We partner with healthcare organizations across the country. Whether start-ups or Fortune 500 companies, we pride ourselves in producing results our clients demand.
A predominant state health plan with almost 80% market share needed to prepare for a unique “private option” Medicaid expansion which would present as many as 250,000 new prospects. The federally-administered exchange was launching at the same time which presented both retention and new enrollment opportunities in the non-Medicaid individual market. The plan developed an acquisition and retention strategy which required a larger contact center operation and field sales presence statewide. The client engaged BroadPath to provide telesales, member retention, and field agent support with the understanding that a flexible partnership would be essential to succeed in a dynamic, rapidly evolving environment.
A startup Medicare Advantage plan in eastern Tennessee hired BroadPath to provide a fully outsourced year-round telesales solution. At the time, executive leadership had not selected the core technology platforms to handle CRM and broker credentialing functions. BroadPath agreed to develop a customized salesforce.com CRM platform that would integrate with our telephony system, automate key field agent and telesales functions, handle the broker credentialing process, and facilitate CMS compliance and reporting.
A national Medicare Advantage plan needed additional agents to provide territory coverage during the Annual Election Period (AEP). They had previously worked through the broker agency channel (FMO, SGA, etc) with marginal results and had limited success hiring captive agents themselves. They hired BroadPath based on our national footprint and ability to deliver Medicare-experienced agents quickly.
A Medicare subsidiary of a top 5 health plan needed to increase the size of their member service headcount by 400% in a very short time period due to rapid business growth. In order to manage the larger headcount the client decided to implement IEX workforce management and also needed assistance with configuration and rollout of that system. The client turned to BroadPath to provide the more specialized management resources and consultants and to fill CSR headcount gaps if local temp agencies came up short.
One of the largest BCBS plans in the country decided to conduct a campaign to attempt collection of underpaid co-pays from approximately 22,000 Medicare members. The campaign needed to be conducted during AEP and there was no internal capacity available. However, management was hesitant to outsource given the sensitive nature of the calls. BroadPath was selected because of our ability to bring Medicare-experienced agents with the necessary soft skills to handle each call delicately with empathy and professionalism.
Our client was a Medicare Administrative Contractor (MAC) in two Medicare jurisdictions covering 11 states. They had recently taken over a new jurisdiction from a previous contractor and experienced a much higher Part B appeals workload than anticipated. The backlog had grown to over 120,000 cases with aging as high as 130 days. Due to the high volume, urgency, and significant complexity of Part B appeals workload, traditional solutions were not an option – they needed a partner who could ramp-up an independent operation very quickly. BroadPath’s proposal won CMS approval and we were awarded the contract.
A Midwest critical access hospital that contracts with hospital owned physician practices and independent physicians, sought compliance with federal regulations after not submitting data to the Physician Quality Reporting System (PQRS). The hospital was notified by the CMS of downward modifiers that cost them 1.5 percent of their part B revenue in 2015.
A 1,500 employee anesthesiologist management organization, on the East Coast, struggled to find the specialized resources and expertise necessary to meet the PQRS deadline. They requested help reporting their data after learning that their QCDR (Qualified Data Registry Reporting) did not support the GPRO (Group Practice Reporting Option).
A group practice in the Southwest needed to implement a new EHR system to reduce excessive patient paperwork that was contributing to patient no-shows. They also needed to improve their interoffice communication with other providers and ancillary services. Then prepare for the financial and medical impact of the transition to ICD-10.