at least once. The practice noticed a decline in patient volume due to the caller’s inability to complete their reason for calling.
In most examples, the call center would take the call then transfer the patient to triage due to urgent symptoms. Triage would then transfer the patient to the front desk for a same day appointment.

Solutions & Results

After completing the initial audit, our team created a remediation plan to streamline the workflow and delegate appropriate responsibilities. The contact center teams are empowered to help resolve issues for patients, making them feel heard and valued, and improving the experience for patients and employees alike. Associates are scheduling new patient appointments, handling urgent reasons for call, and addressing patient needs while they are on the phone.

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The Challenge

Eight months after launching an ambulatory surgery center (ASC), the client observed a substantial gam between their projected and actual revenue performance.

Solutions & Results

LYP’s RCM leaders conducted a thorough assessment, reported detailed findings and recommendations, and implemented corrective measures to address the operational inefficiencies and revenue cycle challenges. The team performed validation and testing, including releasing a controlled batch of claims to ensure that the system corrections were functioning as intended. Finally, they established a structured process for submitting both the backlog and current claims to ensure timely billing and sustained performance improvements.
Through targeted system intervention, efficient workflow redesign, and proactive revenue cycle support, the consulting team helped the client restore and surpass its financial goals for the ASC. The collaboration not only resolved critical system and billing issues but also laid a strong foundation for sustained revenue growth.

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