OnCore CTMS Financials
Working with three institutions to jointly implement CTMS financials, our consultant was brought on to lead the data, reporting, integration and product components of the implementation. With the goals of reducing rework, avoiding duplication, streamlining processes and simplifying billing compliance across all institutions, this engagement called for an experienced leader who could adapt to new challenges and steadfastly move the project to completion. The project timing involved managing the implementation through significant complexity, including the COVID-19 pandemic, significant staff shortages and the need to align with parallel high- priority projects.
One of the main objectives for the financials implementation was to ensure and simplify billing compliance. The Ballista consultant was asked to manage and coordinate design, build, testing and implementation across the full project, including integration with Epic (RPE and CRPC interfaces), in order to fulfill the key success factors. Ballista was instrumental in leading the organization in early design components related to this end to end process, whether it was CTMS charge master design, Epic EAP/Component structure or interfacing CTMS billing grids to Epic. Working with billing teams to understand the impact CTMS-sourced billing grids have on routing of Epic charges was part of the work that the Ballista consultant was able to analyze, communicate and manage.
In parallel to the original scope of work, our consultant was asked to lead the effort to select and implement a Customer Satisfaction Management (CSM) solution. The CSM needed to serve all central teams, managing internal and external communications during the start-up processes and managing CTMS help desk queries. This required the Ballista consultant to thoroughly immerse themselves in start-up processes and workflows spanning calendar build, coding, coverage analysis, compliance review, pricing, budgeting and implementation. The design and development of configuration options to automate many of the processes was instrumental in streamlining efforts and providing more robust visibility and metrics throughout the organizations.
Early in the project lifecycle, the management team, including the Ballista consultant, had to make a key decision on how to develop a strong team that would be able to transition from project implementation to operations. Instead of bringing on additional consultants, the team opted to hire individuals with the skills, expertise and desire to learn new systems but with no prior research or CTMS experience. This added additional complexity in that, by the end of the project, the leads would need to mentor, delegate and ensure a full and seamless transition could occur to operations.
In the end, working 100% remotely, Ballista successfully rolled out CTMS financials including all components and workflows associated with Calendar build, Coding & Pricing, Coverage Analysis, Budgeting and Invoicing, as well as full Epic integration across all three institutions. A project team of eight individuals was also established that successfully transitioned to operational support.