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Overview

Gateway Urgent Care, Kentucky | 2 Clinics
Mercy Urgent Care, Indiana | 4 Clinics
John McNulty, CEO & Managing Partner | Former NextGen customer

Background: John McNulty’s clinics faced several challenges with their previous software provider, NextGen, and their teleradiology provider, RapidRad, which hindered their growth, operational efficiency, and patient care.

Experity Solutions: EMR/PM, Patient Engagement, Business Intelligence, Teleradiology

John McNulty - CEO & Managing Partner at Gateway and Mercy Urgent Care

“Moving over to Experity has probably been the best business decision we’ve made in the last 5-10 years”

John McNulty
CEO & Managing PartnerGateway and Mercy Urgent Care

Challenge #1 Operational Inefficiencies

Gateway and Mercy clinic providers struggled with a time-consuming, sometimes inaccurate charting and coding process using NextGen. These inefficiencies hindered their capacity for patient volume, ability to deliver the best patient experience, and their revenue recoupment. Additionally, providers seeing around 80 patients a day would have to bring their charting tasks home at the end of the day, adding to burnout.

Time Saved, Revenue Optimized, and Burdened Relieved Through Experity

Experity’s charting system significantly reduced the time required for providers to complete their charts by 50%. This improvement allowed the clinic to turn rooms faster, eliminate homework for providers, and reduce patient throughput to about 35 minutes.

Additionally, after switching to Experity, Gateway and Mercy clinics’ E/M code average went from a 3.1 to a 3.68 or 3.72, significantly enhancing their billing accuracy and revenue.

“Experity has a coding algorithm that’s audited and updated regularly, which offers us the best opportunity in their platform to chart the maximum without fraudulently upcoding.

There’s no need to think about the code that you have to choose.  All this is enormous for a company — to have something that’s that complicated, that comprehensive, but also be that easy.”

See what else McNulty says about charting in this clip:

Challenge #2 Poor Customer Service

McNulty stated that he was always struggling to speak to a human or get a timely response of any kind when they needed support. This made it frustratingly difficult to resolve issues promptly. Moreover, NextGen dropped the ball on communicating a critical detail, costing the business time, money, and satisfaction.

“And it was just fight after fight. Here’s a great example: It was about 10 or 12 days before we were supposed to go live, and all of a sudden they dumped 127 pages of documents on me. They were supposed to be doing the transition of all of our credentialing with all of our insurance companies into their clearing house.

And what we found out was they hadn’t done any of it and our rep was supposed to tell us to do all that manually, almost $250,000 in 60 days. It was absolutely a train wreck, and I had to get attorneys involved.

Here’s what McNulty said about his experience with Experity support:

 

Furthermore, McNulty struggled with RapidRad ‘s customer service before switching to Experity’s teleradiology services. When they would reach out to RapidRad with concerns about a read, they often felt belittled and dismissed — which put them at some costly risks if the read was wrong and ignored.

“I had some bad RapidRad reads that were pretty significant, they could have cost us a lot of money in some malpractice stuff. With Experity Teleradiology, when we have questions about reads, they take us seriously, actually listen, and explain their decisions. They work with us as a teammate and not as just another customer.”

Challenge #3 Lack of Growth and Support

Gateway and Mercy Urgent Cares experienced stagnation with NextGen, which was not evolving to meet their needs. They were not growing their urgent care solution, which is just a subsect of their core product. McNulty needed a partner that would support his business growth.

“We’re tiny compared to most urgent care companies, but we don’t act like it and we don’t manage like it. We don’t run our business like it. We don’t market like it. And so I knew that if we were going to grow, we had to be with the nation’s leading [urgent care partner.]”

Hear more about the innovation that help McNulty foster and grow his business:

Conclusion: A Smooth Transition to More Efficient, Patient-centric Operations

Even when you know that you can reduce door-to-door time, improve patient care, and optimize your revenue with a new system, switching EMRs still seems painful. There’s always a fear that it will irreparably disrupt business operations. But even for McNulty, who has several clinics with separate staff to train, the transition was easier than expected: