Patient Pay Solutions<br />1<br />
Who We Are<br />2<br />MedDirect is a patient-centric healthcare service company focused exclusively on delivering compreh...
3<br />What We Do<br />Third-Party Insurance Process<br />Front-End Software Tools<br />Submission of charge<br />Delivery...
Customer Service
Cash Management
Acct Servicing &  Administration
Reporting & Analytics</li></ul>Pre-Care<br />Point of Care<br />Day 1<br />Day 120<br />> 120 Days<br />
Leadership/Advisors<br />MANAGEMENT<br />Kenneth Bloem, M.S., Chairman & CEO<br /><ul><li>CEO, Stanford University Hospital
CEO, Georgetown University Medical Center
COO, University of Chicago Hospitals & Clinics
CEO, The Advisory Board Company
Former Director, Allegiance, SoftMed, etc.
Current Director, American Telecare, METI
Senior Advisory Board, MedAssets</li></ul>Eric Becker, COO<br /><ul><li>CFO & VP Administration, Davidson Instruments
COO, ProteEx, Inc.
COO & VP, Avreo, Inc.
Microsoft
The Advisory Board Company</li></ul>Spencer Galloway, CFO<br /><ul><li>COO & CFO, Grand Automotive Family
CFO, MTS Transportation Systems and Bay Logistics Group
President, Price Industries, Inc.
President, Great Lakes Fasteners & Supply Company</li></ul>Gregory VandenBosch, President <br /><ul><li>Founder of MedDirect
President, ES Financial
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Med Direct Patient Pay Solutions 12 11 09v1 (Printable Version)

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  • We show this slide to provide an overview of our experience and commitment to healthcare.
  • We currently operate in 25 states, with 100 plus offices/locations
  • I want to start by immediately answering perhaps the most important question: What revenue cycle problem does MedDirect address. [click to bring in circles – describe each one]. Explain that these problems have always existed to some degree –-- proceed to next slide
  • Let me explain whey the previous slide creates a business opportunity for MedDirect….with patients responsible for a tiny percentage of a providers revenue, the problems identified on the previous slide could be written off or ignored. Explain this slide…. Today, providers don’t have that luxury – click to next slide
  • Explain this graphic,….In short, MedDirect provides tools that allow healthcare providers to effectively address problems exacerbated by the massive shift in payment responsibility from commercial health insurance companies &amp; governmental health programs to patientsHelpful analogy – think of it as a company with a b2b model having to suddenly live in a b2c world.ADD: Why aren’t there more companies like MedDirect? Because this a new phenomenon. MedDirect is sitting in a part of the revenue cycle that has previous been unoccupied. It was unoccupied not because the tools did not exists, but because there was simply no need. Additionally, providers have never been under more margin pressure by insurance payers – some have described the patient portion of their revenue as their margin.
  • A Fundamental barrier to translating consumer concerns over health-related expenses into sales is a legacy industry mindset that believes consumers make rational benefits decisions when, in fact, they are making complex emotional decisions with the aim of achieving piece of mind.Rethink distribution to focus on consumers’ need for peace of mind by designing a simple, quick process that targets consumers when they are open to act and delivers recommendations.Create an experience that builds trust by consistently delivering on what we promise and avoiding negative moments of truth.
  • A Fundamental barrier to translating consumer concerns over health-related expenses into sales is a legacy industry mindset that believes consumers make rational benefits decisions when, in fact, they are making complex emotional decisions with the aim of achieving piece of mind.Rethink distribution to focus on consumers’ need for peace of mind by designing a simple, quick process that targets consumers when they are open to act and delivers recommendations.Create an experience that builds trust by consistently delivering on what we promise and avoiding negative moments of truth.
  • One of the primary goals of education is to set expectations and obligationsA Fundamental barrier to translating consumer concerns over health-related expenses into sales is a legacy industry mindset that believes consumers make rational benefits decisions when, in fact, they are making complex emotional decisions with the aim of achieving piece of mind.Rethink distribution to focus on consumers’ need for peace of mind by designing a simple, quick process that targets consumers when they are open to act and delivers recommendations.Create an experience that builds trust by consistently delivering on what we promise and avoiding negative moments of truth.
  • Validation – Do I owe this, Is this mine, Should this be covered by insuranceValue Assessment – Did I value this encounter, what was my experience, does the provider deserve to be paidResource Assessment – Am I able to pay the amount due in full – are there payment options to pay over time? A Fundamental barrier to translating consumer concerns over health-related expenses into sales is a legacy industry mindset that believes consumers make rational benefits decisions when, in fact, they are making complex emotional decisions with the aim of achieving piece of mind.Rethink distribution to focus on consumers’ need for peace of mind by designing a simple, quick process that targets consumers when they are open to act and delivers recommendations.Create an experience that builds trust by consistently delivering on what we promise and avoiding negative moments of truth.
