Bridging the Knowledge Gap in Rural Healthcare: A Revenue Cycle Transformation Story

By Alice Bynum, Revenue Cycle Leader at JFS Consulting 

Seeing Beyond the Title 

When I first partnered with a rural health clinic earlier this year, something immediately stood out: the Director of Revenue Cycle didn’t actually understand the revenue cycle. 

That realization wasn’t a criticism — it was a reflection of a much broader truth I’ve seen time and again across rural healthcare. In these communities, people step up because they care. They take on critical roles with the best intentions, but without access to the same training, mentorship, or resources that larger health systems take for granted. 

At JFS Consulting, we believe that leadership starts with understanding. So, I set out to bridge that knowledge gap. 

Step 1: Rebuilding Communication and Accountability 

The first step was simple but powerful — reconnect the clinic with its billing vendor. 

We scheduled weekly and biweekly check-ins to review accounts receivable (AR), denial trends, and financial performance. Billing vendors have a responsibility to communicate, but too often that relationship drifts into silence. 

Once we re-established those conversations, everything changed. The clinic began to understand why certain denials occurred, what could be corrected, and how to take ownership of their revenue outcomes. It was the first step toward financial visibility and control. 

Step 2: Educating and Empowering the Team 

Next, I hosted Revenue Cycle Management (RCM) education sessions for the leadership team and staff. 

We walked through how payments flow, what drives reimbursement, and how documentation impacts revenue. For many of them, it was the first time seeing the full picture of how their work connected to the organization’s financial health. 

One team member told me afterward, “Now I finally understand how what I do every day helps us get paid.” 

That moment mattered — because knowledge isn’t just power; in rural healthcare, it’s sustainability. 

Step 3: Strengthening Financial Foundations 

Once the team was empowered, we moved to renegotiate their payer contracts. By increasing insurance reimbursement rates, we improved revenue per claim — a measurable, lasting impact. 

This wasn’t about quick wins; it was about building a foundation they could maintain confidently. 

Lessons in Rural Healthcare Leadership 

Working in rural communities has taught me that leadership here looks different. 

• Many employees come directly from the community and wear multiple hats. 

• Technology and remote work are often met with skepticism. 

• And most importantly, people lead with heart — even when they lack formal training. 

That’s why patience, education, and partnership matter. You can’t just deliver solutions from the outside — you have to build trust and walk with them through the process. 

Once they understand, they own it. And that ownership is what transforms an organization. 

Why This Work Matters 

At JFS Consulting, we specialize in helping healthcare organizations — especially in rural and underserved areas — build operational excellence in their revenue cycle. 

For me, this case wasn’t just about improving collections or reducing denials. It was about turning uncertainty into confidence. 

Because when local teams understand their financial engine, they can serve their patients — and their communities — more effectively. 

That’s the real reward of leadership in healthcare transformation.