Transforming Revenue Cycle Management with Capta
In this episode, we explore the transformative journey of Presbyterian Healthcare Services as they partnered with Capta to revolutionize their revenue cycle management. Our guests, Laura Calkins, VP of Revenue Cycle, Jim Noble, Chief Financial Officer, and Rod Michael, Vice President Finance, key leaders from Presbyterian, share their experiences and insights on how this collaboration has reshaped their operations and culture.
A New Approach to Outsourcing
When the idea of outsourcing was first introduced, there was understandable apprehension. Laura Calkins recalls the initial reaction: “When I was approached by my CFO and senior vice president to talk about it, at first I was like, oh, you know, here we go, we’re going to be outsourced.” This sentiment is common in many organizations facing similar decisions.
Collaborative Partnership
Unlike traditional vendors who dictate terms, Capta took a different approach. Jim Noble highlights, “Other vendors have come in and they dictate. Capta started with a conversation. What’s working well for you? Here’s our ideas. How do you prioritize it?” This collaborative method allowed Presbyterian’s leadership to weigh in and prioritize initiatives, fostering a culture of partnership and aligned incentives.
Tools and Expertise
Capta provided tools and services that were tailored to Presbyterian’s specific needs. Rod Michael emphasizes, “Capta has provided tools and services and a level of expertise that has allowed us to filter truly to what our personal need is.” This partnership has been instrumental in enhancing collaboration and teamwork, exceeding initial expectations.
Transparency and Upscaling
Transparency with staff was crucial from the beginning. Laura Calkins notes, “We’ve been very transparent about the relationship with Capta. There was a concern about what would happen to us. Capta has allowed us to improve automation and focus on more complex work.” This process, referred to as upscaling, has enabled staff to engage in tasks that require more critical thinking.
Cultural Fit
The cultural fit between Capta and Presbyterian was evident. Jim Noble shares, “I immediately wanted the Capta team to meet the leadership team here at Presbyterian, give them opportunities to interact with them, that builds the relationships.” This alignment has been key in alleviating fears and driving initiatives that fit well culturally.
Continuous Improvement
The partnership has led to continuous improvement across the organization. Rod Michael highlights the “halo effect” of this collaboration, noting, “This is having a contagious improvement that I’m seeing in open dialogue. Engagement is probably as important as anything, particularly internally.” Leaders are now more curious and open to exploring new opportunities for improvement.
Strategic Focus
Capta’s involvement has allowed Presbyterian to strategically focus their internal resources. Laura Calkins explains, “Our volume continues to go up, and we’ve been able to work out a strategy with Capta that first fills our void where we can’t work the volume that we have.” This has been crucial in managing complex denials and improving overall efficiency.
A Disruptive Offering
Capta’s offering has been described as disruptive in a positive way. Jim Noble states, “Capta came in as a disruptive offering. It would supplement our leadership team, improve our technology, and also supplement our capital abilities.” This disruption has opened new doors for continuous improvement and innovation.