  • Patient revenue cycle experience hierarchy is predetermined. The lowest level is patient communication, while the uppermost level is resolution. The higher levels in the hierarchy can only come when the lower levels in the pyramid are accomplished.A Fundamental barrier to translating consumer concerns over health-related expenses into sales is a legacy industry mindset that believes consumers make rational benefits decisions when, in fact, they are making complex emotional decisions with the aim of achieving piece of mind.Rethink distribution to focus on consumers’ need for peace of mind by designing a simple, quick process that targets consumers when they are open to act and delivers recommendations.Create an experience that builds trust by consistently delivering on what we promise and avoiding negative moments of truth.
  • This is what we are starting to do with our existing customers – MedDirect acting as a information, payment, processing, and customer service hub and consolidating the entire patient responsibility segment.
  • This is an example of a customer service process. It is typically based on the needs of the customer and is driven by a variety of factors including payer mix, average balance, volume, etc.
  • Med Direct Patient Pay Solutions 12 11 09v1 (Printable Version)

    1. 1. Patient Pay Solutions<br />1<br />
    2. 2. Who We Are<br />2<br />MedDirect is a patient-centric healthcare service company focused exclusively on delivering comprehensive revenue cycle services to physicians and hospitals; increasing patient pay revenue while also enhancing the overall patient experience.<br />
    3. 3. 3<br />What We Do<br />Third-Party Insurance Process<br />Front-End Software Tools<br />Submission of charge<br />Delivery of Care<br />Collection Agency<br /><ul><li>Statement Processing
    4. 4. Customer Service
    5. 5. Cash Management
    6. 6. Acct Servicing & Administration
    7. 7. Reporting & Analytics</li></ul>Pre-Care<br />Point of Care<br />Day 1<br />Day 120<br />> 120 Days<br />
    8. 8. Leadership/Advisors<br />MANAGEMENT<br />Kenneth Bloem, M.S., Chairman & CEO<br /><ul><li>CEO, Stanford University Hospital
    9. 9. CEO, Georgetown University Medical Center
    10. 10. COO, University of Chicago Hospitals & Clinics
    11. 11. CEO, The Advisory Board Company
    12. 12. Former Director, Allegiance, SoftMed, etc.
    13. 13. Current Director, American Telecare, METI
    14. 14. Senior Advisory Board, MedAssets</li></ul>Eric Becker, COO<br /><ul><li>CFO & VP Administration, Davidson Instruments
    15. 15. COO, ProteEx, Inc.
    16. 16. COO & VP, Avreo, Inc.
    17. 17. Microsoft
    18. 18. The Advisory Board Company</li></ul>Spencer Galloway, CFO<br /><ul><li>COO & CFO, Grand Automotive Family
    19. 19. CFO, MTS Transportation Systems and Bay Logistics Group
    20. 20. President, Price Industries, Inc.
    21. 21. President, Great Lakes Fasteners & Supply Company</li></ul>Gregory VandenBosch, President <br /><ul><li>Founder of MedDirect
    22. 22. President, ES Financial
    23. 23. Founder, INSTAR Group
    24. 24. Co-founder AVG Companies</li></ul>SENIOR ADVISORS <br /><ul><li>Lance Piccolo, Former Chairman & CEO Caremark
    25. 25. Robert Kocher, MD, Partner, McKinsey & Co.
    26. 26. Breaux Castleman, former CEO, Scripps Clinic & Kelsey-Seybold
    27. 27. Michael Davenport, CEO/Dir. Consumer Lending Compl., US Bank
    28. 28. Ralph Muller, CEO/President, University of Penn Health System
    29. 29. Scott Addison, MD, Co-founder, MedDirect
    30. 30. Randy Moore, MD, Chairman & CEO, American Telecare
    31. 31. Brian Gould, MD, SVP, Navimedix
    32. 32. Drew Rogers, President, NetGain
    33. 33. James Yee, EVP, CIO, Union Bank of California
    34. 34. Julie Adelson, JD, J. Craig Venter Institute
    35. 35. Steve Kett, Executive Director, The Advisory Board Co., Inc. </li></ul>4<br />
    36. 36. Where We Work<br />5<br />
    37. 37. What Revenue Cycle Problems Does MedDirect Address?<br />6<br /> COMPLEX REIMBURSEMENT SYSTEM<br />LACK OF EDUCATION & OPTIONS<br />Patients<br />FINANCIAL RISKS / THREATS<br />LACK OF PATIENT-CENTRIC TOOLS & SERVICES <br />Providers<br />
    38. 38. The Market We Knew<br />SITUATION: Since Medicare era, patients pay a tiny fraction of reimbursements to healthcare organizations.<br />OBJECTIVE: Extract maximum reimbursements from 5 to 7 major health payers (e.g. Blue Cross, Wellpoint, Medicare, Medicaid, United Health, etc.).<br />INSURANCE<br />±97%<br />REQUIRED: Effective business to business processes that were documentation oriented and included tight integration between healthcare organizations and payers.<br />PATIENTS<br />±3%<br />7<br />
