Their existing phone system had no way to break down call data by agent, queue, or time period at the level URAC requires.
Built custom reporting that pulls from their phone system and breaks down every key metric by hour, day, week, and month.
They had the data to prove they met URAC standards across answer times, abandonment rates, and handle times, and earned their accreditation.
URAC (Utilization Review Accreditation Commission) sets specific performance standards for healthcare call centers. To qualify, an organization has to demonstrate they are answering calls within 30 seconds on average, keeping their abandonment rate at 5% or below, and returning callbacks within 30 minutes. The standards exist to protect patients and set a baseline for quality of care. A 7% abandonment rate on a typical healthcare call center can translate to up to $45,000 in lost revenue per day, which is exactly why the 5% threshold matters.
The problem for this urgent care was not their performance. It was their visibility into it. Their phone system gave them basic call logs but nothing broken down in a way that could demonstrate URAC compliance. They could not show what their average answer time was by hour, which agents were handling the most volume, or when abandonment rates were spiking and why. Without that data, they could not pursue accreditation and they could not make informed staffing decisions.
Custom reporting that pulls from their phone system and organizes call data in every dimension they needed. Breakdowns by agent and by queue, across four time views: hour, day, week, and month.
Every key metric is covered. How long callers waited in the queue before being answered. How long they waited before giving up. How long calls were taking from start to finish. Each of those numbers, sliced by time period and filterable by agent or queue.
The hourly view showed them exactly when volume peaked and when they were understaffed. The daily and weekly views showed which days consistently ran hot. The monthly view let them track whether changes they made were actually moving the numbers.
They went from having raw call logs to having a clear operational picture of their call center. When URAC needed to see that calls were being answered within 30 seconds on average and that abandonment rates were under 5%, they had the data to show it.
The reporting also changed how they managed day-to-day. Instead of guessing when to schedule more staff, they could look at the hourly breakdown and see exactly where the gaps were.
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