We carefully analyzed volumes, then hand-selected each coder for the NMG coding denials project. We tapped our strong, proven processes to train and ramp up our coders to work in NMG’s system and serve as an extension of their internal coding team. In doing so, we quickly set the stage to achieve—and surpass—the established goals.
The project began with four full-time coders who focused solely on the task of catching up on over 12,000 coding-related denials. Over time, five additional coders were added to work down the backlog. Having the right number of coders available offered NMG previously unattainable flexibility. While our team slashed through the denials backlog, NMG kept their own team focused on production coding, thereby avoiding the expense and hassle of redirecting and training their existing staff for project-based work.
Alongside that flexibility, NMG also discovered our mastery of coding quality and efficiency. We document all processes and workflows, making it quick and simple to target problem areas and take appropriate actions to prevent work duplication and streamline the workflow. Turns out, this was something NMG decided they couldn’t live without.
Our quick resolution on the denials project helped NMG understand how an active denials management strategy could yield continual revenue for the correctly-coded services. As the backlog goals were accomplished and the work tapered off, it was easy to flex the number of coders again, this time from nine full-time coders to the current number of five full-time coders. Today, denials are worked as they occur by the right number of coders, with the option that NMG has to add or subtract coders from the engagements as deemed necessary by business need.