    39. 39. Emerging Market Reality<br />SITUATION: Patients are projected to pay, or influence, as much as one third of reimbursements to healthcare organizations by 2012.<br />OBJECTIVE: Optimize payments from tens of thousands of individual patients, while continuing to extract maximum reimbursements from health plans. <br />INSURANCE<br />±70% <br />PATIENTS<br />±30%<br />REQUIRED: A new approach.<br />8<br />
    40. 40. 9<br />MedDirect’s Approach<br />MedDirect patient-pay hierarchy <br />
    41. 41. 10<br />MedDirect’s Approach<br />Resolution<br />Patient-Centric Software Platform<br />Automated Statement Processing<br />Combined Statement Capability<br />Advanced Call-Center Technology<br />Service-oriented focus on the patient<br />
    42. 42. 11<br />MedDirect’s Approach<br />Resolution<br />Call-Center Staffed with Patient-Pay Experts<br />Multi-Lingual Call Center w/Extended Hours<br />Advanced Patient Web Portal & Other Education tools<br />Multiple Payment Options<br />Service-oriented focus on the patient<br />
    43. 43. 12<br />MedDirect’s Approach<br />Resolution<br />Validation<br />Value Assessment<br />Resource Assessment<br />Service-oriented focus on the patient<br />
    44. 44. 13<br />MedDirect’s Approach<br />Resolution <br />Increased Revenue<br />Increased Patient Satisfaction<br />Improved Operations<br />Service-oriented focus on the patient<br />
    45. 45. Value Proposition<br />Improved Operations<br /><ul><li>Improved Productivity & Focus on Core Competencies</li></ul>(Reduce interruptions & patient billing calls)<br /><ul><li>Streamline Front-End Patient Processing</li></ul>(Structured patient payment program offering with Web portal to manage accounts)<br /><ul><li>Improve and Ensure Patient Compliance</li></ul>(Strict guidelines for adherence to changing government/ patient responsibility and HIPAA regulations)<br /><ul><li>Enhanced Reporting & Business Intelligence</li></ul>(Benchmark internal and external results)<br /><ul><li>Improved Competitive Advantage(Patient Retention & Satisfaction)</li></ul>14<br />Increased Patient Satisfaction<br /><ul><li>Increased Payment Options</li></ul>(Includes ACH, credit cards, Web payments, checks, and payment arrangements)<br /><ul><li>Greater Clarity, Education & Communication</li></ul>(For patient pay responsibility & process)<br /><ul><li>Timely & Flexible Communication</li></ul>(Communication with patients through phone, Web, mail, email)<br /><ul><li>U.S. Based Multi-Lingual Call Center</li></ul>Increased Revenues<br /><ul><li>Increased Direct Recoveries & Payments in Full </li></ul>(Consistently greater than 30% and as much as 200%)<br /><ul><li>Discovery of Updated or Additional Insurance</li></ul>(Up to 30% of accounts placed)<br /><ul><li>Construction & Management of Payment Plans</li></ul>(Up to 25% of accounts placed)<br /><ul><li>Accelerated Cash Flow</li></ul>(Collection of funds sooner through proactive patient phone contact and early insurance identification)<br />Decreased Expenses<br /><ul><li>Reduction in Collection Agency Payments</li></ul>(Fee reduction as much as 80%)<br /><ul><li>Reduction in Supplies, Statement & Postage Expenses
    46. 46. Labor Reallocation/ Reduction Opportunities</li></ul>(Up to 25% of billing and follow up staff and patient services staff in practice offices)<br />
    47. 47. The MedDirect Hub<br />15<br />Technology and service allows MedDirect to become a information, processing and customer service hub - - consolidating the entire back-office process and the patient experience<br />Urgent Care Center<br />Lab<br />Primary Care Pro-Fee<br />Facility Fee<br />Radiology<br />Surgery Fee<br />
    48. 48. PPS Process<br />*PRAI=Patient Responsibility After Insurance<br />16<br />
    49. 49. Customer Service Process<br />17<br />
    50. 50. Cash Mgmt. Process<br />18<br />
    51. 51. Patient Portal Samples<br />19<br />
    52. 52. Administrative Portal<br />20<br />
    53. 53. Reporting & Analytics<br />21<br />
    54. 54. Contact MedDirect<br />For questions or inquiries, please contact:<br />MedDirect, Inc.<br />3200 Broadmoor SE<br />Grand Rapids, MI 49512<br />616.940.0500 phone<br />866.575.6436 toll free<br />616.954.2800 fax<br />www.meddirect.net<br />22<br />

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