An academic hospital system from the East Coast was struggling with their oncology, infusion and interventional radiology (IR) medical coding management. Their incumbent coding vendor had been delivering poor quality and was failing to manage case volume.
The group that had acquired the hospital system placed a high emphasis on running lean and efficient operations. As part of a cost-saving initiative, oncology and IR medical coding functions were quickly outsourced. This change created various issues. Between poorly coordinated multi-system involvement and inadequate due diligence, management began to seek alternate solutions.