Case Studies

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December 11, 2013

In 2007, American University health center staff began a search for a Practice Management (PM) system with online scheduling and advanced reporting capabilities. Health Center Director Daniel Bruey headed the software selection process. Because of varied backgrounds of his staff, ease of training was important to Bruey. But the team also wanted technology to enhance the experience for students, and get a holistic view of its operations.

American’s objectives were to find a solution for the health center that would:

  1. Eliminate wait times and decrease no-shows
  2. Provide insights to help justify budget and resource requests to the university’s administration office.
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December 09, 2013

CEO Jennifer Pare formed Mid-Vermont Medical Billing in Rutland, Vt., an area with a lack of qualified medical billing companies. With a rapidly growing client base including OB-GYN, family practice, general surgery, pulmonary medicine, addictive medicine, chiropractor, and physicians in several other specialties, Pare needed to increase efficiencies and automate her processes

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December 03, 2013

EyeCare 20/20 is a single opthamologist practice with offices in Harahan, Mandeville, and Slidell, Louisiana.  Dr. Neil Notaroberto established the offices six years ago.  The locations serve a total of 5,800 patients, with a support staff of six.  The benefits of a cloud-based PM were obvious, but EyeCare 20/20 had no way to predict how fortuitous it was to consider potential disasters when choosing NueMD for their PM.

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November 09, 2013

When it opened in 2006, In Good Health Family Practice in Chattanooga, Tenn., did not have a practice management software
system and relied completely on paper billing. Office manager Laurie Davis quickly found that this didn’t meet their needs – practice staff had difficulty maintaining a good patient flow and a high number of billing errors resulted in slow reimbursement.

“Claims were not being tracked effectively and some simply got lost before the practice received payment,” Davis said. “Plus, reporting was very labor intensive and did not have the level of detail that we needed.”

 

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