The Questions That Come Before the First Call

Three. A dedicated team is named people working only your queues, in your system, on an agreed shift. Project-based is a defined piece of work with a start and an end, such as an AR clean-up or a backlog. Hybrid is a dedicated core with project capacity layered on when volume moves.

Which one fits is usually decided by how stable your volume is and whether you want the team to accumulate knowledge of your payers. If volume is steady and the work is ongoing, a dedicated team is almost always the cheaper answer over a year.

Eligibility and benefits verification, charge entry and claims processing, payment posting, AR management and denial management, either individually or as an end-to-end engagement.

You do not have to move all of it. Most engagements start with one process and widen once the working relationship is established.

No. Deeva provides charge processing and coding-data validation support, based on client-provided documentation and established workflows. Independent clinical code assignment is not within our scope.

That distinction matters more than it sounds. If what you need is a coder making an independent judgement from a clinical note, that is a different service and we will tell you so rather than take the work.

Yours. The team works in your practice management or billing system, under access you provision and control, so your data stays where it already is and your existing reporting keeps working.

Access is granted by role, provisioned per engagement and revoked when someone leaves it.

It depends on the scope, and anyone quoting you a number before seeing the scope is guessing. What drives it is consistent: how quickly system access can be provisioned on your side, whether a documented SOP already exists, how many payers and exceptions the team has to learn, and how long you want to run in parallel before handing over.

The timeline is agreed as part of the transition plan, with dates against each stage, before the engagement starts. A single process with a clean SOP moves considerably faster than a full-cycle transition.

The process is documented as it is performed today, not as it is supposed to be performed. The team is trained against that document, then runs in parallel with your team on live work while output is audited at transaction level.

Handover happens when the audit results support it, not on a date chosen in advance. If that takes longer than planned, that is the finding, and it is better discovered in transition than in month three.

System access, a point of contact who can answer process questions, whatever SOP or training material exists, and agreement on the scope and the measures. If no SOP exists, documenting it is part of the transition rather than a prerequisite.

By controls configured for the engagement rather than a standard package: access by role, user authentication, confidentiality agreements signed by every person on the engagement, security awareness training, documented data handling procedures and a defined incident escalation route.

The Quality, Security and Compliance page sets out the full list. It deliberately describes controls by function rather than naming products or standards, because a public page naming your security stack tells an attacker where to start.

Deeva follows HIPAA-aligned processes and workforce practices, subject to client requirements and applicable agreements. We do not describe ourselves as HIPAA certified, because no such certification exists, and a provider who claims one is telling you something about their diligence.

What we can do is answer your compliance team directly. Send the questionnaire and it comes back completed rather than deflected.

The agreements your compliance function requires are reviewed and settled during contracting, alongside the confidentiality and data handling terms. Send the documents and you will get a direct answer on each one, including where something is outside what we can commit to.

From our office in Nellore, Andhra Pradesh, India. Work is performed on the premises under supervision rather than distributed to home workers, unless an engagement specifically agrees otherwise.

Production reporting on an agreed daily or weekly cycle, a regular operational review with the process manager, and a longer periodic review covering trends, quality findings and anything that needs a decision on your side.

The format, the frequency and the named sender are fixed when the engagement is set up, so nobody has to chase a status update.

A named process manager owns the engagement and is who you escalate to. Below that a team leader runs the day-to-day queue and a quality analyst audits output independently of the people producing it.

You are not routed through an account manager who has to go and ask.

The standard shift runs in Indian Standard Time, which places it outside US East Coast business hours. Shifts are aligned to client time zones as part of the engagement, including partial or full US-hours overlap where the process needs someone reachable during your day.

Up is a recruiting and training lead time, which is why the scale-up plan is agreed during the pilot rather than when the volume has already arrived. Down is handled through the notice terms in the contract.

Either direction is a written change to the engagement, so headcount does not drift.

The replacement is trained against the same documented process and audited against the same quality standard before carrying live work, and their access is provisioned fresh while the leaver’s is revoked.

This is the practical reason the SOP work during transition matters. A team that runs on individual memory cannot absorb a departure; one that runs on a documented process can.

Either per full-time resource for a dedicated team, per transaction for defined processing work, or a combination of the two for a hybrid engagement.

There is no published rate card. The same headcount covers very different amounts of work depending on payer mix, system, exception rate and how clean the incoming data is, so a public number would be a fiction that one of us would have to correct later. Pricing follows the scope, and the scope comes from the assessment.

One named process, a defined volume, a named team, agreed measures and quality benchmarks, a fixed reporting format, a review date and a scale-up plan, all written down before any work starts.

A pilot evaluates delivery. It does not forecast revenue and it cannot guarantee claim approval, because neither is within any offshore provider’s control. The pilot page sets out both what it settles and what it does not.

The processes in scope, approximate volume as a band, the number of providers, the system in use and a sense of where the current pain is. The RCM assessment form on the contact page asks for exactly that, and completing it is the difference between a first reply that is a proposal and one that is a request for more information.