Successful A/R Wind-Down Relieves Pressure on Billing System Transition

“We wouldn’t have been as successful if we hadn’t transitioned the legacy A/R with Change Healthcare.”

Angela Lacovelli, UHS Senior Director Revenue Cycle


United Health Services (UHS)
Binghamton, N.Y.



  • Transition from legacy to new billing system while maintaining normal cash flow activity
  • Protect legacy A/R asset value
  • Provide results amidst UHS staff and leadership changes


AR wind down services for more than 121,000 patient accounts totaling A/R of more than $131 million to support transition to new billing system


  • 99% account resolution
  • 98% A/R resolution
  • Successful transition to new billing system

The Customer:

United Health Services (UHS) is a locally owned, not-for-profit, 916-bed hospital and healthcare system serving Greater Binghamton, New York, and surrounding counties. Founded in 1981, UHS provides a full range of medical, surgical, rehabilitative and long-term care services from more than 60 locations around New York’s Southern Tier.


Upgrade to New Billing System With Minimal Disruption to Cash Flow United Health Services (UHS) in Binghamton, N.Y., is an organization that plans ahead. With an eye toward preparing for future patient needs and better business integration, its leaders decided to upgrade billing systems. A year in advance, they also recognized that a smooth transition would depend on sharing the tasks at hand: the wind down of its substantial accounts receivables, learning the new system, and managing day-to-day responsibilities. UHS sought proposals from multiple third-party organizations.



The Solution:

A/R Wind-Down Services Support Smooth Transition According to UHS Senior Director Revenue Cycle, Angela Iacovelli, Change Healthcare was selected for many reasons, including its industry expertise and deep experience with similar projects, as well as its record of operational excellence and efficiency. 

Change Healthcare Director Tom Weybright, a former hospital CFO who has completed more than 40 similar change events, explains, “Our vision matched theirs and our analytics showed how we could deploy on their schedule.”

The project coincided with significant changes in UHS staff roles and responsibilities, but Change Healthcare was committed to clear, consistent communications, which enabled a smooth, productive process. Tami Miller, UHS Manager of Access Care, notes, “Communication was the number one success factor between [UHS and Change Healthcare].” Additionally, Change Healthcare was able to work directly on UHS systems, which simplified resolution of the organization’s A/R accounts.

Miller adds that another factor leading to success was the ability of Change Healthcare to scale its onsite and offsite personnel to match UHS needs. “When we had staff gaps because of time off or vacations, Change Healthcare responded, doing whatever was required,” Miller says.

“We had to sustain legacy cash flow on a daily basis without decline. That was all weight for Change Healthcare to bear, and it let us focus on the new implementation.”

The Result: Clean, Efficient, Timely Transition With 99% Account Resolution

At the end of the engagement, Change Healthcare resolved 99% of the original 121,430 accounts and 98% of total A/R value. UHS staff was able to focus on day-to-day responsibilities and training in time to confidently go live on the new system. And the transition of all UHS hospital systems was completed cleanly, on schedule. Iacovelli affirms, “We wouldn’t have been as successful if we hadn’t transitioned the legacy A/R with Change Healthcare.” © 2017 Change Healthcare LLC and/or its subsidiaries or affiliates. All Rights Reserved. About

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