1. HealthTech is a gold-level sponsor of the
National Rural Health Association
Case study
adirondaCk MediCal Center
Challenge
Adirondack Medical Center (AMC), a 97-bed acute care hospital in Saranac
Lake, New York had an unexpected vacancy in their central business office.
As accounts receivables continued to grow, the business office staff of 14
were floundering without leadership and solid procedures in place.
Solution
HealthTech provided a consultant to review existing work flow processes
as well as staff, and made recommendations to improve cash flow, increase
about adirondack medical
employee productivity and ensure compliance with regulatory and industry
standards. The consultant also created a 90-day, 46-step action plan. The center
plan was approved by the hospital finance board, chief executive officer
and chief financial officer, along with a request that HealthTech provide the • Location: Saranac Lake, New York
consultant’s services as an interim business office director.
• Service Area Population: 30,000+
HealthTech placed the consultant as interim business office director at • Patient Profile: 55% Medicare; 12%
the hospital and began managing accounts receivables. During this time, Medicaid; 33% Other
HealthTech’s interim business office director identified additional areas
of improvement in internal processes, and implemented strategies to • Annual Patient Visits: 37,000+
increase productivity and cash flow. • Services: 24-hour ED, Surgical
Services, Ob/Gyn, ICU, Laboratory,
“It was so important to get the business office back on track because we Imaging, Pharmacy, Swing Bed
operate on such razor thin margins,” said Chandler Ralph, chief executive
officer at Adirondack Medical Center. “HealthTech was incredibly
Saranac
responsive to our needs — operations did not skip a beat.” Lake
Results
During the three month period in which HealthTech’s interim business
office director served, the hospital’s A/R days were reduced by six days
and cash collections increased by more than $800,000. Staff training was
provided and patient complaints were reduced. In that time period, the
hospital’s leadership was able to interview several candidates and placed a
permanent business office director.
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